Kenneth Blanchard: the One-Minute Manager.The One-Minute Manager was first published in 1982. Lambasted as trite and shallow by academics, it has since sold over 7 million copies, been translated into over 25 languages, and is frequently found on managers' bookshelves. It launched a new genre of management publishing providing the model for a host of imitations.
Kenneth Blanchard graduated from Cornell University Cornell University, mainly at Ithaca, N.Y.; with land-grant, state, and private support; coeducational; chartered 1865, opened 1868. It was named for Ezra Cornell, who donated $500,000 and a tract of land. With the help of state senator Andrew D. in Government and Philosophy and went on to complete his PhD in Administration and Management. In the early 1980s he was Professor of Leadership and Organizational behaviour at the University of Massachusetts The system includes UMass Amherst, UMass Boston, UMass Dartmouth (affiliated with Cape Cod Community College), UMass Lowell, and the UMass Medical School. It also has an online school called UMassOnline. , Amherst. He wrote and researched extensively in the fields of leadership, motivation and the management of change and his Management of Organizational Behaviour: Utilising Human Resources The fancy word for "people." The human resources department within an organization, years ago known as the "personnel department," manages the administrative aspects of the employees. (co-authored with Paul Hersey Dr. Paul Hersey is an internationally-known behavioral scientist and highly-successful entrepreneur. He is best known for developing Situational Leadership® with Ken Blanchard, which is enunciated in their work Management of Organization Behavior, now in its ninth edition. ) is now in its 7th edition and has become a classic text.
Blanchard and his co-author of the One-Minute Manager (OMM OMM Organisation Météorologique Mondiale (French: World Meteorological Organization)
OMM Organización Meteorológica Mundial (Spanish: World Meteorological Organization)
OMM Organizzazione Meteorologica Mondiale ), Spencer Johnson Spencer Johnson may refer to the following persons:
The setting of one-minute management sees a young, aspiring as·pire
intr.v. as·pired, as·pir·ing, as·pires
1. To have a great ambition or ultimate goal; desire strongly: aspired to stardom.
2. manager in search of that holy grail--an effective manager--on whom the young man may model his thinking and actions. The aspirant manager--a cross between Le Petit Prince Petit Prince may refer to:
Our hero quickly comes across a manager who gets excellent results as a result of--Apparently--very little effort on his part--the One-Minute Manager. The OMM has three simple secrets that bring about increases to productivity, profits and satisfaction--one-minute goal-setting, one-minute praising and one-minute reprimanding.
Although staff cannot know how well they are doing without clear goals, claims the OMM, many are not clear on priorities, and many are spoken to only when they make a mistake. The OMM requires managers to make clear what people are asked to do and what their expected behaviour or performance is, and to get staff to write down their most important goals on a single sheet of paper for continued clarification.
The second secret--one-minute praising--is the key to improved performance and increased productivity. Instead of catching people out for doing something wrong, the opposite is recommended: 'The key to developing people is to catch them doing something right'. There are three steps in one-minute praising:
1. Praise someone as close in time to the good behaviour as possible. If you can't find someone to praise everyday, then you should wonder why.
2. Be specific. Make it clear what it was that was performed well.
3. Share feelings--tell them how you feel about what they did, not what you think about what they did.
The third secret of the One-Minute Manager is the key to changing the attitude of the poor performer and there are four aspects to it:
1. Immediacy--when a reprimand REPRIMAND, punishment. The censure which in some cases a public office pronounces against an offender.
2. This species of punishment is used by legislative bodies to punish their members or others who have been guilty of some impropriety of conduct towards them. is necessary, it is best to do it as closely as possible to the poor performance which led to it.
2. Be specific--don't tell people about your reactions or give vent Verb 1. give vent - give expression or utterance to; "She vented her anger"; "The graduates gave vent to cheers"
evince, express, show - give expression to; "She showed her disappointment" to your feelings, tell them what they did wrong; admonish the action, not the person.
3. Share feelings--once you have established what was wrong, share your feelings.
4. Tell them how good they are--the last step in the reprimand. If you finish on negative feedback, they will reflect on your style of behaviour, not on their own performance.
The development of one-minute management
Putting the One Minute Manager to work was a follow-up in 1984 by Blanchard and co-author Richard Lorber (an expert in performance improvement) to flesh out some of the basic ideas which had met initial success in the One Minute Manager. Sub-titled How to Turn the Three Secrets Into Skills, the 1984 follow-up focuses on the 'ABCs' of management, 'effective reprimanding', and the 'PRICE' system.
Activators--those things which a manager has to do before anyone else can be expected to achieve anything, such as goal-setting, laying down areas of accountability, issuing instructions and setting performance standards.
Behaviour--or performance--what a person says or does, such as filing, writing, selling, ordering, buying etc.
Consequence--what a manager does after performance, such as sharing feelings, praising, reprimanding, supporting etc.
As a consequence of performance, the manager has to distinguish between when an employee can't do Something--which implies a need for training and signals a return to the activator of goal-setting, and when an employee won't do something--which implies an attitude problem and a case for reprimanding. Reprimands do not teach skills, they can only change attitudes. Positive consequences on the other hand can influence future performance to the good, so it is important to end a reprimand with a praising. This has the effect of making the employee think about their own behaviour and not that of the reprimander.
The PRICE system
PRICE takes the three basic secrets of one-minute management and turns them into the five steps of:
Pinpointing--defining key performance areas in measurable terms--part of one-minute goal-setting
Recording--gathering data to measure actual performance and keep track of progress
Involving--sharing the information recorded with whomsoever whom·so·ev·er
The objective case of whosoever. is responsible
Coaching--providing constructive feedback on improving performance
Evaluating--part of coaching, also part of reprimanding or praising.
Leadership and the One-Minute Manager stresses that there is no single, best method of leadership, but are in fact four styles: directing, delegating, coaching and support. Whichever style is employed depends on the situation to be managed. 'Situational leadership is not something you do to people, but something you do with people'. Blanchard turns conventional leadership thinking on its head, using the analogy of turning the organisational pyramid upside Upside
The potential dollar amount by which the market or a stock could rise.
This is basically an educated guess on how high a stock could go in the near future.
See also: Bull, Downside down; instead of staff working for their boss, the boss should work for the staff.
The One-Minute Manager Builds High-Performing Teams can be seen as a companion to Leadership and concentrates on integrating the simplicity of the one-minute techniques into understanding group dynamics group dynamics: see group psychotherapy. and adjusting leadership style to meet the developing circumstances.
The One-Minute Manager Meets the Monkey deals with the problems of time management and overload See information overload and overloading. . Paying tribute to Bill Oncken, Blanchard's co-author who created the monkey analogy, Blanchard points the finger at the manager as the 'hero with all the answers' by stressing that bosses are not there to try and tackle every problem themselves, rather to get others to come up with solutions. The monkey is the problem--or the next move--being passed from subordinate to superior, making the superior rapidly ineffective; the one-minute manager is not a collector of monkeys, rather a facilitator and coach helping others to solve their own problems.
At the beginning of the twenty-first century, Blanchard continues to write, train and consult, and a current overview of his offerings can be found at http://www.blanchardtraining.com/. Like other well-known management writers, however, he has adopted a broader remit To transmit or send. To relinquish or surrender, such as in the case of a fine, punishment, or sentence.
An individual, for example, might remit money to pay bills.
TO REMIT. To annul a fine or forfeiture.
2. that the focussed concepts which brought him to the attention of managers. From the mid-1990s, he has independently or collaboratively published titles on high performance teams, empowerment, world class organisations, positive relationships, and the power of vision. Cleverly--in that titles sell--he has included the 'time' element in the subtitles sub·ti·tle
1. A secondary, usually explanatory title, as of a literary work.
2. A printed translation of the dialogue of a foreign-language film shown at the bottom of the screen.
tr.v. of most of these books, though with the qualification that team building and constructing world class organisations do take more than a couple of minutes to achieve.
So where does Blanchard sit in the Hall of Fame of management thinkers?
At the end of the 1990s much of the material in the One-Minute Manager series no longer seems earthshattering earth·shat·ter·ing
earthshattering adj (fig) → weltbewegend . Countless publications and infinitely more seminars on leadership, change, delegation and time management have rendered a glance back to Blanchard as unsurprising; entertaining, and even comforting in its confirmation, but--like the key message from a contemporaneous con·tem·po·ra·ne·ous
Originating, existing, or happening during the same period of time: the contemporaneous reigns of two monarchs. See Synonyms at contemporary. publication, In Search of Excellence (Peters and Waterman, 1982)--no longer the inspiration it was.
When asked why In Search of Excellence did so well, critics and commentators argued that its timing was impeccable im·pec·ca·ble
1. Having no flaws; perfect. See Synonyms at perfect.
2. Incapable of sin or wrongdoing.
[Latin impecc , being published at a time when Western business concepts were being rubbished in favour of analyses of the Japanese business boom. If Peters and Waterman were largely about re-invigorating pride in successful American organisations, Blanchard's book was excellently timed for its impact on individual skills and techniques.
It is important to remember that before Peters, Blanchard and the host of others following in their wake, management--as far as the hard-nosed manager was concerned--was a stuffy, dry subject reserved for lengthy academic treatises and exposes. Most books--and there were not many--focused on building the arguments of the human relations school and tackling the enormity e·nor·mi·ty
n. pl. e·nor·mi·ties
1. The quality of passing all moral bounds; excessive wickedness or outrageousness.
2. A monstrous offense or evil; an outrage.
3. of the scientific/bureaucratic establishment constructed so convincingly by Taylor, Ford and Weber. Books on management were not popular, not widely read and certainly not best-sellers. It is often claimed that Peters and Waterman changed all that. But Ken Blanchard's contribution was also hugely influential. The One-Minute Manager may have been panned by the academics, but it did more to make management digestible digestible
having the quality of being able to be digested.
the proportion of the potential energy in a feed which is in fact digested.
see digestible protein. , readable and accessible to a wide audience than any of its predecessors. In the form of allegory, anecdotes and allusions, it brought management to a level where many could believe they could do it and do it well. Others have followed in the story-telling mould mould,
n See mold.
mold. of OMM, One Page Management (Khadem) and Zapp! the Lightning of Empowerment (Byham) to name two.
So what is the appeal of the One-Minute Manager, rejected (like Maslow) by academia, but wholeheartedly whole·heart·ed
Marked by unconditional commitment, unstinting devotion, or unreserved enthusiasm: wholehearted approval.
whole adopted (as was Maslow) by practising managers around the world? Blanchard's book was, first and foremost, short and to the point. Moreover, it was written in readable, everyday language, offering practical, everyday solutions to practical, everyday problems. This was no dry, stuffy theory, but a collection of honest sensible techniques to try out straightaway straight·a·way
1. Extending in a straight line or course without a curve or turn.
2. Unhesitating; immediate: a straightaway denial.
n. . This is where Blanchard scored a first.
Any author that sells over 7 million copies deserves a place in the Management Hall of Fame. For Blanchard, that place has to be broadly in the Human Relations School alongside the great popularisers of empowerment on the one hand and the self-help school stretching back to Dale Carnegie and Samuel Smiles, and up to the present day with Stephen Covey cov·ey
n. pl. cov·eys
1. A family or small flock of birds, especially partridge or quail. See Synonyms at flock1.
2. A small group, as of persons. , and lately, with Tom Peters, on the other.
Blanchard's message may not be original--few are--but few have spread the simple messages more effectively, or to such a wide audience.
Key works by Blanchard
The One Minute Manager, with Spencer Johnson London: Willow Books, 1983
Putting the One Minute manager to work, with Robert Lorber London: Fontana, 1985
Leadership and the One-Minute Manager, with Patricia Zigarmi and Drea Zigarmi London: Collins, 1986.
The One-Minute Manager meets the monkey, with William Oncken and Hal Burrows Burrows is a provincial electoral division in the Canadian province of Manitoba. It was created by redistribution in 1957, and formally came into existence in the provincial election of 1958. The riding is located in the northern part of Winnipeg. London: Collins, 1990
The One-Minute Manager builds high-performing teams, with Donald Carew and Eunice Parisi-Carew London: Fontana, 1993