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Show Notes
The New One Minute Manager (Ken Blanchard)
- Amazon USA Store: https://www.amazon.com/dp/B00UVXZCPO?tag=9natree-20
- Amazon Worldwide Store: https://global.buys.trade/The-New-One-Minute-Manager-Ken-Blanchard.html
- Apple Books: https://books.apple.com/us/audiobook/the-21-irrefutable-laws-of-leadership/id1493609762?itsct=books_box_link&itscg=30200&ls=1&at=1001l3bAw&ct=9natree
- eBay: https://www.ebay.com/sch/i.html?_nkw=The+New+One+Minute+Manager+Ken+Blanchard+&mkcid=1&mkrid=711-53200-19255-0&siteid=0&campid=5339060787&customid=9natree&toolid=10001&mkevt=1
- Read more: https://mybook.top/read/B00UVXZCPO/
#oneminutemanager #situationalleadership #goalsetting #employeefeedback #managementtraining #TheNewOneMinuteManager
These are takeaways from this book.
Firstly, One Minute Goals: Building Clarity and Alignment, A core idea in the book is that performance improves when expectations are unmistakably clear and easy to reference. One Minute Goals focus on defining a small set of meaningful outcomes for a role, then translating them into brief, concrete statements that employees can review quickly. The emphasis is not on writing long job descriptions or complex scorecards. It is on agreeing to what matters most right now, how success will be measured, and why those goals contribute to the team and organization. This practice also encourages frequent recalibration. As priorities change, the manager and employee revisit and adjust goals so that effort stays aligned with the most valuable work. The book positions this as a shared responsibility: managers provide direction and context, while employees take ownership by checking their goals regularly and using them as a decision filter. When goals are clear, feedback conversations become less personal and more objective because both parties can compare current behavior and results against an agreed target. Over time, this clarity reduces confusion, prevents rework, and gives people a stronger sense of autonomy because they know the boundaries within which they can act.
Secondly, One Minute Praisings: Reinforcing What Works, The book stresses that recognition is most effective when it is immediate, specific, and tied to an observable behavior or result. One Minute Praisings are short moments where a manager notices something done well and highlights exactly what made it effective. The goal is not flattery. It is reinforcement that helps the employee repeat the right actions with confidence. By keeping the interaction brief, the method lowers the barrier for busy managers who may otherwise postpone recognition until a formal review, when the learning value is reduced. The approach also encourages sincerity and focus. A praising that names the behavior, explains its positive impact, and expresses appreciation can increase motivation without creating dependency on constant approval. Importantly, the technique is framed as a way to build trust. Employees learn that the manager is paying attention and will acknowledge progress, not only point out mistakes. That trust can improve communication and psychological safety, which in turn supports better problem solving and initiative. The book also implies that praise is a management tool, not a personality trait. Leaders who are not naturally expressive can still build a habit of noticing and reinforcing behaviors that align with goals and values.
Thirdly, One Minute Redirects: Correcting Course Without Demoralizing, When performance misses the mark, the book recommends quick, respectful correction that separates the person from the behavior. One Minute Redirects are designed to address issues early, before they become patterns that damage results and relationships. The method highlights a simple sequence: describe what was observed, explain the impact, and restate the expectation, then reaffirm confidence in the employee’s ability to succeed. This structure aims to keep the conversation factual and forward looking rather than judgmental. By acting quickly, managers reduce the emotional weight that can build when problems are ignored. Employees benefit because they receive timely information that helps them adjust while the context is still fresh. The redirect is also meant to protect morale. The manager makes it clear that the employee is valued, even though a specific behavior needs to change. Over time, this can create a culture where feedback is normal and less threatening. Another theme is that redirects should be proportional. Not every mistake deserves a long meeting or formal documentation. Many issues can be corrected in the moment, with a calm tone and clear next step. The book frames this as a practical skill that improves both accountability and engagement.
Fourthly, Managing as a System: Consistency, Fairness, and Habits, Beyond the three techniques, the book presents management as a repeatable system of small behaviors that compound into a healthy culture. The one minute practices work best when applied consistently across people and situations. Consistency signals fairness, which is crucial for credibility. If goals are clear for some employees but vague for others, or if praise and redirects are applied unevenly, trust erodes and performance becomes harder to manage. The book’s simplicity is also a feature for scalability. Teams can adopt shared language and routines that make expectations and feedback easier to deliver, even as the organization grows. Another point is habit formation. Because each interaction is short, managers are more likely to follow through regularly, and employees learn to expect frequent check ins rather than rare, high stakes evaluations. This can reduce anxiety and increase learning speed. The system mindset also helps managers avoid two common traps: being overly hands off until something breaks, or being overly controlling because they lack a structure for delegation. With goals and feedback in place, managers can give people space while still staying connected to results. The book suggests that this balance supports both performance and retention by making work feel purposeful and supported.
Lastly, Leadership Mindset: Respect, Empowerment, and Results, The updated framing of the One Minute Manager approach emphasizes a people centered mindset paired with a results orientation. The book argues that effective leadership is not about clever techniques alone. It is about valuing people enough to help them succeed through clarity, recognition, and timely correction. In this view, empowerment is practical, not abstract. Employees are empowered when they know what success looks like, receive reinforcement that builds confidence, and get guidance that prevents small errors from becoming career limiting. The mindset also encourages managers to see feedback as service rather than criticism. Praise is a way to highlight strengths that can be leveraged, while redirects are a way to remove obstacles and restore alignment. This perspective can improve relationships because it makes the manager’s intent easier to trust. The book also implicitly supports adaptability. The short interactions can be used in person, in brief meetings, or within the rhythm of modern communication, as long as they remain personal and specific. Finally, the mindset keeps performance central. Respect for people does not mean lowering standards. It means setting standards clearly and helping people reach them. That combination is presented as the foundation for teams that deliver consistently while maintaining morale.
- Amazon USA Store: https://www.amazon.com/dp/B00UVXZCPO?tag=9natree-20
- Amazon Worldwide Store: https://global.buys.trade/The-New-One-Minute-Manager-Ken-Blanchard.html
- Apple Books: https://books.apple.com/us/audiobook/the-21-irrefutable-laws-of-leadership/id1493609762?itsct=books_box_link&itscg=30200&ls=1&at=1001l3bAw&ct=9natree
- eBay: https://www.ebay.com/sch/i.html?_nkw=The+New+One+Minute+Manager+Ken+Blanchard+&mkcid=1&mkrid=711-53200-19255-0&siteid=0&campid=5339060787&customid=9natree&toolid=10001&mkevt=1
- Read more: https://mybook.top/read/B00UVXZCPO/
#oneminutemanager #situationalleadership #goalsetting #employeefeedback #managementtraining #TheNewOneMinuteManager
These are takeaways from this book.
Firstly, One Minute Goals: Building Clarity and Alignment, A core idea in the book is that performance improves when expectations are unmistakably clear and easy to reference. One Minute Goals focus on defining a small set of meaningful outcomes for a role, then translating them into brief, concrete statements that employees can review quickly. The emphasis is not on writing long job descriptions or complex scorecards. It is on agreeing to what matters most right now, how success will be measured, and why those goals contribute to the team and organization. This practice also encourages frequent recalibration. As priorities change, the manager and employee revisit and adjust goals so that effort stays aligned with the most valuable work. The book positions this as a shared responsibility: managers provide direction and context, while employees take ownership by checking their goals regularly and using them as a decision filter. When goals are clear, feedback conversations become less personal and more objective because both parties can compare current behavior and results against an agreed target. Over time, this clarity reduces confusion, prevents rework, and gives people a stronger sense of autonomy because they know the boundaries within which they can act.
Secondly, One Minute Praisings: Reinforcing What Works, The book stresses that recognition is most effective when it is immediate, specific, and tied to an observable behavior or result. One Minute Praisings are short moments where a manager notices something done well and highlights exactly what made it effective. The goal is not flattery. It is reinforcement that helps the employee repeat the right actions with confidence. By keeping the interaction brief, the method lowers the barrier for busy managers who may otherwise postpone recognition until a formal review, when the learning value is reduced. The approach also encourages sincerity and focus. A praising that names the behavior, explains its positive impact, and expresses appreciation can increase motivation without creating dependency on constant approval. Importantly, the technique is framed as a way to build trust. Employees learn that the manager is paying attention and will acknowledge progress, not only point out mistakes. That trust can improve communication and psychological safety, which in turn supports better problem solving and initiative. The book also implies that praise is a management tool, not a personality trait. Leaders who are not naturally expressive can still build a habit of noticing and reinforcing behaviors that align with goals and values.
Thirdly, One Minute Redirects: Correcting Course Without Demoralizing, When performance misses the mark, the book recommends quick, respectful correction that separates the person from the behavior. One Minute Redirects are designed to address issues early, before they become patterns that damage results and relationships. The method highlights a simple sequence: describe what was observed, explain the impact, and restate the expectation, then reaffirm confidence in the employee’s ability to succeed. This structure aims to keep the conversation factual and forward looking rather than judgmental. By acting quickly, managers reduce the emotional weight that can build when problems are ignored. Employees benefit because they receive timely information that helps them adjust while the context is still fresh. The redirect is also meant to protect morale. The manager makes it clear that the employee is valued, even though a specific behavior needs to change. Over time, this can create a culture where feedback is normal and less threatening. Another theme is that redirects should be proportional. Not every mistake deserves a long meeting or formal documentation. Many issues can be corrected in the moment, with a calm tone and clear next step. The book frames this as a practical skill that improves both accountability and engagement.
Fourthly, Managing as a System: Consistency, Fairness, and Habits, Beyond the three techniques, the book presents management as a repeatable system of small behaviors that compound into a healthy culture. The one minute practices work best when applied consistently across people and situations. Consistency signals fairness, which is crucial for credibility. If goals are clear for some employees but vague for others, or if praise and redirects are applied unevenly, trust erodes and performance becomes harder to manage. The book’s simplicity is also a feature for scalability. Teams can adopt shared language and routines that make expectations and feedback easier to deliver, even as the organization grows. Another point is habit formation. Because each interaction is short, managers are more likely to follow through regularly, and employees learn to expect frequent check ins rather than rare, high stakes evaluations. This can reduce anxiety and increase learning speed. The system mindset also helps managers avoid two common traps: being overly hands off until something breaks, or being overly controlling because they lack a structure for delegation. With goals and feedback in place, managers can give people space while still staying connected to results. The book suggests that this balance supports both performance and retention by making work feel purposeful and supported.
Lastly, Leadership Mindset: Respect, Empowerment, and Results, The updated framing of the One Minute Manager approach emphasizes a people centered mindset paired with a results orientation. The book argues that effective leadership is not about clever techniques alone. It is about valuing people enough to help them succeed through clarity, recognition, and timely correction. In this view, empowerment is practical, not abstract. Employees are empowered when they know what success looks like, receive reinforcement that builds confidence, and get guidance that prevents small errors from becoming career limiting. The mindset also encourages managers to see feedback as service rather than criticism. Praise is a way to highlight strengths that can be leveraged, while redirects are a way to remove obstacles and restore alignment. This perspective can improve relationships because it makes the manager’s intent easier to trust. The book also implicitly supports adaptability. The short interactions can be used in person, in brief meetings, or within the rhythm of modern communication, as long as they remain personal and specific. Finally, the mindset keeps performance central. Respect for people does not mean lowering standards. It means setting standards clearly and helping people reach them. That combination is presented as the foundation for teams that deliver consistently while maintaining morale.
