The new one minute manager
From earlier notes:
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Every goal should have 1-2 paragraph description so anyone can quickly understand it
- First step to problem solving is to define what you want to be happening that is not
- Then identify who is doing (or not doing) something that causes the gap
- Then test solutions against “if we did that, would what we want to happen actually happen?”
- If not it’s not a real solution
- First step to problem solving is to define what you want to be happening that is not
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Share specific praise often and clearly
- When ppl are doing something imperfect but approximately right, call it out. Like teaching an infant to talk, you don’t expect them to jump straight to full sentences, you praise progress along the way
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Redirects on mistakes - First, confirm the facts and review very speciically - Share how you *feel *about the mistake and it’s impact on results - Pause - let it sink in - Reaffirm importance and positive next step “their performance is bad but they are good”
- Sec
Kindle Highlights: The New One Minute Manager
Highlights
“I meet with our team once a week on Wednesday mornings—that’s why I couldn’t meet with you then. At those meetings I listen as our group reviews and analyzes what they achieved the previous week, the problems they had, what remains to be accomplished, and their plans and strategies to get those things done.” — location: 188 ^ref-54829
managers must be both results-oriented and people-oriented. — location: 200 ^ref-28263
People Who Feel Good About Themselves Produce Good Results. — location: 205 ^ref-22372