Kenneth Blanchard & Spenser Johnson – THE ONE MINUTE MANAGER
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This Berkley book contains the complete
text of the original hardcover edition.
THE ONE MINUTE MANAGER
A Berkley Book / published by arrangement with
William Morrow and Company, Inc.
PRINTING HISTORY
William Morrow and Company edition published 1982
Berkley trade paperback edition / October 1983
All rights reserved.
Copyright © 1981, 1982 by Blanchard Family Partnership
and Candle Communications Corporation.
This book may not be reproduced in whole or in part,
by mimeograph or any other means, without permission.
For information address: William Morrow and Company, Inc.
105 Madison Avenue, New York, New York 10016.
ISBN: 0-425-09847-8
A BERKLEY BOOK ® TM 757,375
Berkley Books are published by The Berkley Publishing Group,
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are trademarks belonging to Berkley Publishing Corporation.
PRINTED IN THE UNITED STATES OF AMERICA
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Kenneth Blanchard & Spenser Johnson – THE ONE MINUTE MANAGER
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The
One
Minute
Manager
Kenneth Blanchard, Ph.D.
Spencer Johnson, M.D.
BERKLEY BOOKS, NEW YORK
Kenneth Blanchard & Spenser Johnson – THE ONE MINUTE MANAGER
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Contents
The Search
The One Minute Manager
The First Secret: One Minute Goals
One Minute Goals: Summary
The Second Secret: One Minute Praisings
One Minute Praisings: Summary
The Appraisal
The Third Secret: One Minute Reprimands
One Minute Reprimands: Summary
The One Minute Manager Explains
Why One Minute Goals Work
Why One Minute Praisings Work
Why One Minute Reprimands Work
The New One Minute Manager
A Gift to Yourself
A Gift to Others
Acknowledgments
About the Authors
Kenneth Blanchard & Spenser Johnson – THE ONE MINUTE MANAGER
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The Symbol
The One Minute Manager’s symbol—a one minute readout
from the face of a modern digital watch—is intended to
remind each of us to take a minute out of our day to look
into the faces of the people we manage. And to realize that
they are our most important resources.
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Introduction
In this brief story, we present you with a great deal of what we have learned from our
studies in medicine and in the behavioral sciences about how people work best with other
people.
By “best,” we mean how people produce valuable results, and feel good about
themselves, the organization and the other people with whom they work.
This allegory, The One Minute Manager, is a simple compilation of what many wise
people have taught us and what we have learned ourselves. We recognize the importance
of these sources of wisdom. We also realize that the people who work with you as their
manager will look to you as one of their sources of wisdom.
We trust, therefore, that you will take the practical knowledge you gain from this book
and use it in your daily management. For as the ancient sage, Confucius, advises each of
us: “The essence of knowledge is, having it, to use it.”
We hope you enjoy using what you learn from The One Minute Manager and that, as a
result, you and the people you work with will enjoy healthier, happier and more
productive lives.
Kenneth Blanchard, Ph.D.
Spencer Johnson, M.D.
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The Search
ONCE there was a bright young man who was looking for an effective manager.
He wanted to work for one. He wanted to become one.
His search had taken him over many years to the far corners of the world.
He had been in small towns and in the capitals of powerful nations.
He had spoken with many managers: with government administrators and military
officers, construction superintendents and corporate executives, university presidents and
shop foremen, utility supervisors and foundation directors, with the managers of shops
and stores, of restaurants, banks and hotels, with men and women—young and old.
He had gone into every kind of office, large and small, luxurious and sparse, with
windows and without.
He was beginning to see the full spectrum of how people manage people.
But he wasn’t always pleased with what he saw.
He had seen many “tough” managers whose organizations seemed to win while their
people lost.
Some of their superiors thought they were good managers.
Many of their subordinates thought otherwise.
As the man sat in each of these “tough people’s” offices, he asked, “What kind of a
manager would you say you are?”
Their answers varied only slightly.
“I’m an autocratic manager—I keep on top of the situation,” he was told. “A bottom-
line manager.” “Hard-nosed.” “Realistic.” “Profit-minded.”
He heard the pride in their voices and their interest in results.
The man also met many “nice” managers whose people seemed to win while their
organizations lost.
Some of the people who reported to them thought they were good managers.
Those to whom they reported had their doubts.
As the man sat and listened to these “nice” people answer the same question, he heard,
“I’m a democratic manager.” “Participative.” “Supportive.” “Considerate.”
“Humanistic.”
He heard the pride in their voices and their interest in people.
But he was disturbed.
It was as though most managers in the world were primarily interested either in results
or in people.
The managers who were interested in results often seemed to be labeled “autocratic,”
while the managers interested in people were often labeled “democratic.”
The young man thought each of these managers—the “tough” autocrat and the “nice”
democrat—were only partially effective. “It’s like being half a manager,” he thought.
He returned home tired and discouraged.
He might have given up his search long ago, but he had one great advantage. He knew
exactly what he was looking for.
“Effective managers,” he thought, “manage themselves and the people they work with
so that both the organization and the people profit from their presence.”
Kenneth Blanchard & Spenser Johnson – THE ONE MINUTE MANAGER
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The young man had looked everywhere for an effective manager but had found only a
few. The few he did find would not share their secrets with him. He began to think maybe
he would never find out what really made an effective manager tick.
Then he began hearing marvelous stories about a special manager who lived,
ironically, in a nearby town. He heard that people liked to work for this man and that they
produced great results together. The young man wondered if the stories were really true
and, if so, whether this manager would be willing to share his secrets with him.
Curious, he telephoned the special manager’s secretary for an appointment. The
secretary put him through immediately.
The young man asked this special manager when he could see him. He heard, “Any
time this week is fine, except Wednesday morning. You pick the time.”
The young man quietly chuckled because this supposedly marvelous manager sounded
like a “kook” to him. What kind of manager had that kind of time available? But the
young man was fascinated. He went to see him.
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The One Minute Manager
WHEN the young man arrived at the manager’s office, he found him standing and
looking out of the window. When the young man coughed, the manager turned and
smiled. He invited the young man to sit down and asked, “What can I do for you?”
The young man said, “I’d like to ask you some questions about how you manage
people.”
The manager willingly said, “Fire away.”
“Well, to begin with, do you hold regularly scheduled meetings with your
subordinates?”
“Yes, I do—once a week on Wednesdays from 9:00 to 11:00. That’s why I couldn’t
see you then,” responded the manager.
“What do you do at those meetings?” probed the young man.
“I listen while my people review and analyze what they accomplished last week, the
problems they had, and what still needs to be accomplished. Then we develop plans and
strategies for the next week.”
“Are the decisions made at those meetings binding on both you and your people?”
questioned the young man.
“Of course they are,” insisted the manager. “What would be the point of having the
meeting if they weren’t?”
“Then you are a participative manager, aren’t you?” asked the young man.
“On the contrary,” insisted the manager, “I don’t believe in participating in any of my
people’s decision-making.”
“Then what is the purpose of your meetings?”
“I already told you that,” he said. “Please, young man, do not ask me to repeat myself.
It is a waste of my time and yours.
“We’re here to get results,” the manager continued. “The purpose of this organization
is efficiency. By being organized we are a great deal more productive.”
“Oh, so you’re aware of the need for productivity. Then you’re more results-oriented
than people-oriented,” the young man suggested.
“No!” the manager resounded, startling his visitor. “I hear that all too often.” He got to
his feet and began to walk about. “How on earth can I get results if it’s not through
people? I care about people and results. They go hand in hand.
“Here, young man, look at this.” The manager handed his visitor a plaque. “I keep it
on my desk to remind me of a practical truth.”
Kenneth Blanchard & Spenser Johnson – THE ONE MINUTE MANAGER
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ê
People Who Feel
Good About
Themselves
Produce
Good Results
ê
Kenneth Blanchard & Spenser Johnson – THE ONE MINUTE MANAGER
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As the young man looked at the plaque, the manager said, “Think about yourself.
When do you work best? Is it when you feel good about yourself? Or when you don’t?”
The young man nodded as he began to see the obvious. “I get more done when I’m
feeling good about myself,” he responded.
“Of course you do,” the manager agreed. “And so does everyone else.”
The young man raised his index finger with new-found insight. “So,” he said, “helping
people to feel good about themselves is a key to getting more done.”
“Yes,” the manager agreed. “However, remember productivity is more than just the
quantity of work done. It is also the quality.” He walked over to the window and said,
“Come over here, young man.”
He pointed to the traffic below and asked, “Do you see how many foreign cars there
are on the road?”
The young man looked out at the real world, and said, “I see more of them every day.
And I guess that’s because they’re more economical and they last longer.”
The manager nodded reluctantly and said “Exactly. So why do you think people are
buying foreign cars? Because American manufacturers did not make enough cars? Or,”
the manager said without interrupting, “because they did not make the quality car the
American public really wanted?
“Now that I think of it,” the young man answered, “it’s a question of quality and
quantity.”
“Of course,” the manager added. “Quality is simply giving people the product or
service they really want and need.”
The older man stood at the window lost in his thoughts. He could remember, not so
long ago, when his country provided the technology that helped to rebuild Europe and
Asia. It still amazed him that America had fallen so far behind in productivity.
The young man broke the manager’s concentration. “I’m reminded of an ad I saw on
television,” the visitor volunteered. “It showed the name of the foreign car, and over it
came the words If you’re going to take out a long-term car loan, don’t buy a short-term
car.”
The manager turned and said quietly, “I’m afraid that’s a rather good summary. And
that’s the whole point. Productivity is both quantity and quality.”
The manager and his visitor began to walk back towards the couch. “And frankly, the
best way to achieve both of these results is through people.”
The young man’s interest increased. As he sat down, he asked, “Well, you’ve already
said that you’re not a participative manager. Just how would you describe yourself?”
“That’s easy,” he responded without hesitation. “I’m a One Minute Manager.”
The young man’s face showed surprise. He’d never heard of a One Minute Manager.
“You’re a what?”
The manager laughed and said, “I’m a One Minute Manager. I call myself that
because it takes very little time for me to get very big results from people.”
Although the young man had spoken with many managers, he had never heard one
talk like this. It was hard to believe. A One Minute Manager—someone who gets good
results without taking much time.
Seeing the doubt on his face the manager said, “You don’t believe me, do you? You
don’t believe that I’m a One Minute Manager.”
“I must admit it’s hard for me even to imagine,” the young man responded.
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