One Minute Manager Book Review Blanchard & Johnson 对于博兰查德和约翰逊所著“一分钟的经理”的书评

肯尼思·博兰查德和斯宾塞·约翰逊所著的“一分钟的经理”是一本极其不平常的书,也是我终身热爱的书。

如果你对管理你的团队有困难的话,那我就向你极力推荐这本短小精悍,简单易懂的书 - 一分钟的经理。

“一分钟的经理”一个简单的想法却带来了根本的不同

与很多常识一样,只有当我们知道这个常识以后,这个常识才称其为“常识”,然而“一分钟的经理”这本书就像世界著名重量级拳击手伦诺克斯·刘易斯用棒球棒给你当头一棒一样让你醒悟。我真的是这么认为,“一分钟的经理”,对任何一个想从他的职工中得到很大的成就的人来说,是一本又好又有力量书。

在“一分钟的经理”这本书里的精辟要点可以归结为以下三中技巧:

1.   用一分钟时间来制定目标

2.   用一分钟时间来表扬

3.   用一分钟时间来批评

说实在的,就是这么些了。

用一分钟来制定目标

用一分钟来制定目标所要讲的内容其实很简单。

你就是要告诉你的职工你要他们达到什么目标,和为了要达到这个目标,职工们应该做些什么。

我已经告诉过你了,这好像是理所当然的是。但是调查显示很大职工不清楚知道他们应该做什么,也不清楚他们的责任和他们工作的目标是什么。

可能你应该做一个小测验。

在你的团队里选两个人,一个工作成绩很好的和一个工作成绩比较普通的,请他们写出他们工作的主要目标是什么、他们的责任是什么、他们的义务是什么、和为了达到目的的主要任务是什么。

另外,你自己也把他们应该做的像他们一样都写出来,然后把他们写的与你写的进行比较。

有很大的可能是,那位工作成绩很好的职工所写出来的要比那个工作成绩比较一般的所写出来的更相近与你所写的。

这是不是很有趣?其实这很简单。那些不知道你对他有什么期待的,怎么有可能会按照你期待的去做呢?当然,如果他们不知道他们可以问。但是一般来说,他们不愿意让领导认为他们很笨;另一方面,当领导的总是东奔西跑忙这忙那的,他们也未必有机会问问题。于是他们就会自己想一个答案出来,或者就失去了工作的热心,因为他们就像在游戏中没有搞清楚游戏规则一样,无所事事。

这样的员工是无法自拔的。这是你的责任,让每一个向你汇报的职工明白他们的工作目标,而且他们能够向下面一层的职工清楚地传递工作的目标。

你说你没有时间来做这个?这就是这本书的另一个重要观点 - 如果你成为一个“一分钟的经理”,你就只要用一分钟的时间来做这一件事就够了。

用一分钟时间来表扬

你是否知道一个既简单又省钱的方法,可以提高你团队的士气,而且使他们把事情做得更好的办法?花一分钟的时间来表扬你的团队,告诉他们干得非常的好。当然你 的表扬必须是真心诚意的,否则就被理解为不真诚和虚伪的了。

实际上,每一个人都希望被认同、被感激,特别是当一个人对克服某个困难作出了重大贡献,或者连续不断地保持完美的工作高标准,就更需要有表扬了。

顺便说一下,我总是认为,如果一个团队的成员能够对自己的工作定下比团队负责人更高的工作标准,这一定是一个非常好的员工。但是你怎么知道什么时候要表扬他们呢?你必须善于观察,随时记录团队成员在哪些事上做的特别出色。

当你发觉某人的工作态度特别好,或者某人工作的成效特别高的时候,你就要去祝贺他们,感谢他们所付出的代价。

即使才是一分钟的表扬,也充分表示了你很注重每一个团队成员的工作效益,因此大家也都会注意了。

事实上,如果你一见到有好事情的时候就给予表扬,你的团队成员就会努力争取得到表扬。但是有时你发觉问题比成绩多得多,于是“一分钟的经理”就告诉你第三点。

用一分钟来批评

很多员工经常听到老板的大声斥责,而另外一些老板平时什么也不说,直等到年终评估的时候才统统一起说出来。这些做法基本是无济于事的。因为在他们还不清楚他们的责任和义务,而且他们没有受到哪怕是很微小的表扬,他们就会以为批评就是这个老板的工作方法,于是也就不把批评放在心里了。

简短的批评给大家指出,我们应该有一个更好的工作途径,使人们从错误和不正确的态度中学到教训。要达到这个目的,批评必须及时,而且不光是批评,却要带着朝正确方向发展的鼓励。

作为一个领导的责任

如果你要带一个团队,你的责任就是要让你团队的每一个成员有最高、最好的发挥;还要让整个团队成绩也达到最高峰。“一分钟的经理”一书提供了极其简单又是非常实用的方法,使你有好的方法来提高团队的成绩。

使用了这个方法以后也能让你自己感到欣慰,因为你可以有效地预先布置好一切,而不是只是事后忙于补救。你为团队设立目标,而且能够及时对发生的好坏事情给予表扬和指正。这也让你的团队成员感到做事有方向了。即使是那些受到了简短的批评的员工,也明白了领导对他们要求是什么。通过表扬和批评,大家都会很清楚地知道每一个人的作用和影响效果。

在“一分钟的经理”书里,详细地阐述了三个要点 - 用一分钟来设立目标、用一分钟来表扬、用一分钟来批评 - 和与之相应的技巧,以至于让每“一分钟”都成为有实际效果。

如要知道说中到底说了些什么,请阅读肯尼思·博兰查德和斯宾塞·约翰逊所著的“一分钟的经理”一书。我确信,你将得益匪浅。

我把“一分钟的经理”一书定为五星级的书,也就是每人必备的书。

来源:

http://businesscoaching.typepad.com/the_business_coaching_blo/2007/10/the-one-minute-.html


问题与讨论:

1. 你对你工作中的目标、责任是否清楚?还是你在继续探索?

2. 你是否受到过上级对你的表扬或者批评?你是否对你的下属给予表扬和批评?这是很容易的还是很困难的?为什么?

3. 一个好的领导应该具有什么样的素质?

4. 你觉得什么才能激励你在工作中提高成绩和产量?

"The One Minute Manager" by Kenneth Blanchard and Spencer Johnson is an extraordinary book and one of my all time favorites.

If you have problems managing your team, then I highly recommend this short, simple, easy to read book -- The One Minute Manager.

The One Minute Manager - Simple Ideas Make A Profound Difference

Like many common sense ideas, it's only common sense when you know it, so the One Minute Manager book could have the impact of being hit on the head with a baseball bat, wielded by world super heavyweight boxer Lennox Lewis.  Yes, I think The One Minute Manager is that good and powerful for anyone who has problems getting the most out of their staff.

The critical ideas in the One Minute Manager all comes down to three simple techniques:

1.   One Minute Goal Setting   

2.   One Minute Praising

3.   One Minute Reprimands

That's right. That is all there is to it.

Let's have a look at how The One Minute Manager works in a little more detail.

 

One Minute Goal Setting
The core idea behind One Minute Goal Setting is so simple.

You just have to tell your staff what you want them to achieve and what you want them to do.

I told you it was obvious, but surveys often show that many employees are uncertain of what it is that they should do, their responsibilities, and their goals.

Perhaps you should try a little experiment.

Pick two members of your team - a star and an average performer.  Ask them to write down their main goals for their job, their responsibilities and accountabilities, and the important tasks that contribute to those goals.

Then you do the same exercise yourself for their roles and compare the lists.

There's a good chance that your lists and the lists for your high performer are more similar than the lists for your average performer.

Isn't that interesting?  It makes sense.  How can anyone do a good job if they don't know what's expected of them?  Yes they could ask, but they don't want to look stupid in front of the boss and aren't you always busy rushing here and there anyway. So instead, they will try to find their own answers or lose enthusiasm because they don't understand the rules of the game.

There's no getting away from it.  It is your responsibility to clarify the goals of each and every person who reports directly to you and to approve the goals for the employees at the next level down.

What?  You don't have time? That's the other great thing about this system -- it only takes one minute when you are a One Minute Manager.

 

One Minute Praising
Do you know a simple, low cost way to improve the morale of your team of employees and help them to do a better job?  Give them a one minute praising - tell them that they are doing a great job. But only if you mean it - otherwise it comes across as false and insincere.

Virtually everyone likes to be recognized, especially if the person has made a special effort to overcome problems or maintains impeccable high standards.

Incidentally, I always think that it's the sign of a great employee if the standards for their work are higher than yours.  But how do you know when to give people praise? You have to keep your eyes open and catch them doing something right.

When you see something good -- behavior or results then tell the person, congratulate them, and thank them for their efforts.

A one minute praising shows that you care about performance, so they care.

It shows that you believe in giving recognition when it's earned, so they will strive harder to earn it.  But sometimes you see more problems than things going right. That's where the third point of the One Minute Manager system comes in.

 

One Minute Reprimands
Most staff will hear some form of rant from their boss from time to time, although there are some who won't say anything and just store things up until the formal appraisal. Often it's water off a duck's back. Because they don't have clear responsibilities and duties and because they don't receive one minute praising, they assume that criticism is just the way bosses act.   That's no way to manage.

The One Minute Manager recognizes that there are better ways and that people have to learn from their mistakes or unsuitable behavior.  It can only happen if people are told about it quickly and in a way that encourages them to learn and do better next time.

Your Responsibility as a Manager
If you employ staff, then your responsibility is simply to get the highest and best performance out of each member of your team, as well as to manage the team so that the overall performance is excellent.  The One Minute Manager is a remarkably simple system to learn and apply and will help you improve employee performance. 

It will make your feel that you are a better manager because you have become proactive rather than reactive. You are setting goals and providing quick feedback on performance - whether good or bad.  It will make your staff feel better about their work. Yes even those that receive a few One Minute Reprimands. They will know what is expected of them and through the reinforcement of praising and reprimands they begin to understand their role and the consequences.

Each of these three ideas - One Minute Goal Setting, One Minute Praising and One Minute Reprimands are covered in more detail in the book and there are specific techniques for making each of them work effectively.

To find out more you will have to read the One Minute Manager book by Ken Blanchard and Spencer Johnson.  I am sure that you will be glad that you did.

I rate the One Minute Manager as a five star book - a must buy.

Source: 




Questions and discussion:

1.   Are the goals and responsibilities of your job made clear to you or are you still trying to determine what they are?

2,  Have you ever had to praise or reprimand an employee or subordinate?  Was it easy or difficult?  Why?

3.  What are the qualities of a good boss or manager?

4.  What do you think would help improve performance and productivity at work? 

Comments