It came out in 82, and we rewrote it a few years ago because of the young people think about leadership as being side by side, not topped down. We e the one minute reprimand the third secret to one minute re direct,. which is much more of a collaborative kind of thing. So, but it still sol so crazy. I mean, could you ever have imagined that when you were writing it, when you finished it even after you sold the first 20 k on your own, without a publisher? Could you ever have imagining that? No, no, it's really it's really an amazing story."
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Dr. Ken Blanchard is one of the most influential leadership experts in the world and is respected for his years of groundbreaking work in the fields of leadership and management. He's written 60+ published books... Most notably, The One Minute Manager has sold over 15 million copies.
Notes:
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- he One Minute Manager:
- 1 Minute goals – All struggles go back to one simple thing: communication. Set 3 goals for each employee. Write each of them down in 350 words or less.
- 1 Minute praisings (“catch people doing the right things”) – Do this immediately following good work. Don’t wait (you might forget). Be specific in your praise.
- 1 Minute reprimands (later changed to 1 Minute re-directs) - Address this immediately after it happens. Be very specific.
- "Teach people the power of love instead of the love of power."
- "Life is what happens to you when you're planning on doing something else."
- What made The One Minute Manager catch on?
- It was a parable. Those were rare at that time. It was a short book. A quick read.
- He started his company in 1979. Charles Schwab told him to name the company after himself... Thus, "The Ken Blanchard Companies" was started.
- It helped that YPO adopted them quickly.
- "All good performance starts with clear goals."
- Create magical moments – For his wife, Margie’s 80th birthday party, They rented a big house in Hawaii for a week surrounded by the people they love. How can you create magical moments?
- Ken has written 65 books... Only 2 of them by himself. He likes to write with others.
- Profit is the applause you get for creating a great environment for your people.
- Expectations:
- Humility - Be there to serve others. Humility does not mean you think less of yourself. It means you think of yourself less.
- Connect the dots between individual roles and the goals of the organization. When people see that connection, they get a lot of energy out of work. They feel the importance, dignity, and meaning in their job.
- Leadership is not something you do to people. It's something you do with people.
- Vision is knowing who you are, where you're going, and what will guide your journey.
- "Many people measure their success by wealth, recognition, power, and status. There's nothing wrong with those, but if that's all you're focused on, you're missing the boat...if you focus on significance -using your time and talent to serve others -that's when truly meaningful success can come your way.:
- If becoming a high-performing organization is the destination, leadership is the engine.
- Sustained excellence:
- They realize it's not all about them
- They have a sense of humor
- They listen more than they speak
- Feedback is the breakfast of champions
- Get to D4 -- The highest level of development: Competent and Committed.
- Life/Career Advice:
- Be a lifetime learner
- Look for good leaders... Ask them to lunch
