One Minute Manager: One Minute Reprimands

The One Minute Reprimand works well when you:

 1. Tell people beforehand that you are going to let them know how they are doing and in no uncertain terms.
the first half of the reprimand:
 2. Reprimand people immediately.
 3. Tell people what they did wrong-be specific.
 4. Tell people how you feel about what they did wrong-and in no uncertain terms.
 5. Stop for a few seconds of uncomfortable silence to let them feel how you feel.
the second half of the reprimand:
 6. Shake hands, or touch them in a way that lets them know you are honestly on their side.
 7. Remind them how much you value them.
 8. Reaffirm that you think well of them but not of their performance in this situation.
 9. Realize that when the reprimand is over, it's over.

One Minute Manager; One Minute Praisings

The One Minute Praising works well when you:

1. Tell people up front that you are going to let them know how they are doing.
2. Praise people immediately.
3. Tell people what they did right-be specific.
4. Tell people how good you feel about what they did right, and how it helps the organization and the other people who work there.
5. Stop for a moment of silence to let them "feel" how good you feel.
6. Encourage them to do more the same.
7. Shake hands or touch people in a way that makes it clear that you support their success in the organization.

One Minute Manager; One Minute Goal

One minute Goal Setting is simply:

1. Agree on your goals.
2. See what good behavior looks like.
3. Write out each of your goals on a single sheet of paper using less than 250 words.
4. Read and re-read each goal, which requires only a minute or so each time you do it.
5. Take minute every once in a while out of your day to look at your performance, and
6. See whether or not your behavior matches your goal.

Skills of Manager

There is general agreement that at least three areas of skill are necessary for the process of management:

technical, human, and conceptual.

• Technical skill. Ability to use knowledge, methods, techniques, and equipment necessary for the performance of specific task; acquired from experience, education, and training.
• Human skill. Ability and judgement in working with and through people that includes an understanding of motivation and an application of effective leadership.
• Conceptual skill. Ability to understand the complexities of the overall organization and where one's own operation fits into the organization. This knowledge permits one to act according to the objectives of the total organization rather than only on basis of the goals and needs of one's own immediate group.

 The appropriate mix of these skills varies as an individual advances in management from supervisory to top management positions.
Proportionately less technical skill tends to be needed as one advances from lower to higher levels in the