【8分钟干货】一分钟经理人-实践篇

Article Summary

The article begins with an anecdote of a young man who finds himself hanging off a cliff and is offered help by a voice claiming to be God. Despite his precarious situation, the young man hesitates and asks if there is anyone else to help him. This story metaphorically illustrates the theme of the article: the importance of trust and commitment in applying management concepts.

It is highlighted that many companies are constantly seeking new management ideas but fail to implement the ones they have just taught their employees. Similarly, individuals look for various management secrets without dedicating time to practice known techniques like the "One Minute Manager" method.

The "One Minute Manager" Approach

The "One Minute Manager" approach entails setting one-minute goals with subordinates to clarify expectations, giving one-minute praises for correct actions, and performing one-minute reprimands to guide them back on track when mistakes are made.

Implementing the "One Minute Manager" Approach

To implement the "One Minute Manager" approach, the article introduces the "PRICE" mechanism:

• Pinpoint: Identifying and setting measurable goals for improvement (e.g., increasing a new employee's product quality rate).
• Record: Keeping track of actual performance data to identify areas for improvement (e.g., tracking the average quality rate of a new employee's products).
• Involve: Setting realistic goals with subordinates to ensure commitment (e.g., setting a short-term goal to improve product quality rate to 85%).
• Coach: Applying a five-step coaching method to new employees (e.g., demonstrating tasks, observing performance, and providing feedback or guidance).
• Evaluate: Assessing the coaching process and deciding whether to let go or continue guiding employees (e.g., checking if short-term goals such as increasing the quality rate to 85% have been met).

The article concludes with key takeaways that reinforce the importance of positive outcomes, feedback, and the effect of a manager's presence or absence on employees' performance. It underscores the difference between correcting skill issues versus attitude problems and ends with the reminder that worthwhile endeavors do not need to be perfect from the start.

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