One Minute Goal Setting
The philosophy behind One Minute Goal Setting is “no surprises”—everyone knows what is expected from the beginning. (p.29) It is essential for the manager to inform each team member of what he or she will be held accountable for. Once that has been communicated, each responsibility/goal/accountablity is recorded in no more than 250 words, its performance standard. That way, it can be read within a minute. Once expectations have been established, let the team members work autonomously; let them own their jobs.
One Minute Goal Setting is simply:
- Agree on your goals.
- See what good behavior looks like.
- Write out each of your goals on a single sheet of paper using less than 250 words.
- Read and re-read each goal, which requires only a minute or so each time you do it.
- Take a minute every once in a while out of your day to look at your performance, and
- See whether or not your behavior matches your goal.
If a team member experiences a problem during the execution of their responsibilities, the manager simply answers, “Good! That’s what [I’ve] been hired to solve. … Tell me, what is your problem–but put it in behavioral terms. I do not want to hear about only attitudes or feelings. Tell me what is happening in observable, measurable terms. … If you can’t tell me what you’d like to be happening, you don’t have a problem yet. You’re just complaining. A problem only exists if there is a difference between what is actually happening and what you desire to be happening.” (p.31)
Help People Reach Their Full Potential … Catch Them Doing Something Right.
- Tell people up front that you are going to let them know how they are doing.
- Praise people immediately.
- Tell people what they did right–be specific.
- Tell people how good you feel about what they did right, and how it helps the organization and the other people who work there.
- Stop for a moment of silence to let them “feel” how good you feel.
- Encourage them to do more of the same.
- Shake hands or touch people in a way that makes it clear that you support their success in the organization.
One Minute Reprimand
The One Minute Manager is quick to respond to performance issues. “He looks me straight in the eye and tells me precisely what I did wrong. Then he shares with me how he feels about it–he’s angry, annoyed, frustrated, or whatever…” “Then, he looks me squarely in the eye and lets me know how competent he thinks I usually am. He makes sure I understand that the only reason he is angry with me is that he has so much respect for me. He says he knows this is so unlike me. He says how much he looks forward to seeing me some other time, as long as I understand that he does not welcome that same mistake again.” (p.54)
If the One Minute Manager ever made a mistake, “we point it out to him and kid him about it. … Then we laugh. … He has taught us the value of being able to laugh at ourselves when we make a mistake. It helps us get on with our work.” (p.56)
- Tell people beforehand that you are going to let them know how they are doing an in no uncertain terms.
The first half of the reprimand:
- Reprimand people immediately.
- Tell people what they did wrong–be specific.
- Tell people how you feel about what they did wrong–and in no uncertain terms.
- Stop for a few seconds of uncomfortable silence to let them feel how you feel.
The second half of the reprimand:
- Shake hands, or touch them in a way that lets them know you are honestly on their side.
- Remind them how much you value them.
- Reaffirm that you think well of them but not of their performance in this situation.
- Realize that when the reprimand is over, it’s over.
*Rule about touch when giving feedback: When you touch, don’t take. Touch the people you manage only when you are giving them something–reassurance, support, encouragement, whatever.