The One Minute Manager

I, I love...

You know, I'm a, a admirer of, an acquaintance of, maybe a friend of Ken Blanchard, who wrote The One Minute Manager and 75 other books, right? A, a truly a guru and a legend in, in our community, right? And he asks a really critical question I think is so worth answering as a leader, is how do you start your day?

Okay.

How do you start your day?

But the next three we were able to turn around, and the biggest difference is I got clarity of how I could build trust better.

And one of the things that I felt, uh, this was Ken Blanchard from One Minute Manager, was catching people doing right.

And so we really spent a lot of time, uh, praising our players and being specific.

A, a example, uh, in the basketball world, instead of saying, "Nice job, Johnny," 'cause I coached boys' basketball, I would say, "Johnny, that was awesome how you dove on the floor for that loose ball.

[laughs]

But, [laughs] but I pitched the idea and he was just like, he's like, "Justin, do you know-" That I have been the editor of over f- 40 to 50 fables, and I had no idea that he was one of the first editors, uh, for Ken Blanchard's, uh, The One Minute Manager.

Yeah.

And I'm like, "Oh my gosh, I had no idea, Steve."

Off air.

Um, I think it was in the book The One Minute Manager by Ken Blanchard and Spencer Johnson.

Mm-hmm.

I think.

The oldest one is a customer service book.

And back in 1993, Ken Blanchard wrote The One Minute Manager, co-wrote a short business fable with Sheldon Bowles called Raving Fans.

Their point was that satisfied customers aren't enough.

You need fans who go out and tell essentially sell for you.

And then stuff like saying thank you, praising them for living the core values, celebrating getting, you know, projects accomplished, like remembering that none of this shit actually matters, and if we actually celebrate everything along the journey, it gets way easier.

There's a, a book called The One Minute Manager.

It was written 40 years ago.

Still one of the best books on leadership ever written by Ken Blanchard and Dr. Paul Hersey.

Do you know that, do you know that at Starbucks...

So my mentor was being groomed as the COO at Starbucks 25 years ago, Greg Johnson, he reported into Howard.

Um, do you know that the number one skill that every manager and leader is trained in at Starbucks is called situational leadership? And that's the core tool that the book The One Minute Manager is written on.

Like, it's, it's so simple, right? We overcomplicate business at every level, and we get away from the basics that grandma taught us, right? Don't put all your eggs in one basket, be a good person, keep your nose to the grind.

Yeah, it's funny.

I had somebody reference, um, The One Minute Manager the other day.

[laughs] Oh, yeah.

And I'm like, that is an ancient ... 1982.

I feel like people are burdened right now with what I call information fatigue, so I don't wanna just write another book to give more people content.

I wanna change how they feel and think towards the content." And Steve was like, "Justin, do you know that I've actually edited over 50 fables?" Um, and he was the person who was part of Ken Blanchard's One Minute Manager, one of the editors.

Um, and so anyway, so that, that's really how it came forward, is I wanted to give somebody, I wanted to give readers something different.

I wanted to challenge myself, and in the process I wanted to learn how I could be more intentional, wise, and resilient.

Boy, wouldn't that be encouraging? Let me give you a practical application.

Ken Blanchard, he's the author of, uh, The One Minute Manager and a number of other books.

In fact, Raving Fans is one that would, uh, really flow right out of this passage.

And he says in that, "Tell people what they're doing right.

Boy, wouldn't that be encouraging? Let me give you a practical application.

Ken Blanchard, he's the author of The One Minute Manager and a number of other books.

In fact, raving fans is one that would really flow right out of this passage.

And he says in that, tell people what they're doing right.