Instead of summarizing the book, I organized my learnings from the book in Q&A format to highlight how these hidden theories in the book could be applied to our daily management practice.
Part I: Book Summary
- What is the one-minute goal setting?
Agree on your goal and 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.
- Why do we need one-minute goal setting?
People are not motivated because they don’t know what their goal is. Most managers know what they want their people to do, but they don’t bother to tell their people in a way that they would understand. Instead, they assume they should know.
However, the one-minute goal setting only works for winners and those who have potentials. They know how to achieve these goals. So the manager’s more important job is to bring in the best person to the team.
- What is the one-minute praising?
Tell people upfront that you are going to let them know how they are doing. Praise people immediately, tell people what they did right, and be specific. Tell people how good you fell about what they did right, and how it helps the organization and the other people who work here. 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.
- Why does one-minute praise work?
It’s important to help people understand how well they are doing. The number one motivator of people is feedback on results. The most important thing in training one to become a winner is to catch them doing something right.
We don’t expect people to do things right from the beginning, but with coaching and other help, they can gradually moving them towards the desired behavior.
- What is the one-minute reprimand?
Tell people beforehand that you are going to let them know how they are doing and is no uncertain terms. In the first half of the reprimand, reprimand people immediately. Tell people what they did wrong and 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. On the second half, 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 their performance in this situation.
- Why does one-minute reprimand work?
The one-minute reprimand works because it makes sure people hear the feedback. People become defensive and can’t hear the feedback if they are attacked or if they feel you are not with them. The one-minute reprimand asks us to focus on the behavior instead of attacking the people and always make sure people know they are still valuable.
Part II: Hidden Management Theories
- What’s your primary goal as a people manager?
A good people manager makes people work best with each other, they produce valuable results and feel good about themselves, the organization and the other people with whom they work.
- What is “leave alone-zap”?
“Leave alone-zap” is you leave a person alone, expecting a good performance from them, and when you don’t get it, you zap them. The end result of this style is people do as little as possible.
- When would people get motivated?
People get motivated for many reasons. But when get motivated, they feel good about themselves. Helping people to feel good about themselves is key to getting more done.
- People-driven or result-driven, what type of manager do you think you are?
Many thought managers either cares about results or people. Result caring managers seemed to be tough and autocratic, while people-driven managers look nice and democratic. However, in order to be effective, you need to care about both.
- How to help people find out the solution by themselves?
Ask the team to describe to you the problems they encountered in observable and measurable terms. Sometimes people focused on attitudes or feelings, which is not helpful for clarifying the problem. Then ask them to describe what they would like to be happening, and work with them to analyze what may have caused the discrepancy between the actual and desired.
- How to explain your intention of sharing the feedback with the team?
It is important to let people know that sharing feedback is to help them become more successful. First, let them know that it helps them understand how they are doing in their work better, then, let them know that you wanted them to succeeded and be a big help to the organization, and to enjoy their work.
- How do you explain to the team that your interests are aligned?
Explain to the team that your success depends on their success so they understand that your interest is aligned and you are with them. Explain to them that the more consistently successful your people are, the higher you rise in the organization.
- What do you do if your team performed well however things are not going well?
Responds to people where they are, not where you are, still praise people even when you annoyed by other things if they’ve done well.
- How to not discourage people when sharing constructive feedback?
The key is to separate the behavior and the people. Remember that when you give constructive feedback only focus on the behavior instead of the person. Always remind people that they are valuable and worthwhile?
- Why separating people’s behavior and they as a person is so important?
Because we are managing people, not their behavior. People are more complicated, they will become defensive if they are attacked. Your power of management style comes from you care about people. Your reprimand would not work if the people don’t feel that you are with them.
- Do you give positive feedback to the team? Do you think it is important?
Positive feedback is as important as constructive feedback. One mistake many managers made is to focus on the negative feedback, they set the goal and wait for the people to fail.
- Is management manipulate people?
No, manipulation is getting people to do something they are either not aware of or don’t agree to. That is why it is important to let each person know upfront what you are doing and why.