“Storytelling is the essential human activity. The harder the situation, the more essential it is.” –Tim O´Brien
“The symbol; The New One Minute Manager’s symbol is intended to remind each of us to take a minute out of our day to look into the faces of the people we lead and manage. And to realize that they are our most important resources”.
This book really caught my eye as it is written in such a simple and easily understandable way through storytelling.
Throughout the story the authors reveal three very practical secrets; One Minute Goal, One Minute Praising’s, and One Minute Re-Directs, which they call the new, third secret.
This book will help organizations find new ways to adapt and prosper as well as find meaning in our work by giving us inspiration. It is based on studies on behavioral sciences and medicine which support why these methods are of great success.
Ken Blanchard, one of the two authors of this book, is considered a highly influential leadership expert who has co-authored 60 books, including “Raving Fans” and “Gung Ho!” (With Sheldon Bowles).
The second author, Spencer Johnson, is admired as both a leader and an author, and is maybe best known for writing the bestselling book “Who Moved My Cheese ?” He is also seen as an expert on finding simple, effective solutions to complex subjects and problems.
To make this book interesting, the authors are telling us a story about a bright young man searching for a special kind of manager who could lead and manage in todays rapidly changing world.
The young man wants to find a manager that can both encourage the people and make the organization successful and profitable. He had already spoken to many managers who had tried to deal with this rapidly changing world; executives, government, administrators, entrepreneurs and so on.
He wasn’t always pleased with what he saw according to how people manage people. He had witnessed ‘tough’ managers where the organisations seemed to win at the expense of the people.
Some of the managers thought they were good managers while some thought otherwise. The young man asked brief and interesting questions to the managers in their offices. He wanted to know what kind of managers they thought they were. The answers varied only slightly, when he heard their pride in their voices. Some of the answers would be; “I’m a bottom-line manager. “I keep on top of the situation !”. “Hard-nosed”. “Realistic”. “Profit-minded”.
Authors; “They said they had always managed that way and saw no reason to change. He heard the pride in their voices and their interest in the results”.
On the other hand the young man had heard about managers who had succeeded with their people and lost with their organizations. These kind of managers said; “I’m a participative manager”. “Supportive”. “Considerate”. “Humanistic”. Authors; “They also said they had always managed that way and saw no reason to change. He heard the pride in their voices and their interest in people. But he was disturbed. It was as though most managers in the world were still managing the way they had always done and were primarily interested either in results or in people”.
The young man describes the autocratic manager and the democratic manager. The autocratic is described as result oriented, and the democratic as interested in their people. “The young man thought each of these types-the ‘tough’ autocratic and the ‘nice’ democrat was only partially effective. It’s like being half a manager he thought”.
The story continues with the young man still searching in hope of finding the effective manager, but he almost gave up searching, thinking that he would never find this mythical person. He had however, heard some rumours about a special manager that people liked to work for and that produced great results.
He wanted to check this amazing manager out for himself, and, to make a long story short, he finally met him. During their meeting the young man asked the manager many questions about his managing style, and was impressed by all the interesting answers. The amazing manager described himself as the ‘New One Minute Manager’. He used this nickname because both him and his staff had found new ways to great results in a shorter amount of time. The young man spoke to the rest of the manager’s team and had interesting conversations with them as well. He learned a lot.
Among other things, he learned about the three secrets to One Minute Management; One Minute Goals, One Minute Praising’s and One Minute Re-Directs.
One Minute Goals: “Make it clear what the goals are. Show what good behaviour looks like. Put each goal on one page. Quickly review goals frequently. Encourage people to notice what they’re doing, and see if it matches their goals. If not, urge them to change what they’re doing and win.
One Minute Praising’s: “Praise the behavior. Do it soon, be specific. Say how good you feel about it. Pause to let people feel good too. Encourage them to keep up the good work.”
One Minute Re-Direct: “Re-clarify and agree on goals. Confirm what happened. Describe the mistake soon. Say how concerned you feel. Pause to let people feel their own concern. Tell them they’re better than the mistake, and you value them. When its over, its over.”
Towards the end of the story, the curious young man finds himself becoming a One Minute Manager. He was great at it because he led and managed by example, not because he thought or talked in a certain manner. He managed in simple ways, through the three secrets of one minute management, and by asking brief, but important questions. He was honest, he worked hard, all while laughing and enjoying himself.
The story ends with the young man being contacted by a young woman, who, much like himself many years ago, wants to ask him about his managing style. Just like in real life, this shows the importance of passing on our lessons and knowledge. (Ref. The New One Minute Manger, by Ken Blanchard and Spencer Johnson)
As shown through this book, a good story engage people and is a great way to learn and share experiences and knowledge.
This book is not the only good example on the importance of storytelling in organizations. Another great storyteller is the guru Robert McKee. He is a highly sought after lecturer, internationally. He has spent the last three decades of his life being an educator and a mentor to everything from screenwriters, to poets, to directors all over the globe. He is called “the Aristotle of our time” because of his insight into the substance, style, structure and principles of the grand art of stories. He says; “Storytelling has to be true”. This short, yet so profound quote explains the simple truth of storytelling, it always has to be true.
McKee; “Good story means something worth telling that the world wants to hear”. He makes us aware that finding a good story is a lonely task. And even though we might love great stories with inspiring characters and a worlds full of passion and bliss, this isn’t enough. The goal has to be a good story well told.
Good stories are important inspirational sources for people, it could for example be implemented in knowledge sharing or you can gain new wisdom from them. People can recognize episodes from stories and they can draw their own pictures from them. (Ref. Storytelling from my articles)
From his article in Harvard Business Review, Joseph Grenny writes about great storytelling. Grenny; “Most storytelling is brief. It involves using concrete examples that reframe a moment by personifying human consequences. People’s feelings about their work are only partly about the work itself. They are equally, if not more so, about how they frame their work. do they see it as empty compliance? Or do they see it as sacred duty? If you change the frame you change the feeling. And nothing changes frames faster than a story.” (Ref. Harvard Business Review, Great Storytelling Connects Employees to Their work, by Joseph Grenny)
Paul J. Zak says in another article from Harvard Business Review, that many business people have discovered the power of storytelling in organizations, and in a practical sense. Author; “Many of us know from Joseph Campbell’s work that enduring stories tend to share a dramatic arc in which a character struggles and eventually finds heretofore unknown abilities and uses these to triumph over adversity; my work shows that the brain is highly attracted to this story style”. (Ref. Harvard Business Review, Why Your Brain Loves Good Storytelling, by Paul J. Zak)
Zak, tells us that storytelling is a great tool to use if you want to motivate, persuade or be remembered. You start with a story of human struggle which eventually end with triumph. Zak; “It will capture peoples hearts-by first attracting their brains”.
To finish this article, I will leave with a quote from the man that says it best, McKee:
“Write every day, line by line, page by page, hour by hour. Do this despite fear. For above all else, beyond imagination and skill, what the world asks of you is courage to risk rejection, ridicule and failure. As you follow the quest for stories told with meaning and beauty, study thoughtfully but write boldly. Then, like the hero of the fable, your dance will dazzle the world”.
Inger Lise E. Greger, MSc. Change Management