One minute the manager reviewed the monkey’s book

Business


Soon One minute manager Published, it became one of the best-selling business books ever, and one of the most popular business books to date. One of the co-authors, Ken Blanchard, then went on to write other books in partnership with business experts. Arrange a minuteBlanchard partnered with William Onchen to write One minute the manager met the monkey. Onchen was an expert in management time, and wrote the title of his own book Managing management time. Together, Blanchard and Onchen collaborated on writing about how managers can be more effective if they learn the art of overseeing delegates’ art and routine work.

His story is about a struggling manager who never seems to have as much time as his people always do. When he finally became so frustrated that he couldn’t take it anymore, he met the one-minute manager who could help him with his troubles. The one-minute manager helped him realize that he was inadvertently doing what his people were supposed to do, and he was piled on his desk. Her “ah-ha” moment came when she realized that when her people brought a problem or problem to her, she needed to redirect them to solve the problem herself. Yes, keep “monkey”. Described as a monkey The next step. As long as he could stop the “monkeys” from jumping on someone else’s back, he would have more control over his time. Then he could focus on what he could do and he had time to do it. Here are some basic rules for monkey management, as outlined in this book.



1. Description of the monkey: When someone brings you a problem, the point is to keep talking until then The next step Specially identified.

2. Assign the monkey: Assign the monkey (next move) to the lower level to handle the problem, which in most cases is the person who came to you with the problem. Be careful not to inadvertently take the following steps, such as “Write me a memo” after which you will need to read it and react to it after you send it. So, a good idea is to send your employee back with instructions to come back to you with three alternative options so that you can discuss it again and choose together to implement this process. ۔



3. Insure the monkey: Decide what level of risk you are willing to accept to get employees to take immediate action to resolve the issue. Generally, you can send them with one of two levels of insurance: 1) recommend and then act or 2) act and then advise. Depending on the employee’s experience and the nature of the work, choose the level of insurance that matches the employee’s ability to solve the problem on their own and your own willingness to accept the results if the work is not done right Matches If you have concerns about an employee’s ability to work first, recommend a solution before proceeding with them. Otherwise, you may agree to a solution and send it to them for immediate action and later reporting.

4. Check the monkey: Schedule a follow-up appointment to find out how your employee is doing. If you have assigned them responsibility The next stepInstead of asking your employees, “How’s it going?” When you’re dealing with monkeys, you might be asking them, “How’s it going?”



Using these simple rules will help you gain more control over your time. Instead of working on every issue in your office, you will continue to work most of your employees when you periodically check “How is it going?” You can then use your people not only to follow up with your people, but also to focus on those issues. There may be things that need your attention because you are the only person with the authority or resources to address them. Also, keep in mind that the monkey can not only jump off your employees, but also move down with your boss or with your feet. From time to time you have to take responsibility for the next moves while jumping the monkeys down some of them or on the sides. However, if you have a good conversation with your boss or partner, they will often have the “next move” when you stop talking about it. Following the rules of Onchen will not only help you better manage your “management time”, but will also help you coach your people to solve most of their problems on their own. In addition, they will find their work more rewarding and less frustrating because they are empowered to do the work themselves and you will not wait for them to do so.

Like One minute manager Book, this book is a fast reading book with some simple but powerful lessons. If you find yourself in this position as a struggling manager in this story, this is the book for you. You can read it in one sitting, and if you experience the same “ah-ha” moment as the same manager, you can apply these four rules to work the next day. In the case of some appointments, then you can go the way of becoming a “one minute manager”.

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