Ken Blanchard: New - The One Minute Manager

Transcript

Episode 184

[00:00:00] Mike Parsons: Hello and welcome to the moonshots podcast. It's episode 184. I'm your, co-host Mike Parsons. And as always, I'm joined by the man with the plan, Mr. Mark Pearson Freeland. Good morning, mark. Hey, 

[00:00:12] Mark Pearson Freeland: good morning, Mike. We are well on our way through our series on productivity. 

[00:00:19] Mike Parsons: We are ripping through it. And just when you thought it would all be about the ones and zeros, it'd be all about executing time management with precision.

[00:00:29] I think we may have discovered it is so much more than that. And today's show is another twist on that story. 

[00:00:37] Mark Pearson Freeland: Today's show listeners and members is Ken Blanchard, the one minute manager. And just as a reminder, Mike, Ken Blanchard's book is now coming in to our series. After Bryan, Allen's getting things done.

[00:00:52] We had Chris Bailey's hyper-focus. We had a tool go on these, the checklist manifesto. I feel as though each episode. Has [00:01:00] now slowly added up I'm feel as though I'm learning lessons and even reveals surprising insights from each of them. Books each of these authors, each of these productivity hacks and tips each week, and it just keeps getting better and better.

[00:01:16] And the woman and manager is just another step in the armament of becoming a very good productive 

[00:01:23] Mike Parsons: person. I'll weigh. Yeah, totally. And I think that one minute manager is right up there with the likes of maybe someone like Peter Drucker. Who's very famous. Executive coach author, and just general superstar.

[00:01:39] This one minute manager is a cult classic. It's the intersection between teamwork and productivity. So it, it really touches not only on to some of the themes about attention and focus. But what I think is really interesting about [00:02:00] Ken Blanchard and he's working the one minute manager, mark, is he equally examines you the individual and your relationship with the people that you work with?

[00:02:12] Not necessarily. Manage per se in the traditional sense, but people that you work with collaborate with, we know that if you really are trying to do something special, something brave or has build a community, a product, maybe build a business, regardless of what you're trying to do, you can't do it on your own.

[00:02:36] Being the best version of yourself is actually somewhat ironic. Team sport, isn't it like? Yeah. 

[00:02:43] Mark Pearson Freeland: There's great. Quote from Ken Blanchard which I just want to read out is a great demonstration of that. So Ken says the best metadata I spend is the one I invest in. What a great demonstration as we think about productivity, it's something that [00:03:00] I think already through the series, it feels quite a lot around how I'm going to improve myself.

[00:03:05] Now, as we pivot towards Ken Blanchard and exactly as you were just saying collaboration, understanding those around us, we can become that a little bit more productive because we are looking towards investors. In other people. And I feel as though that's the real big takeaway that we're going to have from the one minute manager, which like you say is all around how we now shift our thinking a little bit into being productive 

[00:03:33] Mike Parsons: with others.

[00:03:35] Yeah. So what an action pack show we've got, we're going to look at specifically a framework. On how you can really get aligned, shared goals, objectives and look at how you're tracking with your teammates. Praising the good stuff, redirecting the stuff that needs improvement. All of this is about building the habits of being a manager and boy mark.

[00:03:58] The world needs it because [00:04:00] my experience has been most managers suck. So we have a duty of care here, mark. We need to unleash the goodness, the servant leader. The helping of, I was putting others before yourself. I think this is productivity and so much more as we studied the one minute manager by Cambodian and Chad I'm fired up.

[00:04:21] I'm ready to go. Mike, tell me, where do we want to start? 

[00:04:24] Mark Pearson Freeland: I think the countdown is on and we've got one minute to go until we can hear that. We've we built it up. I think we've made the case of why the productivity series deserves the one minute manager. So now let's hear from the author, Ken Blanchard discussing how being a better manager often starts with the individual serving first and leading second.

[00:04:48] Ken Blanchard: I really feel that the world is in desperate need of a different leadership role model. We've seen what self-serving leaders have done to the detriment of people in every sector of society, all around the world.[00:05:00] We really need is people who are servant leaders, people who are there to serve first and lead.

[00:05:06] Second

[00:05:07] leadership has an influence process. We're all influencing each other all the time. So everybody's a leader in every part of their lives. The most effective leaders I know are just good human beings. They care about people. They listen more than they talk. They want to help people win. That's about caring and it's about your heart.

[00:05:29] There's three key aspects of being a leader. Being a manager. One is clear goals. All good performance starts with clear goals. And so people around you, if you want to make a difference in their lives, they need to know what they're trying to accomplish. Second, once the goal is. You ought to wander around and see if he can catch them doing something right.

[00:05:50] And give them a one minute praising, acknowledging what they've done. Tell them how you feel about what they've done, how it's impacted you. And that's really important. And then if their [00:06:00] performance isn't going exactly the way you both wanted, you give them what we call now a one minute of redirect. So to say, gee, I'm observing a year before once here.

[00:06:10] And I don't think it's as good as we thought it would be. Do you agree? And they usually will. Cause you're not there to put it. And then you say, what could I do to help you get back on track? One of the important things about being an effective leader is to enter your day slowly with some sense of intent and think about what's on my schedule today.

[00:06:29] How do I want to be seen today? And then at the end of the day, put praisings in your journal. What did you do today that you feel really good about and then redirections? What would, what did you do that you'd love to replay and that'll maybe set a goal for you the next day. I think a good manager is more intentional in their behavior, not caught in the rat race.

[00:06:50] And the problem with the rat race is even if you win it, you're still a rat. I like to look at it. The difference between success and significance. I think when [00:07:00] people are focusing on success, they're thinking about how much money they make, the recognition they get for their efforts and their power and status.

[00:07:07] When that's, who you think you are, the only way you can maintain your feelings of self worth is to get more of those. And I think then you miss significance, which to me, the opposite of making money is generosity. Of your time, your talent, your treasure, and a fourth one touch reaching out to people.

[00:07:25] What's the opposite of recognition, it's service, and what's the opposite of power and status. It's loving relationships because when all is said and done in life, when you're gone and your die, the only thing you get to take with you is your soul. And that's where your store, who you love and who loved you.

[00:07:43] Mike Parsons: Whoa. He just went Dalai Lama, right? It's right there at the end. Oh my gosh. My, what we just saw was two minutes of Ken Blanchard building out from that moment where you're sitting with somebody. Providing some sort of [00:08:00] feedback discussing the goals that they have and how that really reveals a new type of intentional leadership of self-awareness where you're putting them before yourself.

[00:08:11] And then he took us, he made the case and he's so in the end, what's your legacy going to be power and status or loving relationships because in the end. What you're going to remember. That's going to be your legacy. What this whole series smart keeps doing this, Dave Allen talked about energy and attention, not so much.

[00:08:41] Getting things done and having a task list and we've just continued to build from there. Isn't it just mind-bending to see how much productivity can come right back to some of your core values on who you wanted. Good stuff, [00:09:00] huh? Yeah, 

[00:09:00] Mark Pearson Freeland: I totally agree. It's surprising when you think about digging into a book, it's titled the one minute manager talk about being productive.

[00:09:09] It's all about getting it done in 60 seconds. What Ken's already making the case for here is it is not something that should be deemed as disposable. As that, obviously the tips we're going to find out later in the show are very practical, but where he's coming from is much more intentional. There's generosity with time, there's setting those goals, praises and redirections that we'll talk about in the show, but really what he's calling out here is everything you do.

[00:09:37] Is to help others succeed. You want to be, as he calls out a good human being. These are big life lessons like that probably transcend beyond productivity, but these are essential. Like you say, life skills and tools that we should all do in order to be that best version of ourselves. 

[00:09:56] Mike Parsons: Yeah.

[00:09:57] Fantastic stuff. And this is all coming [00:10:00] out of the one minute manager by Ken Blanchard and a great build on some of the thinking we've had about focus and checklists and, really getting your energy set up for the day. And I'll tell you, mark, what can get you very set up for the day? What can really unlock your servant leadership is being a member of the moonshots podcast.

[00:10:23] What do you think. 

[00:10:24] Mark Pearson Freeland: This membership might is something that we're so enthusiastic about and what's fantastic to see is how much enthusiasm is coming through from you, our listeners and our members every single week, because as you're probably hearing each time, my list is getting that little bit longer every week.

[00:10:45] And what's amazing though might and for all of our moonshots family is just to receive that level of support. For the show from you, our listeners simply. A warm round of applause. Welcome, and much more than one minute of [00:11:00] celebration to Bob Niles, John and Terry Neil module in Canon DMR, Tom marsh and Connor, Rodrigo Yasmeen Liza said.

[00:11:09] And Mr. Bonn, ju Maria and Paul Bergen, Kalman David, Joe, crystal and Evo Christian hurricane brain. Samuella Kelly, Barbara, Bob Andrei, Matthew. Abby Josie, Joshua. I'm starting to lose my breath as well as our grand new members, Chris Coby and Damien. Thank you for joining us over the last week. Mike, this list is pretty substantial.

[00:11:36] I feel a little bit like. 

[00:11:39] Mike Parsons: So you shouldn't be with that little repertoire, but we are really very grateful to each and every one of you for your membership, for your patronage, because that helps us pay the bills to keep spreading the word of the moonshots podcast. We are, as I said, not only [00:12:00] grateful, but it really gives us a lot of encouragement to know that we are providing something of value and it helps your contribution.

[00:12:09] It's just one cup of coffee a month. That's it? Your contribution helps us pay all the bills that we get for doing this show and. Mark. It's you just don't realize how many different subscriptions that you needs a different services to do something like this. Thanks to each and every one of those members and mark, we got a little excited didn't we?

[00:12:31] And we set a goal. Do you remember what would happen if we got to 50? 

[00:12:39] Mark Pearson Freeland: We said, when we reach 50 members, we would be able to. All of our listeners and our members, the chance to pick up moonshots merchandise make. And we're very close 

[00:12:52] Mike Parsons: on way. Yes. The moonshots team has been on the secret back channel has been sharing some [00:13:00] designs behind the scenes.

[00:13:02] And I think we want to publish these for your feedback. So here we go. When you're listening to this, go and check out moonshots.io or go to any of our social, or if you're a member go to our Patreon page and you'll see. The really fantastic merged designs and tell us which ones do you like and based on what we get from all of you in terms of feedback, what your suggestions are, we will get the merge up and going.

[00:13:37] So you can be sporting a moonshots t-shirt it could be a shoot for the moon. Maybe there'll be some posters as well, could be perfect for a gift to have in what is probably the highly used home office right now. So I'm thinking. We got a ton of opportunities, but we need your feedback. So we're going to push out [00:14:00] the the merchandise designs.

[00:14:02] And once we get all of your feedback then we'll get them available to you. So you can just order those and get your moonshots T your men shots, poster at home. It will be so awesome to spread the moonshots word. And it's all. Thanks to you. Our members. We said, if we got to 50 members, we'd launched the merge, we're getting really close now.

[00:14:24] So head over to moonshots.io, check out the blog, and you'll be able to see the designs there or head to any of our social. We'll have it all public. And once again, thanks again to our members for helping us get across the line, to get the merchant out the door and to spread the word so everybody can learn out loud.

[00:14:43] And as we think about learning out loud, mark, where is our next step in the one minute manager? As 

[00:14:49] Mark Pearson Freeland: Ken was revealing and teasing in that first intro clip, Mike, there are three big pieces to learn from them one minute manager. So we've got some great [00:15:00] clips from a productivity game. One of our absolute favorites on YouTube who has a really nice approach and a good job at breaking down those three buckets.

[00:15:09] So let's hear from productivity game now, introduce us and help us break down that first piece. Within Ken, Blanchard's the one minute manager, which is all about one minute goals. If you don't 

[00:15:21] Productivity Game: give your people a clear goal to aim at you're essentially blindfolding them and telling them to shoot an arrow at a target.

[00:15:27] They can't see a good manager, takes the blindfold off and points out a target, but a great manager takes the blindfold off and lets his or her people pick the target and an adjuster distance from the target. So it feels like a challenging and fun. In other words, great managers don't tell their people what their goals should be.

[00:15:46] They help their people set their own goals with the one minute goal setting process. Here's what a weekly one minute goal setting session might look like. Now, note that this will take a longer than a minute to complete initially, but once your people get [00:16:00] familiar with the process, they will do the work upfront.

[00:16:02] So future goal setting sessions, we'll take just one minute of your time. Start by asking what are you hoping to complete this? Don't be afraid to stretch yourself as they think of the different things they could do this week. Ask of those goals. What one could have the largest impact, remind them of the 80 20 rule.

[00:16:22] If you have five goals. One goal if completed would help the team more than all the other goals combined, as they think out loud and choose their most important goal. Ask, can you clarify what exactly you plan to accomplish? Get them to explain the goal in as much detail as possible. And then say, now that you've clarified your most important goal, type out your goal with the steps you plan to take to accomplish your goal, keep it to less than a page then after you've written out your goal, email it to me so I can review it and approve it by getting your direct reports, to write out their goals and share them with you.

[00:16:57] You forced them to clarify their goals and ensure that [00:17:00] you and your direct reports are on the same page. And you avoid the situation where you thought they understood what they needed to do, but we're mistaken when you get back work, that looks nothing like you expected after our direct report sends you his or her plan.

[00:17:13] Tell them now, print out your goal and keep it in front of you. Then at the end of each day, take a minute to ask yourself, did my actions today, get me closer to completing. At this point, your direct report has created a game that will keep him or her engaged and focused. They have a clear target, a time limit, hit the goal by the end of the week and a regular feedback.

[00:17:35] Mike Parsons: The one minute goal. The thing that I think was most important about what we were discovering that's inside of Ken blanche has one minute manager, is it all starts with setting the goal, but I think there was an interesting activity that we heard that. Choosing the one that really matters.

[00:17:54] What's the one that's going to get 80% of the results. What is the actual [00:18:00] single biggest goal? And the reason I think that this is so important, mark is I think most of us fall victim to having too many goals that are not prioritized correctly. So we're like, oh my gosh, my list is so big. And I think that could be one of the most helpful things any of us could do with a peer or a colleague or a direct report is to say, Hey mark, I know you've got lots of goals, but what is the one goal that really matters?

[00:18:29] What's the one thing you really want to get done today and how can I help you be accountable to that? So those other goals don't creep in and distract you. 

[00:18:40] Mark Pearson Freeland: Yeah, it's very similar. I think the foundation that we were learning from tool grandees work in checklists, the checklist manifesto is helping you almost trim down and even going back to Chris Bailey with hyper-focus start focusing.

[00:18:57] What you're trying to achieve. And I think you're totally [00:19:00] right. And I think where Ken's coming from is less, is more rather than having lots and lots of distractions, lots of things, pulling you one way to the other lots of deadlines that are fundamentally false, or it's not as important. It's not a priority like your other work.

[00:19:16] I'm thinking of, the Eisenhower matrix of looking at things that are urgent versus less important and so on. But also I think. And what you're really finding from that clip is the community, the value of communication. So you're sitting there with your manager in this case, and you're determining.

[00:19:35] What you should be focusing on. And that communication piece is what I think is so important because everybody's getting on the same page, the same hymn sheet, if you agree at this point and we'll figure out, addressing feedback. And so on later in the show today, but just getting on that same page, right at the very beginning and knowing how you'll be [00:20:00] reviewing or judging the work, I think is so important, because then you feel.

[00:20:04] Just to get started. 

[00:20:05] Mike Parsons: Yeah. And I think there's a couple of things that happen when two people know the goal. Let's just say, for example, you are aware of what my big goal for the day is my, all the big project that I'm working on. That's my big priority. The first thing is, That my goal is let's say I'm going to design the moonshots merge.

[00:20:27] Okay. It's my number one goal. You can make a V you can make such a big difference in holding me accountable. Cause I can say, oh, Hey mark. I was working on the moonshot tap and you can say, hang on. I thought your big goal was actually to do the merchandise and I'd be like, oh yeah, but it was so cool.

[00:20:46] I got to play with this tech and I was getting this new feature going. It was really exciting, but. Mike, you said the merchandise we shouldn't know. And you're like, oh yeah, you're right. But it was really cool. [00:21:00] No, Mike, you need to go and focus on the merge and I'm like, okay, all right, I'm going to put down the app and I'll go back to the merge.

[00:21:06] This is this sort of idea of sharing your goals helps you get clearer in what matters. And sometimes we need to have others hold us accountable to our own goals. Sometimes we need people to go, oh but also what we can then do. I think the second thing is when you probe, so Mike, how are you doing with the Mertz?

[00:21:28] And I'll be like, oh, I'm a bit stuck on this. Then you asked a really powerful question. How can I help? What can I do to support you? Maybe if you just talk it through that will actually really help you. So this idea is that there's accountability and there's support when you actually know each other's goals.

[00:21:48] If you don't know that. Maybe what you could have done. I'm working away on the merchants say, Hey Mike, we've got a really urgent thing with the app and you might tempt me. But if you [00:22:00] know I'm working on the merchandise, so you might, you know what, I'll tell him tomorrow and let him get the merchandise finished.

[00:22:06] That's where you really start. Having empathy for each other and not just I don't care. This is a, this is an, a priority for me. If you understand what your colleague is trying to get done, what your direct report is trying to get done, then you can let them have the time and space to achieve their goals, support them, help them be accountable, help them talk it through.

[00:22:29] And that's why it's so simple talking about goals. And regularly is at the very heart of an effective, productive manager. 

[00:22:40] Mark Pearson Freeland: Isn't that right? It's just about getting on that same page, getting the goals and feeling supported and 

[00:22:48] Mike Parsons: sometimes. Can Kelly lazy. Can't we can we like, oh, I don't want to really want to talk about that stuff.

[00:22:53] It's always, it's like waking up in the morning and having a cold shower. You do it every day. You wake [00:23:00] yourself up. It's good. Hygiene for productivity is like, what are your goals? How can I help you today? And just being on the same page is so simple Merck, but we let it go.

[00:23:12] Huh? Why do you think it is that we can't just keep up. That discipline. Why do we let go of that? Is it, do you think it's sometimes it's a bit awkward or do you think we get a little selfish? I don't want to talk about, 

[00:23:24] Mark Pearson Freeland: yeah. It could be that for sure. I think. I think the word fear might be too strong, but I think the word comfort.

[00:23:36] Yes, exactly. I think if you are setting a goal with a colleague whether it's with your, let's say it's with a manager, so I'm setting my goal for the week with my. Maybe I've started a new job. Maybe it's a new quarter. There's a time when we're reviewing or maybe it's just a standard week. And I know that there's something that's been hanging over my head or there's something on the pipeline down the [00:24:00] roadmap that I just am a bit, let's say afraid of it makes me a bit uncomfortable to then have to discuss.

[00:24:06] That being a goal and maybe how I'm going to get there. I'm going to want to try and avoid it from lack of responsibility, perhaps, but more just because it's a bit of a drag, 

[00:24:19] Mike Parsons: it's a bad vibe, right? Like bad vibe. I got this thing and I'm not in good shape. 

[00:24:25] Mark Pearson Freeland: Exactly. Maybe there's almost a level of embarrassment.

[00:24:29] Maybe, or maybe it's just because you've been so distracted with your other items, your other goals that you haven't had time to give it the proper due diligence and the proper words. So actually you don't have it. You don't have an update at all. And when it becomes clear that you haven't prioritize things correctly, I 

[00:24:50] Mike Parsons: know.

[00:24:51] It's really fascinating study of human behavior. 

[00:24:54] Mark Pearson Freeland: Isn't it? It is. It is. And it's very in line with what we were trying to uncover with David. Allen's [00:25:00] getting things done. The art of stress-free productivity. Again, it doesn't have to be stressed. All of this, as long as you take ownership and you start being honest with yourself with regards to time blocking maybe privatization as well as setting the goals.

[00:25:17] Talk about productivity, being a huge topic, Mike. 

[00:25:20] Mike Parsons: Listen, it keeps on giving. And if you're really interested in what we're discussing this show, and you haven't heard the Dave Allen show or any of the others from this series or other productivity shows we've covered, you can head to a destination country.

[00:25:35] There is a place to answer the call. 

[00:25:38] Mark Pearson Freeland: My goodness. There's a place online that features breakdowns with transcriptions, with models, with frameworks, with links to. Clips that we show in the show as well as our back catalog of 184 shows. And Mike, that is a little destination. I like to call moonshots dot I O listeners.

[00:25:59] [00:26:00] You can get access to our newsletter. You can access to the moonshots model and you can also click on the banner right at the very top and become a moonshot member. Maybe you'll get your name caught out next 

[00:26:13] week. 

[00:26:13] Mike Parsons: Yeah. Do you know, I got a funny message on Squarespace this week, which is. You have so many pages on your website because we've done so many shows, Squarespace had this whole message.

[00:26:26] Are you sure you need all of these pages? You might want to go and archive some of these because this is a rather big website. That's. How funny is that we have, so we have done so many shows. We have studied so many amazing superstars authors and experts to learn how they do it. That even Squarespace is struggling to keep up with this, come on, Squarespace.

[00:26:50] You can do this. Look my moonshot start. I hopefully this is everything you need. If you want to be the best version of yourself. Go there. Check [00:27:00] out some of the previous shows in this series or any of the others, we have lots of links. You name it. We have a whole directory of all the models that we've discovered you can access the master series.

[00:27:11] You can even become a member. How. But I think, when we talk about a destination to help you be the best version of yourself, you're going to find a lot of inspiration@moonshots.io. So it is only appropriate that if we're talking about being a manager, That we go find some inspiration. Where can we see the one minute manager actually happening in real life?

[00:27:40] And, we could have gone on and got a boring, old office situation where the managers saying, what's you go, how you do when and all of that sort of stuff. What we've done today is we've gone to. And found somebody who I think is pretty much being the best [00:28:00] version of themselves and.

[00:28:02] They need feedback too. And they're getting feedback from somebody else. Who's rather amazing. That's right. We have going to play a clip in the moment. That is the one minute manager actually being played out in real life between one of the greatest basketball coaches ever, Steve Kerr, and one of the greatest players ever.

[00:28:28] Carrie from the golden state warriors. So you're going to have a listen to a quick few samples of Steve Kerr, giving feedback. The MVP, the greatest time, three point shooter on the planet. Mr. Steph Curry. I 

[00:28:45] Ken Blanchard: love to 

[00:28:45] Mike Parsons: feel whatever the hell you're feeling. All that once in my life for me, if I went five for six and made four threes, that was about the best I ever did.

[00:28:54] I'm going to show you, 

[00:28:57] Ken Blanchard: that's your shooting totals. 

[00:28:59] Mike Parsons: That's your plus [00:29:00] minus, right? So it's not always tied together. You're doing great stuff out there. The tempo. 

[00:29:06] Ken Blanchard: Different when you're out there. Everything you generate for us is so positive. It shows 

[00:29:10] Mike Parsons: up here, not always there, but it always shows up. 

[00:29:13] Ken Blanchard: You're doing great.

[00:29:14] Carry on 

[00:29:15] Productivity Game: my 

[00:29:15] Mike Parsons: son. Everything you generate is positive for us, mark. Even Steph. In his prime, the greatest three point shooter in the MBA's history, he still needs the coach to say, you're doing great. Isn't that important? 

[00:29:35] Mark Pearson Freeland: W what a reminder that no matter where you are, whether you're in an office, you work from home, you're on the court.

[00:29:44] You're an NBA superstar. We all do need that little bit of. Reinforcement, maybe it's a bit of a confidence boost, maybe sometimes it's to drag you back and focus you, but more often than not the [00:30:00] most powerful thing to get you focused, get you motivated is that little bit of positive reinforcement and what you're hearing from there.

[00:30:09] From the manager, Steve Kerr is that positive reinforcement. Isn't it. You're doing great. We're reviewing your totals. It's really interesting to take a moment to think about managers in different industries and how relatable. And almost cross industry this these tips from Ken Blanchard can be isn't it one minimum applied to any managerial situation.

[00:30:38] Mike Parsons: And I think importantly, if we're a little reluctant to give this kind of feedback, hopefully what you can see that if Steph Curry needs that feedback, somebody who is. Performing at a high level. They play an enormous amount of games. Do you realize this season he will play [00:31:00] close to a hundred games.

[00:31:03] That's how many games are in the golden state warriors series season this year? Because they're gonna they're in the finals against Boston. And he has to be great every single time. So what does his coach need to do? Praise him? So if you're feeling a little reluctant to give praise, remember this, if I tell you why there's Steph carrying these sprays, can we all need a little bit of praise?

[00:31:26] So don't hold back. So mark, why don't we now hear from productivity game and break down the art of one minute praising. 

[00:31:36] Productivity Game: Having a game makes work more enjoyable. But only if you can play the game, if a direct report lacks the skills required to do a task, it doesn't matter how clear the goal is.

[00:31:47] They're going to be disengaged. This is where the second secret of the new woman manager comes in one minute. Praisings suppose one of your direct reports needs to use a new software program to complete a [00:32:00] task. You give her a self guided tutorial and tell her to come to you. If she has any. She doesn't return.

[00:32:07] So you assume that she's learning rapidly, but later you learned that she was stuck and frustrated, but didn't want to come to you with a stupid question. So she kept spinning her wheels. This is what you should have done. Ask your direct report to share screen. Then watch her figure out the new software.

[00:32:23] If you sense that she's nervous, say don't worry. I'm only watching to catch you doing something. When you see, you're starting to understand a new command, turn up the emotion and say something like nice. You figured out how to use command XYZ. This is going to help you. And then explain a few things she'll be able to do as a result of learning this command, then pause and give her a chance to feel some pride.

[00:32:46] Then encourage her to keep learning and try another command. At this point, you've completed a one minute praising first you've specified what they did, and why it's important. You've paused to let them feel good [00:33:00] about it. As detailed in the book, tiny habits by BJ Fogg, letting a feeling of pride, wash over someone rapidly wires in a new behavior, and then third, encourage them to keep learning these one minute praisings should be handed out early and often in a learning phase for any approximate success.

[00:33:19] Think of it like encouraging a child to walk. Initially you praise them for standing up and taking a wobbly first step and then follow up. You don't hold your praise until the child can sprint across the room. Like you saying, both now you praise anything that looks like progress praising early and often is the best way to accelerate learning and the fastest way to increase the confidence of your people at the start of any new task.

[00:33:41] It's okay to watch your direct reports like a Hawk, as long as you're there to deliver one minute praisings then you must slowly back off the praisings and encourage your people to praise themselves each time they use what they've learned. 

[00:33:56] Mark Pearson Freeland: I think Mike, that's a really nice breakdown of [00:34:00] this concept of the one minute praising.

[00:34:02] Particularly I quite enjoy that reference to you wouldn't necessarily praise a child once he's reached the speed of Usain bolt you praise in the run-up to that point. And I think that's an unfair assumption that we possibly a lot of us have, which is you only should hand out praise when somebody does the miraculous.

[00:34:23] When you've reached the pinnacle of success beyond, right? Exactly. When you've gone beyond, maybe you've hit, you've landed on the moon. This is when I'll hand out some praise, but actually, as we're hearing from Kembla, blemish, chard via productivity game, if you hand out and positively reinforce these people through one minute praise every so often, you're going to build up that runway towards a liftoff.

[00:34:48] Let's call it much, much quicker. And also you're going to be. The team that individual a lot of happier as well. And therefore they're going to benefit from feeling more confident and [00:35:00] comfortable with any work that you give them. So that, I think we're really learning and getting the sense of the argument behind praise aren't 

[00:35:07] Mike Parsons: we are, and I love that little bit he does is that.

[00:35:10] When they've really got it. That's when you taper off a bit and then you encourage self praise, which surely is just so fantastic that they can feel that inner confidence that they have not only mastered this activity. When, you can do one, maybe you can take a shot at doing a second or a third or a fourth skill that you can develop and grow.

[00:35:33] And I just it all started with praise early and often, right? That is such good advice. 

[00:35:39] Mark Pearson Freeland: Praise early and often, because actually I think if you then rewind or you take a step back, it's more likely that individual will get themselves into a position that they feel comfortable with.

[00:35:52] And maybe they could even become a manager themselves. Because you've given them enough confidence and autonomy. 

[00:35:58] Mike Parsons: What you're getting into there is [00:36:00] oh, then now we've got a scalable thing because maybe a CEO, founder, they build managers around them that can go on to manage on their behalf.

[00:36:09] And then, Hey, the business can grow because we're not people dependent. Not people dependent in some churches. Oh, it's all about the one founder. No, the founder. Has inspired, grown support and nurtured others who are nurturing their own people. And Hey, we really got a thing going at that point 

[00:36:26] Mark Pearson Freeland: only. Yeah, that's right.

[00:36:27] And I feel as though that's one step on isn't it. If you can convince somebody to feel confident with the work that they're delivering today, they're going to be more confident to deliver it tomorrow and in the years to come. 

[00:36:40] Mike Parsons: That's right. That's right. But mark is not only about the praise. 

[00:36:45] Mark Pearson Freeland: No, sometimes there are going to be moments when you feel the need to give a little bit of maybe criticism, or maybe it's just a little bit of casual feedback in order to realign where somebody is going.

[00:36:56] So the third part of Campbell and child's the one minute manager [00:37:00] is all about redirection. So now let's hear from productivity game again, breaking down, Ken Blanchard's advice on how to give a one minute redirect. 

[00:37:10] Productivity Game: Once, a direct report knows how to do their job and hit their goal, but get lazy and miss their goal.

[00:37:17] It's time for a one minute. Redirect the third secret of the new one minute manager, the authors in the book use the following sports analogy to illustrate the woman at redirect it's the championship game and a star basketball player is playing terribly unless he picks up his game. His team will lose.

[00:37:36] So the coach takes them off the cord and tells the star player exactly what he's doing wrong. You're missing easy shots. You're not grabbing any rebounds. And you're loafing on defense. I'm angry at you because you don't look like you're even trying. Then the coach pauses for a long moment and says, you're better than that.

[00:37:54] You need to sit on the bench until you're ready to play the way you're capable of playing. After what seemed like [00:38:00] forever. The players stood up, went to the coach and said, I'm ready to go in. Okay, get back in there and show me what you can do. The coach said when the player went back in, he was all over the court diving for loose balls, grabbing, rebounds, and making his usual shots.

[00:38:16] Thanks, dudes effort, the team improved their play and they won the game. In that short story, the coach delivered a woman redirect by first telling the player exactly what he was doing. Then telling the player, how he felt about it and then letting that disappointment and that emotional pain sink in, but then reminding the player, he was better than his mistake.

[00:38:40] This woman at redirects sounds simple, but most managers fail to do it correctly. Most managers fail to catch mistakes quickly and point out exactly what someone's doing wrong. In many organizations, managers wait until the annual performance review to tell direct report what they've done wrong and why they're getting a low rating.

[00:38:59] And [00:39:00] some managers give critical feedback without personal reassurance, by failing to remind someone that they're better than their mistake. They leave that person feeling worthless and unmotivated as a manager, you must always find a way to say you screwed up, but you're not a screw. Or you did something bad, but you're better than that.

[00:39:20] Mike Parsons: Look, I listened to that. I was so captivated. It just had me thinking of the real power was not that, Hey, you're doing something wrong, but it was, I know that you're better than that. And I think I think a lot of feedback that we get in the office. Hey, mark. Hey Mike, you made a mistake. That's wrong.

[00:39:46] You stuffed up, but actually that's not really that helpful if you don't follow that up with what I know you can do so much better. And then I think there's a build on that, which is, would you like some [00:40:00] help with. 

[00:40:01] Mark Pearson Freeland: Yeah, I think that's an important build. Isn't it? I think it really speaks to the respect between two individuals in this case, the manager and the teammate.

[00:40:11] And without that reassurance, as well as transparency, you've got to have the honesty. You've got to have the ability to be comfortable, too. A give some feedback as well as B receive some feedback. And when you've got that respect in that situation, in that relationship, what I think happens is both parties.

[00:40:37] More confident. The manager feels as though the employee, I can, they've listened that maybe they I've made sure that they haven't taken it personally, that they know better than that. So they're now inspired to go out and work. Maybe that a little bit more, or maybe it's focus, maybe it's preparation, maybe it's confidence, whatever it might be likewise with the employee, [00:41:00] because they are in that relationship that feels comfortable, feels reassuring.

[00:41:05] They are therefore going to maybe raise a hand next time that they get stuck again, because they know that they won't be disciplined or it might be that they work maybe a little bit harder if that's the issue that they needed to address. I think it really comes down to this relationship. Again, going back to Ken's opening clip that we had serving the individual for.

[00:41:29] By gently leading, this idea of being there for the teammate, encouraging them a little bit, being respectful, understanding where they're coming from and knowing that they're human beings, essentially, they can then come back onto the same page a lot smoother, and it 

[00:41:48] Mike Parsons: feels nicer. And I think if you Sharing in their goals, praising them when they do right.

[00:41:53] When you do call them out, I think you really get their attention because they're like, oh, this is the person that encourages [00:42:00] me and listens to me. So I know this is not coming from just a judgmental or a negative point of view, but most importantly, it's always this point that we made earlier. It's Hey, you did it wrong or you're not performing.

[00:42:16] And I know you can I think that is what really gets you. You're like, oh, they're right. And I think this is at the heart of what Ken said at the beginning of the show, serving that person as their manager, not being the boss man, but being the servant leader, unlocking the potential within that person through understanding the goal and really.

[00:42:43] Giving praise and redirects when required, and it can be done quickly. It can be done daily. And that's how you stay on the same page. This is a really [00:43:00] practical framework. It's so damn simple, but actually you don't see a lot of it. I want you to think about all of your career. And how often do you see managers actively giving daily feedback on the goal?

[00:43:15] The praise, the redirect when required, sometimes it's weekly. Sometimes it's monthly, it's just make it small, make it, you know what mark, it's a daily habit. So much of what we talk about on moonshot. It's a daily habit, isn't it? 

[00:43:30] Mark Pearson Freeland: Yeah. Rather than waiting for that performance review that comes around once a year, that everybody grads it's too late.

[00:43:37] You can't remember the situation. Maybe the. You now feel a little bit of animosity towards your manager because they didn't step in when you needed them to, they didn't identify when you were struggling. Instead, if you have that relationship that is a daily or weekly check-ins goal setting receiving that praise or those redirects along the way, [00:44:00] it's only by the time that you come around to doing those annual check-ins, let's say, think about the group.

[00:44:07] That you would have gone through over that year process by having a weekly improvements, it's at 1% better every day from James clear, isn't it? Your daily habits? It comes through and little by little they add up, I think the same is true with experience 

[00:44:23] Mike Parsons: and work. It is. And this is not only.

[00:44:27] Highly related to the work of James clear and atomic habits. But like I would say, leaders eat last by Simon Sinek, another grade body of work, which we did a show on. So head over to moonshots.io. If you want to check that out. But he also talked about servant leadership. So it's so powerful to see that this moonshots model of the success habits, what great people do to realize their potential, to be the best version of themselves.

[00:44:58] There is an intersection [00:45:00] between what we're studying today, Ken Blanchard and the works of James clear of Simon Sinek, and many others. But I'll tell you there's another habit mark that people can get into. And then. Is rating and reviewing our wonderful little moonshots podcast. Don't you think 

[00:45:19] Mark Pearson Freeland: that's right.

[00:45:20] Listeners members, you can pop along into your podcast app of choice, whether it's Spotify or apple podcasts or any of the others that are available and you can leave us a rating or review. And this makes a big difference, Mike, this helps. Get the moonshots message and the idea of learning out loud into the hands and the ears of listeners around the world.

[00:45:43] And we really do have a great spread of people coming from all four corners of the globe. And that's thanks to you, our dear listeners, your ratings, your reviews that you can do. Pup along as you're walking and you're listening to us and you're thinking, okay why don't I just open up spot a [00:46:00] Spotify or apple podcasts, leave a quick rating review.

[00:46:03] It's as simple as that. And it gets those algorithms working in the background and it gets the show out there into the four corners of the globe every single day. And Mike, it's great to see so many listeners joining us. 

[00:46:17] Mike Parsons: Oh, listen, we are all over this great planet of ours. I'm just looking at the list here.

[00:46:24] So as you're listening, jump into your podcast app, give us a rating, give us a review. Come on. You're part of the team here. We need your help. We've got, just give you an example. I'm looking at the list here. We've got listeners in. Uganda Hungary, Columbia, Belgium, Denmark, Ireland, Italy, great Britain Australia.

[00:46:46] The list is giant enormous over 55,000 listeners every single month from all over the world, hoping to be a better version of themselves, helping. I'm hoping to really learn out loud [00:47:00] together. And we have one more clip that is going to be a source of inspiration, a source of helping us make the shift, the daily shift, the habit shifts.

[00:47:11] So let's have a listen. One more time to Mr. Ken Blanchard, the author of the one minute manager, and he's going to bring it all home. Now, all of these goals and praisings and redirects come down to this fundamental idea. Our belief systems. How 

[00:47:29] Ken Blanchard: many of you know that the computer and the mind have a lot in common?

[00:47:33] Have you ever thought about that? Both your computer and your mind don't know the difference between the truth and what you tell it. You put information in a computer. It doesn't say where'd you get these facts. These facts are wrong. What does a computer do? It does whatever it can with what the information you've given.

[00:47:51] What have we said about the computer for years garbage and. Garbage out, it's the same way with your mind. If you woke [00:48:00] up this morning and looked in the mirror and said, you are fabulous. If your mind is not going to say, who are you kidding? I know you're a lot better than this. And so what we put in our mind is so important.

[00:48:13] And one of the things, people asked me, w what business are you really in? I think, it's really changing the way people think. About leading and motivating people. That's really been my mission for a long time. And so today is really. About belief systems. And it's so interesting.

[00:48:31] Most of you already know this stuff. We're going to talk about I remember when the woman who manager came out, so many people came up and said, I could have written that, and because it's not that all that complicated. But it's all about beliefs, what do you believe about.

[00:48:47] People. And so that's where one of the things that we're going to really do today is just kinda take on some beliefs you have, because unfortunately there's a lot of stinking thinking about leadership. How many [00:49:00] of you know that the major problem in the world today is leadership? Have we seen what self-serving leaders have.

[00:49:08] And every sector of society and its countries and all that kind of thing. As we look around the world, it's just incredible. Yeah. 

[00:49:16] Mark Pearson Freeland: My, this is again, Ken Blanchard, making the case for us today, that managerial styles getting the most out of your team and your colleagues around you is by having that.

[00:49:32] The belief system, that mindset approach that focus on thinking about others that are around you in order to get the best let's say value or the best work out of them. It's all down to having a good relationship with these people and communicating to them efficiently. 

[00:49:53] Mike Parsons: It's about the humility of putting your needs aside for a moment and serving others.

[00:49:59] And [00:50:00] the great twist Marky mark here is that in putting the others first, you end up creating all sorts of good things for yourself. It starts with help others and you know what? They'll do good in their work. Maybe that'll help you'll have a culture of high performance rather than struggle. It.

[00:50:20] This is all in front of you. If you choose to put their developers. In front of your own needs. And so to me, it's just so tempting as Ken said in that last clip, the bright lights and the fame and the ego can take over here. I think what Ken is saying, put your ego in a box, serve others, really understand their goals, give them praise, give them the redirects and good things again, to happen.

[00:50:51] Mark Pearson Freeland: Yep. It's all about, like you say humility as well as the understanding that yeah. Others can help you too. Maybe there's something that [00:51:00] you will learn by being that little bit more productive with the teammates. Maybe you'll pick up something as well. That's a pretty good proposition. Isn't it, Mike?

[00:51:07] And it all only takes one 

[00:51:09] Mike Parsons: minute. Yes. If only more managers had the capacity to stick with. It every single day, but it's like life, habits are hard to keep, it takes discipline and structure and commitment. And you could say that's not only, relevant to productivity, but I would say that's the whole moonshots thing is.

[00:51:33] Oh, my gosh. So listen, we have covered a massive universe of the one minute manager. I'm dead keen to, to see is it a big inspirational ideas or some of that really practical advice? What's really stuck with you over the course of the show. 

[00:51:51] Mark Pearson Freeland: It feels very interconnected. This one, I think that there's a great structure.

[00:51:57] From the goal setting through to the [00:52:00] appraisal, the redirects. But I think for me, Mike, it's the call out that we heard at the very beginning from Ken with regards to servant leadership and how it just starts with serving that individual. Because I think if you haven't quite got that right.

[00:52:13] With the respect, with the knowledge that the other person has a human being, then. Your goal, setting your praising and redirects. Aren't quite going to come off quite as effectively. So for me, it's all about remembering if you're in a managerial position to help those around you first, prior to trying to lead and bark orders.

[00:52:33] What about you? What was the big message or learning from you today? 

[00:52:38] Mike Parsons: I tell you what I've walked away with is to drill down a bit more on the goals. What is the one goal? That's the game changer here? I think I'm always fighting to, to define what that is for myself. So if I help others to do that, I just see everybody dealing with so many competing [00:53:00] priorities.

[00:53:00] If I can help others. Focus on the one that really matters. The one that's going to get, the outsized results that's going to really help them. So that's what I'm going to focus on. 

[00:53:11] Mark Pearson Freeland: Yeah, that's great. What a lot of action packed tips from Ken Blanchard. 

[00:53:16] Mike Parsons: Oh, an absolute cracker today.

[00:53:18] And mark, I just want to say thank you for joining me on this mission. Not only of being a one-minute manager, but I think unlocking a little bit of a servant leadership. Pretty good. Yeah, pretty darn good. Thank you. And thank you to you, our listeners and our members. Once again, you have joined us on a journey of discovery, a journey into being the very best version of ourselves.

[00:53:44] And today in our productivity series show 184. We studied the work of Ken Blanchard, the one minute manager, and boy did he come in with both big ideas and practical steps. He said, this. All about [00:54:00] productivity and so much more. And the so much more is servant leadership and servant leadership starts putting others before yourself understanding their goals in one minute.

[00:54:10] And we heard that, it takes a bit of praising and some redirects, and we even got to hear Steph Curry, the. All the time, NBA three point shooter getting feedback from Steve Kerr. So if he needs it, we need it. And I'm sure he gets some redirects as well. And this is your choice as a manager. How do you want to treat the people around you?

[00:54:32] What are your beliefs? What are your values? If you get tuned into humility and to serving others, you will be well on the way to being the best version of yourself. And you can do that all together with mark and myself here on the moonshots program. Where we learn out loud together. That's a wrap.