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3.48 AVERAGE
3.48 AVERAGE
informative
medium-paced
informative
inspiring
lighthearted
reflective
fast-paced
informative
slow-paced
informative
slow-paced
Quick and short read that could have been even shorter—perhaps 3 pages. But the delivery choice was certainly intentional and made to be friendly and inviting rather than merely factual and a bullet point list.
This book is reductive. It makes it sound like managing people should be as simple as occasionally telling them where they need to change direction.
Reality is far more complex than this book.
Reality is far more complex than this book.
First of all, I find it hilarious that I'm managing someone. I guess I'm technically an adult / working professional, but I'm still an undergrad in spirit.
To combat my insecurity, I placed a couple self-help books on hold at the library (despite my general dislike of the genre). I find few things as grating as self-help books with their dictatorial, 4th-grade-reading-level language and patronizing tone. But I read The New One Minute Manager and survived to critique the tale.
It was comprised of platitudinous parables, which were again summarized in bullet point form at the end of each section for the sort of individuals who use "literally" when they mean metaphorically.
That said, my positive takeaway from this book is that it helped me feel more confident that I know what I'm doing. Check in regularly to establish goals, provide instruction where needed while letting them learn on their own, be supportive and encouraging, opportunities for mutual feedback, etc. Essentially, manage them as you would want to be managed.
To combat my insecurity, I placed a couple self-help books on hold at the library (despite my general dislike of the genre). I find few things as grating as self-help books with their dictatorial, 4th-grade-reading-level language and patronizing tone. But I read The New One Minute Manager and survived to critique the tale.
It was comprised of platitudinous parables, which were again summarized in bullet point form at the end of each section for the sort of individuals who use "literally" when they mean metaphorically.
That said, my positive takeaway from this book is that it helped me feel more confident that I know what I'm doing. Check in regularly to establish goals, provide instruction where needed while letting them learn on their own, be supportive and encouraging, opportunities for mutual feedback, etc. Essentially, manage them as you would want to be managed.
I'm not a manager but I have worked with many so far. I think this book is kind of interesting. There are 3 simple ideas and are not stretched too thin in a 600 pages book something that many other books do.
I have seen some of these ideas (or similar) applied in my workplace as well.
Not sure, how this paradigm can be applied in the case of manager that doesn't know what its team does because of lack of skill (on the subject matter) or because of lack of experience. I believe this would make the model only work if the manager's manager is willing to educate this manager to become a one-minute manager. These 3 principles are a good framework to deal with your employees but not a replacement for understanding of the underlying subject matter.
You need to understand the product/technology you manage to be able to use this framework effectively (praises, redirects, setting important goals etc). This is in my experience is unfortunately a strong assumption.
Regarding the text:
Obviously, as many other readers have observed, the prose is **really problematic** and the writing style hasn't aged well. At least is not long.
I have seen some of these ideas (or similar) applied in my workplace as well.
Not sure, how this paradigm can be applied in the case of manager that doesn't know what its team does because of lack of skill (on the subject matter) or because of lack of experience. I believe this would make the model only work if the manager's manager is willing to educate this manager to become a one-minute manager. These 3 principles are a good framework to deal with your employees but not a replacement for understanding of the underlying subject matter.
You need to understand the product/technology you manage to be able to use this framework effectively (praises, redirects, setting important goals etc). This is in my experience is unfortunately a strong assumption.
Regarding the text:
Obviously, as many other readers have observed, the prose is **really problematic** and the writing style hasn't aged well. At least is not long.