Self Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Self Leadership
Ken Blanchard, Susan Fowler
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Ken Blanchard's phenomenal bestselling classic The One Minute Manager explores the skills needed to become an effective self leader. Now, Self Leadership and the One Minute Manager clearly and thoroughly reveals how power, freedom, and autonomy come from having the right mind-set and the skills needed to take personal responsibility for success.
In this captivating business parable, number one New York Times bestselling author Ken Blanchard, with coauthors Susan Fowler and Laurence Hawkins, tells the story of Steve, a young advertising executive who is about to lose his job. During a series of talks with a gifted magician named Cayla, Steve comes to realize the power of taking responsibility for his situation and not playing the victim. Passing along the knowledge she has learned from the One Minute Manager, Cayla teaches Steve the three skills of self leadership. These three techniques not only empower him to keep his job but show him what he needs to know in order to keep growing, learning, and achieving.
For twenty-five years, millions of managers in Fortune 500 companies and small businesses nationwide have followed Ken Blanchard's management method, thus increasing their productivity, job satisfaction, and personal prosperity. Now, discover Ken Blanchard's newest techniques in Self Leadership and the One Minute Manager and experience the profitability that has been achieved by applying his management lessons.
Steve was enthralled by the hubbub of activity: mechanics joking, complaining, carrying on; cycles being rolled and towed and lifted; roaring engines being tested; customers questioning, concerned and nervous about the prognosis. Woody explained, “When people bring their bikes in here, it’s not as though they’re bringing their motorcycles to a service department. It’s more like they’re bringing a child to the emergency ward. Our wrenches—mechanics, as lay people call ’em—obviously have knowledge
power. They are experts at fixing Harleys. But they’ve also got personal power—their ability to give assurance to people and make them feel comfortable with the work that needs to be done and the costs involved. Cayla helped everyone understand that their personal power helps balance their knowledge power. That combination has made us incredibly successful.” With that comment, one of the sweaty and soiled mechanics called over from his workbench: “Before Cayla worked with us, no one thought
experience is proof enough,” Cayla said. Steve picked up two more rubber bands as he reflected on Cayla’s words. He entwined the bands, making sure they were placed on his fingers and thumbs the way he’d seen Cayla do it. He stretched and twisted them for show, then attempted to do the sleight of hand that would separate them as if by magic. Again, one of the bands went flying—almost hitting Cayla in the forehead. Steve would have laughed if he hadn’t been so mortified that he’d nearly poked
said, referring to the Needs Model. “When it comes to my training schedule, I’m capable of the short runs during the week. But I’m never confident that I’ll finish that 10K practice run on the weekend. I think I’m stuck at D3—the Capable But Cautious Performer stage. For the race tomorrow I’m at the D2—Disillusioned Learner stage. I’ve never run in a race with hundreds of people before, so my competence is low. I don’t know how I’ll react and I’m afraid. Guess that means my commitment is low.
freedom to do your job, right?” Steve was a little annoyed—and surprised—at the turn the conversation had taken. Yet in his heart he knew there was some truth to what she was saying. Cayla’s eyes filled with empathy and in a soothing voice she said, “Right now you’re feeling confused and unsure. You sense there’s some truth in what I’m saying, but buying into it would mean that you must be the responsible one—not Rhonda, your client, or your temperamental creative team. Somehow that doesn’t