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.
couple of executive types at work, he could add a number of politicians—as well as Roger from United Bank. Cayla nodded as though agreeing with his unspoken thoughts. “Lord Acton wrote, ‘Power tends to corrupt, and absolute power corrupts absolutely.’ Steve, think about all the negative stereotypes we have about power today—it’s a wonder anyone would ever want to be powerful.” “I guess you’re right,” Steve admitted. “But I’m not sure where you’re going with this discussion.” “I think you are
hoped for more time to put a comprehensive plan together. Now he had just three business days. At least he’d made progress. He’d taken responsibility for what happened at United Bank. He’d broken through his assumed constraints that the fault was with the client and creative team. He had acknowledged his task power and his need for more knowledge power. He had diagnosed himself at D2—the Disillusioned Learner stage—with low to some competence and low commitment on major aspects of the project. He
knew he needed high direction and high support. Finally, he knew there were areas of the project where he used to be at D4—the High Achiever stage, but now he realized he wasn’t sure about his commitment. What he hadn’t done was ﬁgure out what to say to Rhonda and how to save the account. Now he had only until noon on Monday to decide if he would hand in his resignation or ﬁght to keep his job. He thought he was through blaming Rhonda, but he felt the anger rising again. She held his fate in her
both at D2 on the rubber band trick. Blair’s eyes grew bright as she saw the connection between the rubber band trick and Steve’s work. “So as far as your job goes, you’ve diagnosed yourself at the D2—Disillusioned Learner stage on most of your important goals, and you’ve determined that you need more direction and support to succeed in your job.” Blair frowned. “So where do you go from here?” Steve conﬁded that he had until noon on Monday to ﬁgure it out. “I’m not sure if I should resign and end
hugged back but kept her walking, fearing her legs might cramp. “Look!” Blair said, pointing toward the ﬁnish line, “People are still ﬁnishing!” Running Together / 111 People were still coming in, but even more runners had ﬁnished before them. It had taken them just over an hour to run 6.2 miles. That was not a particularly fast time. At that moment Steve had an epiphany. He knew Blair was a very competitive person. Yet curiously, knowing that hundreds of people had ﬁnished before she did