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 Also by Ken Blanchard, PhD
THE ONE MINUTE MANAGER (with Spencer Johnson)
PUTTING THE ONE MINUTE MANAGER TO WORK (with Robert Lorber)
LEADERSHIP AND THE ONE MINUTE MANAGER
(with Pat Zigarmi and Drea Zigarmi)
THE ONE MINUTE MANAGER MEETS THE MONKEY
(with William Oncken)
THE ONE MINUTE MANAGER BUILDS HIGH PERFORMING TEAMS
(with Don Carew and Eunice Parisi-­Carew)
RAVING FANS (with Sheldon Bowles)
GUNG HO! (with Sheldon Bowles)
HIGH FIVE! (with Sheldon Bowles, Don Carew,
and Eunice Parisi-­Carew)
WHALE DONE! (with Thad Lacinak, Chuck Tompkins, and Jim Ballard)
FULL STEAM AHEAD! (with Jesse Stoner)
THE SECRET (with Mark Miller)
LEADING AT A HIGHER LEVEL (with the Founding Associates and
Consulting Partners of The Ken Blanchard Companies)
THE FOURTH SECRET OF THE ONE MINUTE MANAGER
(with Margret McBride)
TRUST WORKS! (with Cynthia Olmstead and Martha Lawrence)

Also by Spencer Johnson, MD

THE ONE MINUTE MANAGER (with Ken Blanchard)
PEAKS AND VALLEYS Making Good And Bad Times Work For You—
­At Work And In Life
THE PRESENT The Gift That Makes You Happy And Successful At Work
And In Life
WHO MOVED MY CHEESE? An A-­Mazing Way To Deal With Change
WHO MOVED MY CHEESE? for Teens
WHO MOVED MY CHEESE? for Kids
THE ONE MINUTE $ALES PERSON
YES OR NO The Guide To Better Decisions
THE ONE MINUTE MOTHER The Quickest Way For Mothers To Help
Children Like Themselves And Behave Themselves
THE ONE MINUTE FATHER The Quickest Way For Fathers To Help
Children Like Themselves And Behave Themselves
THE ONE MINUTE TEACHER How To Teach Others To Teach Themselves
(with Constance Johnson, MEd)
THE PRECIOUS PRESENT The Gift You Give Yourself
ONE MINUTE FOR YOURSELF Taking Care Of Your Most
Valuable Asset
THE VALUE TALES SERIES FOR CHILDREN

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 Ken Blanchard, PhD
Spencer Johnson, MD

WILLIAM MORROW
An Imprint of HarperCollinsPublishers

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 Copyright
the new one minute manager. Copyright © 2015 by Blanchard
Family Partnership and Candle Communications, Inc. All rights
reserved. Printed in the United States of America. No part of this
book may be used or reproduced in any manner whatsoever without
written permission except in the case of brief quotations embodied in
critical articles and reviews. For information address Harper­Collins
Publishers, 195 Broadway, New York, NY 10007.

Harper­Collins books may be purchased for educational, business,

or sales promotional use. For information please e-­mail the Special
Markets Department at SPsales@harpercollins.com.

first edition

Library of Congress Cataloging-­

i n-­
P ublication Data has been
applied for.

ISBN 978-­0 -­06-­236754-­9

15 16 17 18 19  ov/rrd  10 9 8 7 6 5 4 3 2 1

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 ®

The Symbol
The New One Minute Manager’s
symbol is intended to remind
each of us to take a minute out of
our day to look into the faces of
the ­people we lead and manage.
And to realize that they are our
most important resources.

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 vi / Table of Contents

Table of Contents

A Message from the Authors  vii

The Story of The New One Minute Manager
The Search  1
The New One Minute Manager  7
The First Secret: One Minute Goals  14
One Minute Goals: Summary 23
The Second Secret: One Minute Praisings  25
One Minute Praisings: Summary  33
The Appraisal  36
The Third Secret: One Minute Re-­Directs  38
One Minute Re-­Directs: Summary  47
The New One Minute Manager Explains  49
Why One Minute Goals Work  53
Why One Minute Praisings Work  64
Why One Minute Re-­Directs Work  71
Another New One Minute Manager  86
The New One Minute Manager’s Game Plan  88
A Gift to Yourself  89
A Gift to Others  92
Acknowledgments 95
About the Authors  96
Take the Next Step  98

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 A Message from the Authors / vii

A Message from the Authors

The world has changed since the publication
of the original One Minute Manager. Today,
organizations must respond faster, with fewer
resources, to keep up with ever-­ changing
technology and globalization.
To help you lead, manage, and succeed in this
changing world, we’re happy to offer you The New
One Minute Manager.
Since the underlying principles in the now-­
classic story remain the same—­and have helped
so many millions of p ­ eople around the world—­a
good deal of this story also remains the same.
But, just as the world has changed, so has
the One Minute Manager. He has a new, more
collaborative approach to leading and motivating
­people.
When he first started teaching his Three Secrets,
top-­down leadership was a way of life.
These days effective leadership is more of a
side-­by-­side relationship. You’ll see that reflected
in The New One Minute Manager.

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 Today, p­ eople look for more fulfillment in their
work and their lives. They want to feel engaged
and make a meaningful contribution. They’re less
willing to trade time on the job to satisfy needs
outside of work.
The New One Minute Manager understands
this, and treats p
­ eople accordingly—­knowing they
are key contributors to the organization’s success.
He realizes that attracting and keeping talent is a
top priority.
The key is how he uses his new approach.
As the ancient sage Confucius advises, “The
essence of knowledge is, having it, to use it.”
We trust you’ll consider using the Three Secrets
you’ll discover in The New One Minute Manager
to succeed in your changing world—­not only with
colleagues and associates at work, but also with
your family and friends.
If you do, we’re confident that you and the
­people you work and live with will enjoy healthier,
happier, and more productive lives.

 en Blanchard, PhD
K
Spencer Johnson, MD

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 The Search / 1

Chapter

O there was a bright young man who was

NCE
looking for a special kind of manager who could
lead and manage in today’s changing world.
He wanted to find one who encouraged ­people
to balance their work and their life, so that each
became more meaningful and enjoyable.
He wanted to work for one and he wanted to
become one.
His search had taken him over many years to
the far corners of the world.
He had been in small towns and in the capitals
of powerful nations.

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 2 / The Search

He had spoken with many managers who

were trying to deal with a rapidly changing
world: executives and entrepreneurs, government
administrators and military personnel, university
presidents and foundation directors; with managers
of shops and stores, of restaurants, banks, and
hotels; with men and women—­young and old.
He had gone into every kind of office, large and
small, luxurious and sparse, with windows and
without.
He was beginning to see the full spectrum of
how ­people manage ­people.
But he wasn’t always pleased with what he saw.

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 The Search / 3

He had seen many “tough” managers whose

organizations seemed to win while the ­ people
working there lost.
Some thought they were good managers. Many
thought otherwise.
As the young man sat in each of these “tough”
­people’s offices, he asked, “What kind of a manager
would you say you are?”
Their answers varied only slightly.
“I’m a bottom-­line manager—­I keep on top
of the situation,” he was told. “Hard-­ nosed.”
“Realistic.” “Profit-­minded.”
They said they had always managed that way
and saw no reason to change.
He heard the pride in their voices and their
interest in results.

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 4 / The Search

The young man also met many “nice”

managers whose p ­ eople seemed to win while their
organizations lost.
Some of the ­ people who reported to them
thought they were good managers.
Those to whom they reported had their doubts.
As the young man sat and listened to these
“nice” ­people answer the same question, he heard:
“I’m a participative manager.” “Supportive.”
“Considerate.” “Humanistic.”
They also said they had always managed that
way and saw no reason to change.
He heard the pride in their voices and their
interest in p
­ eople.
But he was disturbed.

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 The Search / 5

It was as though most managers in the world

were still managing the way they had always done
and were primarily interested either in results or
in ­people.
Managers who were interested in results
often seemed to be labeled “autocratic,” while
the ones interested in ­people were often labeled
“democratic.”
The young man thought each of these types—­
the “tough” autocrat and the “nice” democrat—­
was only partially effective. It’s like being half a
manager, he thought.
He returned home tired and discouraged.
He might have given up his search long ago, but
he had one great advantage. He knew exactly what
he was looking for.
In these changing times, he thought, the most
effective managers manage themselves and the
­people they work with so that both the ­people and
the organization profit from their presence.

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 6 / The Search

The young man had looked everywhere for an

effective manager but had found only a few. The
few he did find would not share their secrets with
him. He began to think maybe he would never find
what he was looking for.
Then he began hearing marvelous stories about
a special manager who lived, surprisingly, in a
nearby town. He heard that ­people liked to work
for this man and that they produced great results
together.
He also heard that when ­people applied the
manager’s principles to their personal lives, they
got great results as well.
He wondered if the stories were really true and,
if so, whether this person would be willing to share
his secrets with him.
Curious, he phoned the assistant to this special
manager to see if he might get an appointment. To
his surprise, the assistant put him through to the
manager immediately.
The young man asked when he might be able to
meet with him, and the manager said, “Anytime
this week is fine, except Wednesday morning. You
pick the time.”
The young man was puzzled. What kind of
manager had that kind of time available? But he
was fascinated as well, and went to see him.

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 ®

About the Authors

Ken Blanchard, one of the most influential leadership experts in
the world, is the coauthor of the iconic bestseller, The One Minute
Manager, and 60 other books whose combined sales total more than 21
million copies. His groundbreaking works have been translated into
more than 42 languages and in 2005 he was inducted into Amazon’s
Hall of Fame as one of the top 25 bestselling authors of all time.
He is also the cofounder with his wife, Margie, of The Ken
Blanchard Companies®, an international management training and
consulting firm in San Diego, California, and Lead Like Jesus, a
worldwide organization committed to helping ­p eople become servant
leaders.
Ken has received numerous awards and honors for his
contributions in the fields of management, leadership, and speaking.
The National Speakers Association awarded him its highest honor,
the Council of Peers Award of Excellence. He was inducted into the
HRD Hall of Fame by Training magazine and he received the Golden
Gavel Award from Toastmasters International. Ken also received
the Thought Leadership Award by ISA–the Association of Learning
Providers.
When he’s not writing or speaking, Ken teaches students in the
Master of Science in Executive Leadership Program at the University
of San Diego.
Born in New Jersey and raised in New York, Ken received an
MA degree from Colgate University and a BA and PhD from Cornell
University.

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 Spencer Johnson, MD, is one of the most admired thought
leaders and widely read authors in the world. His books have become
embedded in our language and culture.
Called “The King of Parables” by USA Today, Dr. Johnson
is often referred to as the best there is at taking complex subjects
and presenting simple solutions that work. His brief books contain
valuable insights and practical tools that millions of ­p eople use to
enjoy more happiness and success with less stress.
His thirteen New York Times bestsellers include the #1 titles
Who Moved My Cheese? An A-­Mazing Way to Deal with Change and
The One Minute Manager: The World’s Most Popular Way to Manage
Your Work and Life, coauthored with Ken Blanchard.
In a time when many have learned to be skeptical of simplistic
answers, millions of readers around the world have found the simple
truths in Spencer Johnson’s parables to be invaluable.
Dr. Johnson’s education includes a BA degree in Psychology from
the University of Southern California, an MD degree from the Royal
College of Surgeons, and medical clerkships at the Mayo Clinic and
Harvard Medical School.
He has served as Research Physician at the Institute for
Interdisciplinary Studies; Leadership Fellow at the Harvard Business
School, and Adviser to the Center for Public Leadership at Harvard’s
Kennedy School of Government.
Over 50 million copies of Spencer Johnson’s books are in use
worldwide in 47 languages.

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