The New One Minute Manager

Nonfiction | Book | Adult | Published in 2015

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Summary

Chapter Summaries & Analyses

Prologue-Chapter 4

Chapters 5-9

Chapters 10-13

Chapters 14-17

Key Figures

Themes

Index of Terms

Important Quotes

Essay Topics

Tools

Beta

Discussion Questions

Themes

Converting Nonbelievers Into Believers Benefits Everyone

Perhaps the most essential element of this text hinges on the ability to convert a nonbeliever into a believer—in the case of this book, turning someone who isn’t a One Minute Manager into a New One Minute Manager. This process requires any newcomer letting go of their notions of what they previously believed about leadership and adopting a new set of beliefs that will be beneficial to their future growth. Because the young man is seeking knowledge in the field of business and leadership, he has already taken the first step towards conversion by opening himself up to the possibilities of a better way of operating. The process requires him to be inquisitive, but his skepticism prevents him from diving into new rules of leadership from the onset. He doubts and questions the truth. Over the course of the text, the young man’s journey leads him to embrace the Manager’s secrets and principles. This process of conversion makes him a believer.

The mantras used by the Manager and his employees are one of the many elements used to create this belief. Whenever the young man is unsure or needs clarification, they reveal a mantra that guides him in understanding their belief system. An example of this is when the young man wants to know why the Three Secrets work, and the Manager responds with a mantra:

Everyone

Is A Potential

Winner.

Some People

Are Disguised

As Losers.

Don’t Let

Their Appearances

Fool You (53).

This quote reveals how the Manager sees potential for conversion in all employees, even ones who show initial signs of failure or resistance. Everyone is a “Potential Winner […] Disguised As Losers” in his eyes—and it’s his role as leader to give them faith and confidence to believe in themselves and their work. In doing so, the company benefits, the individual benefits, and the Manager benefits. His work of converting others into believers and practitioners of One Minute Management isn’t meant to fuel his ego but to improve everyone’s potential to achieve better results.

Collaborative Sharing and Selflessness as Keys to Successful Leadership

The foundation of The New One Minute Manager operates on the principle of sharing. As an effective leader, a manager must collaborate and give to receive results. A manager can’t expect to run a business by telling people what to do and sitting back; a manager must be engaged, involved, generous with time and attention, but also direct, concise, and relevant. By organically and selflessly gaining trust, employees begin to idolize their leader (i.e. referring to him as “our Manager” instead of “the Manager” (16); or often praising him as a “great guy” (18) etc.).

Instead of leading with an outdated “top-down” approach of unquestioned authority, the act of sharing and collaborating as an equal counterpart allows the Manager to get the best results from his team. When he asks the young man to join the company, the young man excitedly asks if he will work “for” the Manager; the manager responds no, that he will work “with” him instead (72). He continues: “The people on our team work as partners and together we look for ways to improve. I do my best to help them work better, and in the process we all enjoy our work and lives more. And we’re a great benefit to our organization” (72).

As the story progresses, it’s clear that the employees emulate their Manager’s style of giving—willfully and happily taking time out of their days to meet with the young man and help him. Even the young man becomes affected by the department’s infectious energy to share and collaborate, telling Liz “I’ll give you his Secrets as a gift when I find them out myself. Just like he’s sharing them with me” (34). The Manager’s attitude of never placing himself above others and making time to help beginners is a mood that permeates the office, as every team member sees themselves as their own versions of One Minute Managers capable of selflessly giving to others in return.

The Benefits and Necessity of Adapting to Modern Demands

The principle of this updated version of the text operates on the notion that previous ways of business leadership have become antiquated and obsolete, and therefore need rethinking. If we are to find consistent success in the modern business world, we must change how we approach our employees and learn how to navigate new trends, new challenges, new demands, and new attitudes. The New One Minute Manager capitalizes on this reality with a hyper-awareness of how original practices from the 1980s are no longer practical in 2020. There are constant references in the parable—beyond the “new” in the title of the book and in the Manager’s character—that directly allude to this update from the previous edition.

For example, the Manager occasionally references how methods of yesteryears are no longer effective and have been adapted to 2020:

We used to be a top-down managed company, which worked in its time. But today that structure is too slow. It doesn’t inspire people and it stifles innovation. Customers demand quicker service and better products, so we need everyone to contribute their talent. The brainpower isn’t only in the executive office—it can be found throughout the organization (12).

Instead of using old-fashioned methodology to solve contemporary problems, the authors (represented as “the Manager”) pivot and adjust to introduce new practices. This leads to success, and success leads to an enjoyable workplace.

In this book, everyone is accountable for modernizing their practices—even the former One Minute Manager has become the New One Minute Manager. No one is exempt from adapting, not even the “boss,” proving that if we think we have reached our highest potential and become complacent in our jobs, we may run the risk of falling behind and eventually becoming irrelevant and useless in the future.