The One Minute Manager

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The One Minute Manager Builds High Performing Teams

by Ken Blanchard

Resonating Message

Building a high performing team requires the identification of team needs, and correctly applying the right balance of support and direction required to address those needs.

Chapter/Section in one sentence

  • All teams go through similar stages of development — the stage can be determined by measuring them against the characteristics of high performing teams.
  • Developing a high performing team involves three major skills: Diagnosis, Adaptability, and Empowerment
  • Content is what the group is doing, process is how the group is doing it. A good leader needs to participate in the content, but observe and facilitate the process.
  • During the first stage (Orientation) the team needs clear direction to set a solid foundation for the future work of the team.
  • During the second stage (Dissatisfaction) the team experiences its power struggles and conflict as the team realize the task is harder than they initially expected.
  • During the third stage (Integration) the team is supported to self-manage, but carefully managed to encourage disagreement and avoid groupthink
  • During the fourth stage (Production) the team is not only accomplishing the task efficiently (content) but also operating (process) effectively as a team
  • Productivity will progressively increase as the team moves through the stages, but the team morale will dip to it’s lowest in TDS 2 (Dissatisfaction), and slowly recover up its peak in TDS 4 (Production)
  • Situational Leadership is a leadership model based on two dimensions — providing direction, and providing support — used to take a team through the four team development stages.
  • Direction is a barrel-filling behavior — it provides the necessary knowledge and experience required within an individual/team. Support is a barrel drawing-out activities, facilitating the drawing out of that knowledge and experience.
  • Steps to applying the situational leadership model

1 — Be clear about the individual/teams goals and tasks

2 — Identify the stage of development of the individual/teams development in relation to that task

3 — Determine which style of leadership fits the stage of the individual/teams development

  • Teams must progress through all stages, and can move back/fourth between stages
  • Diagnose the individual/team, adapt your leadership style appropriately, and progressively empower over time and maturity.
  • The leader has to gradually share control in order for the team to become successful and self-directed
  • When a set-back occurs, move back one leadership style at a time until you can get the individual/group to deal with the problem
  • The primary role of a leader is to educate people

Resonating Ideas

  • Characteristics of High Performing Teams — P.E.R.F.O.R.M: Purpose & Values, Empowerment, Relationships and Communication, Flexibility, Optimal Performance, Recognition and Appreciation, Morale
  • “None of us is as smart as all of us”
  • “The only thing which will ultimately hold any organization together will be a shared conviction in its purpose and its methods”
  • What to observe in groups: Communication & Participation, Decision making, Conflict, Leadership, Goals and roles, Group norms, Problem solving, Group climate, Individual behavior
  • “No development stage is bad — each stage is part of the journey toward production”
  • Team Development Stages

1 — Orientation

2 — Dissatisfaction

3 — Integration

4 — Production

  • “Situational Leadership recognizes there are two behaviors in leadership: providing direction or autocratic behavior, and providing support or democratic behavior”
  • Group/Team Development and Situational Leadership Model

S1 Structuring — High Direction and Low Support

S2 Resolving — High Direction and High Support

S3 Collaborating — High Support and Low Direction

S4 Validating — Low Direction and Low Support

  • One-on-one Situational Leadership Model

S1 Directing

S2 Coaching

S3 Supporting

S4 Delegating

  • Effective leaders adjust their style to provide what the group can’t provide for itself
  • When in doubt start with a more directive style, because it’s easier to loosen up than tighten up
  • “You will never, never, never have an empowered, self-directed team unless the leader is willing to share control”
  • “The words ‘Leader’ and ‘Educator’ are synonymous”
  • Team development game plan: Determine purpose and values, Set goals and roles, Build a team charter, Diagnose the team, Match the appropriate leadership style, Delivery the appropriate leadership style, Manage the journey to group empowerment
  • Empowerment is all about letting go so that others can get going

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