6:01 PM
January 17, 08


Write You Obit, said KEN BLANCHARD
told this story about ALFRED NOBEL, the creator of the
NOBEL PEACE PRIZE.

Alfred Nobel had a brother who died.
The press confused the two brothers
and printed the Obit for the wrong brother.
Alfred Nobel read his own Obit. He talked about
the role he played in inventing Dynamite and how his life
had been a factor in war. He decided to change the course
of his life and wanted to do something for Peace.

Ken Said: Write Your own Obit, and read it often.

He talked about P.A.C.T, each letter standing for something.

THE 'P" STANDS FOR PERSPECTIVE.
KEEP MY PERSPECTIVE. I AM GOING TO HAVE BAD HAIR DAYS.
IF I ALLOW MY SELF WORTH TO CONSTANTLY BE A FUNCTION
OF MY PERFORMANCE, I AM BUYING INTO THE DEVIL.

He talked the things he did each day to walk up gracefully,
not by an Alarm.

ThIs HIT HOME. Ken Blanchard said it:

IF MY SELF WORTH IS A FUNCTION MY PERFORMANCE
MY YOUR SELF WORTH WILL BE UP FOR GRABS EVERY DAY.

Ken Blanchard wrote the ONE MINUTE MANAGER.

Ken said he had difficulty accepting the success that came to him.

HE REALIZED GOD WAS INVOLVED.

Ken said, most of us wake up and the TASK ORIENTED SELF
is in charge....ALARM SOUNDS.

Ken reads his Mission daily.

WRITE OUT MY MISSION. READ IT DAILY
to have my BEST YEAR EVER IN '09.

Ken reads THE DAILY WORD every day.
He enters his Day Slowly.

I OFTEN TAKE AT LEAST AN HOUR TO WRITE OUT MY DAY
on MY BLOG.

ENTER YOUR DAY SLOWLY.

HAVE THIS POSITIVE ADDICTION:
TAKE 45 MINUTES FOR MY SELF EVERY DAY
EARLY IN THE DAY.

KEN READS HIS VALUE EVERY DAY.
These include Peace, Integrity, and love.

Nobel Redesigned his life for Peace.

USE MY OBIT TO REDESIGN THE LIFE I WANT TO HAVE.

PACT: THE 'C" STANDS FOR CONNECTEDNESS.

MAKE SURE I HAVE A GROUP OF PEOPLE THERE FOR ME.

CATCH PEOPLE DOING RIGHT EVERY DAY.
THIS PROMOTES CONNECTEDNESS.

Ken: We treat strangers better than those we love.

DON"T LET MY I LOVE YOU's GET OUT OF DATE.

Ken: WHEN ALL IS SAID AND DONE
THE ONLY THING THAT MATTERS IS WHO I LOVE AND WHO LOVES ME.

(...paraphrase....of Ken Blanchard)

THE "T" in P.A.C.T. STANDS FOR "TONE."

TAKE CARE OF YOUR SELF, SO YOU CAN CARE FOR OTHERS.

TONE:

Ken asked these questions:

1. DO NOT SMOKE ANYTHING.

2. Moderate drinker....only...

[ I do not "drink" or smoke anything.]

3. EXERCISE 3-4 TIMES A WEEK FOR TONE.

[ I do not do this....

FOR MY BEST YEAR EVER, INCREASE THE EXERCISE I DO EACH WEEK.

4. EAT BREAFAST EVERY DAY.
It does not matter, what you eat, Ken said,
just that you do Breakfast as a Ritual. Time to Sit down.

5. BE within 5 lbs of your ideal weight.

[ I have been losing weight for the last few months.
I am grateful I am in as good a shape as I am thanks to
ORIGINAL QUINTON MARINE PLASMA.}

Health Issues I will improve in 2009:

Further balancing my metabolism through continued use
of ORIGINAL QUINTON MARINE PLASMA.
DOING a REGIMEN OF BIONIC MOUTHWASH FOR A WEEK,
to get a Handle on my diarrhea...
GET SOME OF THE DERMAL SPRAY FOR the SKIN CONDITION
on MY FOREHEAD.

TONE: RUSTING OUT TOO MUCH.

7, BE A HEALTH SNACKER.

KEN, WOMEN WILL LIFE 12 YEARS LONGER, who do 6-7 of the TONE issues,
said Ken Blanchard. Men will live 8 YEARS LONGER who pay attention to TONE.

KEN, We need to be reminded, not instructed.

DRINK MORE WATER NOW.


ONE MINUTE MANAGER LINK

History of the ONE MINUTE MANAGER HERE:

Blanchard and his co-author of the One-Minute Manager (OMM

), Spencer Johnson
MD, describe the book as an allegory, a simple compilation of what 'many wise people have taught us and what we have learned ourselves' (Introduction to OMM).

One-minute management

The setting of one-minute management sees a young, aspiring
manager in search of that holy grail--an effective manager--on whom the young man may model his thinking and actions. The aspirant manager--a cross between Le Petit Prince

and Candide--is caught between the two extremes of the Scientific and Human Relations schools: some managers get good results (but at a price that few colleagues and subordinates seem willing to support) whilst other managers (whose people really like them) have results which leave much to be desired.

Our hero quickly comes across a manager who gets excellent results as a result of--Apparently--very little effort on his part--the One-Minute Manager. The OMM has three simple secrets that bring about increases to productivity, profits and satisfaction--one-minute goal-setting, one-minute praising and one-minute reprimanding.

One-minute goal-setting

Although staff cannot know how well they are doing without clear goals, claims the OMM, many are not clear on priorities, and many are spoken to only when they make a mistake. The OMM requires managers to make clear what people are asked to do and what their expected behaviour or performance is, and to get staff to write down their most important goals on a single sheet of paper for continued clarification.

One-minute praising

The second secret--one-minute praising--is the key to improved performance and increased productivity. Instead of catching people out for doing something wrong, the opposite is recommended: 'The key to developing people is to catch them doing something right'. There are three steps in one-minute praising:

1. Praise someone as close in time to the good behaviour as possible. If you can't find someone to praise everyday, then you should wonder why.

2. Be specific. Make it clear what it was that was performed well.

3. Share feelings--tell them how you feel about what they did, not what you think about what they did.

One-minute reprimanding

The third secret of the One-Minute Manager is the key to changing the attitude of the poor performer and there are four aspects to it:

1. Immediacy--when a reprimand
is necessary, it is best to do it as closely as possible to the poor performance which led to it.

2. Be specific--don't tell people about your reactions or give vent


to your feelings, tell them what they did wrong; admonish the action, not the person.

3. Share feelings--once you have established what was wrong, share your feelings.

4. Tell them how good they are--the last step in the reprimand. If you finish on negative feedback, they will reflect on your style of behaviour, not on their own performance.

The development of one-minute management

Putting the One Minute Manager to work was a follow-up in 1984 by Blanchard and co-author Richard Lorber (an expert in performance improvement) to flesh out some of the basic ideas which had met initial success in the One Minute Manager. Sub-titled How to Turn the Three Secrets Into Skills, the 1984 follow-up focuses on the 'ABCs' of management, 'effective reprimanding', and the 'PRICE' system.

The ABCs

Activators--those things which a manager has to do before anyone else can be expected to achieve anything, such as goal-setting, laying down areas of accountability, issuing instructions and setting performance standards.

Behaviour--or performance--what a person says or does, such as filing, writing, selling, ordering, buying etc.

Consequence--what a manager does after performance, such as sharing feelings, praising, reprimanding, supporting etc.

Effective reprimanding

As a consequence of performance, the manager has to distinguish between when an employee can't do Something--which implies a need for training and signals a return to the activator of goal-setting, and when an employee won't do something--which implies an attitude problem and a case for reprimanding. Reprimands do not teach skills, they can only change attitudes. Positive consequences on the other hand can influence future performance to the good, so it is important to end a reprimand with a praising. This has the effect of making the employee think about their own behaviour and not that of the reprimander.

The PRICE system

PRICE takes the three basic secrets of one-minute management and turns them into the five steps of:

Pinpointing--defining key performance areas in measurable terms--part of one-minute goal-setting

Recording--gathering data to measure actual performance and keep track of progress

Involving--sharing the information recorded with whomsoever

is responsible

Coaching--providing constructive feedback on improving performance

Evaluating--part of coaching, also part of reprimanding or praising.

Leadership and the One-Minute Manager stresses that there is no single, best method of leadership, but are in fact four styles: directing, delegating, coaching and support. Whichever style is employed depends on the situation to be managed. 'Situational leadership is not something you do to people, but something you do with people'. Blanchard turns conventional leadership thinking on its head, using the analogy of turning the organisational pyramid upsidedown; instead of staff working for their boss, the boss should work for the staff.

The One-Minute Manager Builds High-Performing Teams can be seen as a companion to Leadership and concentrates on integrating the simplicity of the one-minute techniques into understanding group dynamics and adjusting leadership style to meet the developing circumstances.





 

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