What do you think?
Rate this book
One Minute Manager
Self Leadership and the One Minute Manager : Discover the Magic of No Excuses!
The author of the phenomenal bestselling classic The One Minute Manager explores the skills needed to empower yourself to success. In this captivating business parable, bestselling author Ken Blanchard 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 realise 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 tricks of self leadership. These three techniques not only empower him to keep his job, but give him the skills he needs to keep growing, learning, and achieving. The primary message of SELF-LEADERSHIP AND THE ONE MINUTE MANAGER is that power, freedom, and autonomy come from having the right mindset and the skills needed to take personal responsibility for success.
Hardcover
First published May 24, 2005
166 people are currently reading
1950 people want to read
About the author
Kenneth H. Blanchard
315 books1,857 followersKen 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 27 languages and in 2005 he was inducted into Amazon’s Hall of Fame as one of the top 25 bestselling authors of all time.
Ken is also the cofounder and chief spiritual officer of The Ken Blanchard Companies®, an international management training and consulting firm that he and his wife, Margie Blanchard, began in 1979 in San Diego, California.
When he’s not writing or speaking, Ken also spends time teaching students in the Master of Science in Executive Leadership Program at the University of San Diego. Ken can be found at www.kenblanchard.com.
Ken is also the cofounder and chief spiritual officer of The Ken Blanchard Companies®, an international management training and consulting firm that he and his wife, Margie Blanchard, began in 1979 in San Diego, California.
When he’s not writing or speaking, Ken also spends time teaching students in the Master of Science in Executive Leadership Program at the University of San Diego. Ken can be found at www.kenblanchard.com.
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 30 of 156 reviews
November 6, 2015
This was a great follow up to the One Minute Manager.
Once again, concise, to the point, and full of good info that I didn't have to dig out.
There are two key ideas I took from this book:
I NEED Two of the most powerful words you can use. The book talks about this in two contexts.
Firstly, if you tell someone you NEED them to help you, they are more likely to try.
This is important as it is my responsibility to get the help, guidance, support, direction, feedback that I need by stating "I need X amount of time to discuss my needs (be specific!)." Don't ask if the target of my request is busy, everyone is busy. State what I need. This communicates that I have thought about what I need. And that this person can help me.
Secondly, when faced with a roadblock, problem, point of indecision, etc. Clearly discover what it is that I NEED to be successful and move forward. And ask for it. Simple on it's face, but powerful if you can start to implement it.
Upon deeper inspection a great deal of leadership and management scenarios can be improved through the discovery of the hidden needs you are not accounting for or fulfilling
The other key idea relates to the continuum of Competency and Commitment. As we seek to improve our abilities to perform a particular skill, or succeed in a new job, or improve our situations in general we progress through a series of stages defined by our general NEEDS for Direction and Support.
The book declares that when Competency is Low we need Direction from our Leaders, and when Commitment is Low we need Support. As we move through the continuum our levels of each change at each stage of development.
It is my responsibility to understand my development level, it varies across skills and responsibilities, and seek out what I need; Support, Direction, or both. Waiting around for people to notice you are struggling is a recipe for disaster.
Another bonus idea I gleaned is the concept of Challenging Assumed Constraints
It is very easy to see a roadblock in life and assume nothing can be done, and to assume we are powerless to proceed. Instead I should determine what I need to remediate the constraint, and then ask for it! Its one of those pieces of wisdom that is easy to see once it's laid bare, but will take practice to make automatic.
Recommended book, its a quick easy read and full of great info
Once again, concise, to the point, and full of good info that I didn't have to dig out.
There are two key ideas I took from this book:
I NEED Two of the most powerful words you can use. The book talks about this in two contexts.
Firstly, if you tell someone you NEED them to help you, they are more likely to try.
This is important as it is my responsibility to get the help, guidance, support, direction, feedback that I need by stating "I need X amount of time to discuss my needs (be specific!)." Don't ask if the target of my request is busy, everyone is busy. State what I need. This communicates that I have thought about what I need. And that this person can help me.
Secondly, when faced with a roadblock, problem, point of indecision, etc. Clearly discover what it is that I NEED to be successful and move forward. And ask for it. Simple on it's face, but powerful if you can start to implement it.
Upon deeper inspection a great deal of leadership and management scenarios can be improved through the discovery of the hidden needs you are not accounting for or fulfilling
The other key idea relates to the continuum of Competency and Commitment. As we seek to improve our abilities to perform a particular skill, or succeed in a new job, or improve our situations in general we progress through a series of stages defined by our general NEEDS for Direction and Support.
The book declares that when Competency is Low we need Direction from our Leaders, and when Commitment is Low we need Support. As we move through the continuum our levels of each change at each stage of development.
It is my responsibility to understand my development level, it varies across skills and responsibilities, and seek out what I need; Support, Direction, or both. Waiting around for people to notice you are struggling is a recipe for disaster.
Another bonus idea I gleaned is the concept of Challenging Assumed Constraints
It is very easy to see a roadblock in life and assume nothing can be done, and to assume we are powerless to proceed. Instead I should determine what I need to remediate the constraint, and then ask for it! Its one of those pieces of wisdom that is easy to see once it's laid bare, but will take practice to make automatic.
Recommended book, its a quick easy read and full of great info
March 29, 2014
A very quick few hour read. If you can make it through the contrived after school special you will get a few useful nuggets out if it.
May 9, 2011
The starting point for the leadership journey. You must be able to lead yourself before you can lead others.
February 13, 2011
"An Assumed Constraint Is A Belief You Have, Based On Past Experience, That Limits Your Current And Future Experiences(33, Blanchard et al.)"
"Acknowledging the power you have gives you a sense of control over your job and your choices (59, Blanchard et al.)"
"When Your Competence Is Low, You Need Direction; When Your Commitment Is Low, You Need Support (79, Blanchard et al.)"
"When Goals Work Out, It Is Usually Because You Instinctively Take The Initiative To Be A Self Leader And Get What You Need To Succeed (104, Blanchard et al.)"
Collaborate for Success (114, Blanchard et al.)"
"A Leader Is Anyone Who Can Give You the Support And Direction You Need To Achieve Your Goal (133, Blanchard et al.)"
"Self Leaders:
Challenge Assumed Constraints,
Celebrate Their Points of Power,
And Collaborate For Success.
(142, Blanchard et al.)"
Amazing, delightful, and wonderful piece of written art! Read the whole book as if the child within me was reading the whole time. Read it all in less than a day; this work is well done by a brilliant group of authors. Magical for me to say even though using the word magic is hard for who practises Roman Catholicism beliefs.
This is a book that has more value than many books put together in a very enjoyable fun read. Call me a crazy reader, however loving the idea of reading just got bigger. This is another beautiful publication worth reading.
For me, it was hard to go to sleep without finishing the whole story. Surely, this helps me in many ways and it showed me blind spots in my life.
Reminder to self that next time a similar feeling of quitting on your dreams; to read this book =)!
"Acknowledging the power you have gives you a sense of control over your job and your choices (59, Blanchard et al.)"
"When Your Competence Is Low, You Need Direction; When Your Commitment Is Low, You Need Support (79, Blanchard et al.)"
"When Goals Work Out, It Is Usually Because You Instinctively Take The Initiative To Be A Self Leader And Get What You Need To Succeed (104, Blanchard et al.)"
Collaborate for Success (114, Blanchard et al.)"
"A Leader Is Anyone Who Can Give You the Support And Direction You Need To Achieve Your Goal (133, Blanchard et al.)"
"Self Leaders:
Challenge Assumed Constraints,
Celebrate Their Points of Power,
And Collaborate For Success.
(142, Blanchard et al.)"
Amazing, delightful, and wonderful piece of written art! Read the whole book as if the child within me was reading the whole time. Read it all in less than a day; this work is well done by a brilliant group of authors. Magical for me to say even though using the word magic is hard for who practises Roman Catholicism beliefs.
This is a book that has more value than many books put together in a very enjoyable fun read. Call me a crazy reader, however loving the idea of reading just got bigger. This is another beautiful publication worth reading.
For me, it was hard to go to sleep without finishing the whole story. Surely, this helps me in many ways and it showed me blind spots in my life.
Reminder to self that next time a similar feeling of quitting on your dreams; to read this book =)!
December 22, 2020
I cannot believe how dreadful this book is. Self indulgent does not capture it.
This book is pseudo-spiritual. It assumes that if we can just self actualize, then we can lead.
I cannot believe how bad this is...
This book is pseudo-spiritual. It assumes that if we can just self actualize, then we can lead.
I cannot believe how bad this is...
February 25, 2022
I had to read this for a working seminar and my first thought was it was going to be a very boring management book. Turned out it was not boring at all and the basics and key things you need to learn were briefly brought to you incorporated in a fictional story.
I loved the few simple rules and guidance given with this short story. I can't say if this short story would make me instantly into a good manager but it's a start to improve your everyday activities by following some simple guidelines.
I loved the few simple rules and guidance given with this short story. I can't say if this short story would make me instantly into a good manager but it's a start to improve your everyday activities by following some simple guidelines.
September 4, 2017
Just another of those "Fuck, i should have read this 3 years ago" books for me. Fortunatelly at the company i work in we've had trainings based on Ken Blanchards methodology featured in this book. If you manage and aspire to lead- you should. It's a short one - i read it in one evening.
October 4, 2024
Just when i needed it most. A slim book with a lean, straight forward narrative imparting the skills to become an effective leader.
************-
"“Just like the magic,” Cayla interjected. “You loved magic when you were naïve and could suspend your disbelief. But now you are disillusioned by it, because you realize there’s a trick behind the magic.”"
"Empowerment Is Something
Someone Gives You.
Self Leadership
Is What You Do
To Make It Work."
"Ultimately, It’s In
Your Own Best
Interest To Accept
Responsibility
For Getting What
You Need
To Succeed In
The Workplace."
"An Assumed Constraint
Is A Belief You Have,
Based On Past Experience,
That Limits Your
Current And Future
Experiences."
"“Being able to read people is a gift—but the greater gift is to know your own mind.”"
"The First Trick of a Self Leader:
Challenge
Assumed
Constraints!"
"“Lord Acton wrote, ‘Power tends to corrupt, and absolute power corrupts absolutely.’"
"Don’t Buy Into
The Assumed Constraint
That Position Power
Is The Only Power
That Works."
"“I stand behind the counter
In a motorcycle store,
Sometimes I’m called a genius,
Sometimes I’m called much more.
Some questions are important;
Some questions aren’t, but oh, my Lord,
I’m supposed to be an Edison
Combined with Henry Ford.
I claim I’m no mechanic
But when the job goes sick,
The mechanic comes and asks me
What makes the darn thing tick.
But life would be a pleasure
And I’d grin from ear to ear
If the customer’d only tell me
The model, make, and year.”"
"“When people bring their bikes in here, it’s not as though they’re bringing their motorcycles to a service department. It’s more like they’re bringing a child to the emergency ward. Our wrenches—mechanics, as lay people call ’em—obviously have knowledge power. They are experts at fixing Harleys. But they’ve also got personal power—their ability to give assurance to people and make them feel comfortable with the work that needs to be done and the costs involved. Cayla helped everyone understand that their personal power helps balance their knowledge power. That combination has made us incredibly successful.”"
"The only way in which anyone can lead you is to restore to you the belief in your own guidance.
—Henry Miller"
"“The message is: Identify and recognize your points of power and cultivate them. But it is important to remember what Balthazar Gracian said, ‘The sole advantage of power is ability to do more good.’”"
"The Second Trick of Self Leadership:
Celebrate Your
Points of Power"
"First, what is your level of competence? Second, what is your level of commitment?"
"“I hope this helps clarify what I meant,” Cayla said. “When your competence is low, you need direction; when your commitment is low, you need support. If you can learn this, you’ll know what you need and what to ask for at each development level.”"
"There Is Magic
In Diagnosing Your
Development Level
And Getting The
Direction And Support
You Need To Achieve
Your Goal."
"The Third Trick of Self Leadership:
Collaborate
for Success!"
"Don’t put the request in the form of a question. In this case, playing Jeopardy! puts you in jeopardy.”"
"The Two Most
Powerful Words
To Collaborate
For Success Are:
“I NEED.”"
"“When you tell someone you want something, their first thought is usually, We all want things we can’t have. When you use the I need phrase, you’re coming from a position of strength. You’ve thought about what it’s going to take to succeed and are requesting a person’s help. It’s amazing, but human beings love to feel needed. They love to think they can help you. ‘I need’ is very compelling.”"
"A Leader Is
Anyone Who
Can Give You the
Support And Direction
You Need
To Achieve
Your Goal."
"Strategic approach first, then creative, then budgets and schedules. You went with what you knew, but in this case it took you in the wrong direction."
************-
"“Just like the magic,” Cayla interjected. “You loved magic when you were naïve and could suspend your disbelief. But now you are disillusioned by it, because you realize there’s a trick behind the magic.”"
"Empowerment Is Something
Someone Gives You.
Self Leadership
Is What You Do
To Make It Work."
"Ultimately, It’s In
Your Own Best
Interest To Accept
Responsibility
For Getting What
You Need
To Succeed In
The Workplace."
"An Assumed Constraint
Is A Belief You Have,
Based On Past Experience,
That Limits Your
Current And Future
Experiences."
"“Being able to read people is a gift—but the greater gift is to know your own mind.”"
"The First Trick of a Self Leader:
Challenge
Assumed
Constraints!"
"“Lord Acton wrote, ‘Power tends to corrupt, and absolute power corrupts absolutely.’"
"Don’t Buy Into
The Assumed Constraint
That Position Power
Is The Only Power
That Works."
"“I stand behind the counter
In a motorcycle store,
Sometimes I’m called a genius,
Sometimes I’m called much more.
Some questions are important;
Some questions aren’t, but oh, my Lord,
I’m supposed to be an Edison
Combined with Henry Ford.
I claim I’m no mechanic
But when the job goes sick,
The mechanic comes and asks me
What makes the darn thing tick.
But life would be a pleasure
And I’d grin from ear to ear
If the customer’d only tell me
The model, make, and year.”"
"“When people bring their bikes in here, it’s not as though they’re bringing their motorcycles to a service department. It’s more like they’re bringing a child to the emergency ward. Our wrenches—mechanics, as lay people call ’em—obviously have knowledge power. They are experts at fixing Harleys. But they’ve also got personal power—their ability to give assurance to people and make them feel comfortable with the work that needs to be done and the costs involved. Cayla helped everyone understand that their personal power helps balance their knowledge power. That combination has made us incredibly successful.”"
"The only way in which anyone can lead you is to restore to you the belief in your own guidance.
—Henry Miller"
"“The message is: Identify and recognize your points of power and cultivate them. But it is important to remember what Balthazar Gracian said, ‘The sole advantage of power is ability to do more good.’”"
"The Second Trick of Self Leadership:
Celebrate Your
Points of Power"
"First, what is your level of competence? Second, what is your level of commitment?"
"“I hope this helps clarify what I meant,” Cayla said. “When your competence is low, you need direction; when your commitment is low, you need support. If you can learn this, you’ll know what you need and what to ask for at each development level.”"
"There Is Magic
In Diagnosing Your
Development Level
And Getting The
Direction And Support
You Need To Achieve
Your Goal."
"The Third Trick of Self Leadership:
Collaborate
for Success!"
"Don’t put the request in the form of a question. In this case, playing Jeopardy! puts you in jeopardy.”"
"The Two Most
Powerful Words
To Collaborate
For Success Are:
“I NEED.”"
"“When you tell someone you want something, their first thought is usually, We all want things we can’t have. When you use the I need phrase, you’re coming from a position of strength. You’ve thought about what it’s going to take to succeed and are requesting a person’s help. It’s amazing, but human beings love to feel needed. They love to think they can help you. ‘I need’ is very compelling.”"
"A Leader Is
Anyone Who
Can Give You the
Support And Direction
You Need
To Achieve
Your Goal."
"Strategic approach first, then creative, then budgets and schedules. You went with what you knew, but in this case it took you in the wrong direction."
December 29, 2018
Concise framework for any person to achieve their goals. The book describes how to be a self leader and drive success no matter what challenges are getting faced.
I specifically liked classification of different cycles of powers, such as the knowledge, personal, relationship, task power and position powers.
Another great point was about four different learning stages that a person goes through. Those are determined by a level of competence and a level of commitment. First, development level 1 (D1) enthusiastic beginner: competence low, commitment high. Second, disillusioned learner D2: competence low, commitment low. Third, capable, but cautious performer D3: competence high, commitment varying. Forth, self-reliant achiever D4: competence high, commitment high.
Each of those stages are accompanied by the leadership styles that a mentor / manager should provide to a learning person. The styles consist of direction and support. When the competence is low one needs direction, when the commitment is low, one needs support. What is the difference? Directive behavior is hands on, it involves deciding, teaching, observing and providing frequent feedback. Supportive behavior is about listening, involving, facilitating and encouraging.
I recommend listening to the book as it is full of easy-to-listen stories that facilitate understanding of the leadership framework.
I specifically liked classification of different cycles of powers, such as the knowledge, personal, relationship, task power and position powers.
Another great point was about four different learning stages that a person goes through. Those are determined by a level of competence and a level of commitment. First, development level 1 (D1) enthusiastic beginner: competence low, commitment high. Second, disillusioned learner D2: competence low, commitment low. Third, capable, but cautious performer D3: competence high, commitment varying. Forth, self-reliant achiever D4: competence high, commitment high.
Each of those stages are accompanied by the leadership styles that a mentor / manager should provide to a learning person. The styles consist of direction and support. When the competence is low one needs direction, when the commitment is low, one needs support. What is the difference? Directive behavior is hands on, it involves deciding, teaching, observing and providing frequent feedback. Supportive behavior is about listening, involving, facilitating and encouraging.
I recommend listening to the book as it is full of easy-to-listen stories that facilitate understanding of the leadership framework.
December 19, 2022
Another great fable/read from Kenneth Blanchard.
Discusses the steps to improving your self-leadership.
I didn't write this after I listened so I'm going to have to relisten to get the details as I've forgotten some of the subtle hints, but because it's a 2 hour audio book it won't take long to relisten.
The primary princples as I remember them are:
1) Challenge what constrians your thinking
2) Understand what development level you are at for the task you are trying to take on and be responsible for getting help.
3) Understand your points of power and how to use them
Discusses the steps to improving your self-leadership.
I didn't write this after I listened so I'm going to have to relisten to get the details as I've forgotten some of the subtle hints, but because it's a 2 hour audio book it won't take long to relisten.
The primary princples as I remember them are:
1) Challenge what constrians your thinking
2) Understand what development level you are at for the task you are trying to take on and be responsible for getting help.
3) Understand your points of power and how to use them
Read
May 2, 2019"Perhaps your greatest assumed constraint is not realizing your own power" (55).
"Self leaders challenge assumed constraints, activate their points of power, and are proactive about getting what they need to succeed" (127).
"Self leaders challenge assumed constraints, activate their points of power, and are proactive about getting what they need to succeed" (127).
March 4, 2025
[Audiobook]
A quickly book, but nothing new for those who have read multiple business books. I recommend it for those starting their careers or new to people management.
But, If like me, you’ve already read a lot on the topic, you can skip it without guilt.
A quickly book, but nothing new for those who have read multiple business books. I recommend it for those starting their careers or new to people management.
But, If like me, you’ve already read a lot on the topic, you can skip it without guilt.
July 6, 2020
Quick read. The various points of power was a good concept to be reminded of.
March 5, 2022
Key takeaways:
1. Each person has different motivations. Since your boss couldn't read your mind, you should motivate yourself, instead of relying on your boss to do it for you.
2. Challenge your assume constraints. Just because it didn't work in the past does not mean it wouldn't work now.
3. Beside position power, there are also knowledge power, personal power, relationship power, and task power. Find out what type(s) of power you have in your current position.
4. "I Need" are two very powerful words.
5. Identify which stage of the Needs Model you are at. Are you Enthusiastic Beginner, Disillusioned Learner, Capable-but-Cautious Performer, or High Achiever.
6. If your level of Competence is low, you need someone who will give you Direction. If your level of Commitment is low, you need someone who will give you Support.
1. Each person has different motivations. Since your boss couldn't read your mind, you should motivate yourself, instead of relying on your boss to do it for you.
2. Challenge your assume constraints. Just because it didn't work in the past does not mean it wouldn't work now.
3. Beside position power, there are also knowledge power, personal power, relationship power, and task power. Find out what type(s) of power you have in your current position.
4. "I Need" are two very powerful words.
5. Identify which stage of the Needs Model you are at. Are you Enthusiastic Beginner, Disillusioned Learner, Capable-but-Cautious Performer, or High Achiever.
6. If your level of Competence is low, you need someone who will give you Direction. If your level of Commitment is low, you need someone who will give you Support.
This entire review has been hidden because of spoilers.
March 20, 2016
Easily read in a few hours, this book offers 3 guiding principles or "tricks" that can revolutionize a person's perspective and turn them into a skilled self-leader. Told in a narrative, "parable" form, the truths are meant to be absorbed as you follow the main character who is learning them as well.
While the counsel in the book is sound, and the stories help give flesh to the principles, the overall writing and storytelling is really elementary. I saw another reviewer call it "business fiction" a literary genre all its own that contains 2-dimensional characters, a pedantic, contrived, plodding plot, and a massive dose of unrealistic positive thinking philosophy. I think that about sums up the story. A true parable would have had a lot more depth, and not felt like a cardboard story existing merely as a vehicle for leadership tips.
That being said, I appreciate the brevity, and hope I can take to heart the wisdom shares in the principles and apply them to my life.
While the counsel in the book is sound, and the stories help give flesh to the principles, the overall writing and storytelling is really elementary. I saw another reviewer call it "business fiction" a literary genre all its own that contains 2-dimensional characters, a pedantic, contrived, plodding plot, and a massive dose of unrealistic positive thinking philosophy. I think that about sums up the story. A true parable would have had a lot more depth, and not felt like a cardboard story existing merely as a vehicle for leadership tips.
That being said, I appreciate the brevity, and hope I can take to heart the wisdom shares in the principles and apply them to my life.
November 20, 2024
Sức mạnh của vị giám đốc một phút by Kenneth H. Blanchard
Giới thiệu nội dung
Y tuởng chủ đạo của quyển sách chỉ gói trọn trong 1 câu: thực chất bạn có nhiều quyền lực hơn bạn nghĩ đẩy!
Tác giả Kenneth H. Blanchard - một trong những chuyên gia länh đạo có tẩm ånh huởng lớn nhất trên thế giới, là tác giả/đồng tác giả của 60 cuốn sách vởi tổng doanh số hơn 21 triệu bản. Tên ông được đưa vào Đại sảnh Danh vọng của Amazon (Amazon's Hall of Fame) với tư cách là một trong 25 tác giả bán chạy nhất mọi thời đại.
Tổng quan
Tin rằng bản thân có khả năng tự lãnh đạo là buớc đầu tiên để nhận trách nhiệm về minh. Hai tác giả đã làm rất tốt khi trong sách minh họa nhiều kiếu quyền lực khác nhau và người đọc có thể suy xét xem minh thuộc kiều quyển lực nào. Quan điểm này Vô cùng tân tiến và là cốt lõi của khả năng tự lãnh đạo.
Như câu trích dẫn "Đừng tin rằng một vị tri quyền lựC nào đó là quyển lực duy nhất trên đời. Đó chỉ là quy ước giả định mà thôi." Vị trí quyển lực là loại quyển lực dể thẩy nhất, và đây là quyển lực của những "Ông chử". Thế nhưng quyền lực này không là duy nhất mà còn rất nhiều kiều quyển lực khác.
Nội dung thứ 1: Các nhóm quyển lực cơ bản
- Quyển lực năng lực (Task power): khả năng làm điều mà ngưỜi khác không thể.
- Quyển lực Cá nhân (Personal power): khả năng khiến người khác tin tưởng mình.
- Quyền lực tri thức (Knowledge power): trở thành nguời nm được những thông tin mà người khác không biết.
- Quyền lực mối quan hệ (Relationshippower): chưa cản biết vấn để cụ thể là gi, chỉ cản biết ai là nguời có khả năng giải quyết việc đó là đả thẳng.
Bất kể vị tri của bạn là gi, đã làm qua bao nhiêu nhiệm kỳ hay kinh nghiệm nhiều it tói đâu, mỗi người đều sở hữu tiểm năng như nhau để kich hogt ít nhất một kiểu quyển lực, từ đó có thể tự lãnh đạo và hoàn thành tốt công việc của minh. Nhưng thuờng thi mại người không xác định được những
quyển hgn mình có, nên khi xảy ra vấn để, chẳng ai dám nhận trách nhiệm về minh mà cÚ đổ lỗi Xung quanh Có hai cÔ gái, một 11 tuổi và một 14 tuổi sau khi trở về từ trại hè đã quyết tâm thực hiện
dự án "đưa cơm từ thiện cho những người Vô gia cư". Hai đứa trẻ không có tiển, chúng cũng không biết lái xe, càng không thạo đời như những đứa trẻ đường phố khác. Chúng chỉ có duy nhất lòng quyết tâm. Chúng nhờ cha giúp đo. Chúng gọi đến những trung tâm cứu trợ cứu hộ. Kết quởả là ba bố con cũng tìm được cách để các tài xế đồng ý chở những suất ăn giao đến cho nguời ăn xin sống ở các góc phố. Câu chuyện sau đó được đưa vào một cuốn sách có tựa để "Chinh phục những việc gian nan" (Do hard things), và nhiều người trên khắp đất nuóc khi biết được dự án này đều muốn chung tay giúp đô. Đã có hàng ngàn suất ăn được trao cho nhiều người vô gia cu bỏi vì hai cô gái trẻ nhận ra minh có nhiểu quyển lực hơn Cả những hiểu biết của minh.
Nội dung thứ 2: Thách thức những råo cản giả định
"Huấn luyện viên xiếc nói rằng, họ có thể cột dây thừng vào chân một con voi nặng sáu tấn và con voi ấy sẽ không bao giờ tìm cách thoát ra." Cuốn sách thuật lại một câu chuyện về chú voi từ bé đã bị nguời huẩn luyện trong rạp xiếc buộc chân vào một sợi dây, nên sau này khi đã lớn, dù thứa sức mạnh để thoát ra, chú voi vẫn chịu khuất phục trước những sợi dây nhỏ bé hơn minh, bỏi vi suy nghĩ "không làm được" đã ăn sâu vào ý thức của chủ voi. Không biết câu chuyện này có thật hay chỉ là hư cấu, mà điểu này thực chất cũng không quan trọng. Điểu quan trọng là hóa ra chi với một niểm tin rằng mình không thể đã tổn tại từ lâu trong ý thức, ngay cả những con vật to lớn cũng từ chổi cơ hội cố găng.
Hầu hết sự thất bại trong khả năng tự lãnh đạo đến từ niểm tin rằng minh không thể. Chúng ta tự tạo ra những rào cản cho bản thân. Thử nghĩ về một tình huống thẩt bại nào đó của minh và điển phản còn thiếu vào câu "Tôi không thể bỏi vì..", có lẽ bạn sẽ ngộ ra những rào cản bạn đang mang là
gi. Nếu quan sát kỹ hơn những rào cản đó, bạn sẽ nhận ra một vài ci trong số đó đúng là như vậy, và sẽ cản vượt qua bảng những giải pháp thực tế. Thế nhưng, phẩn nhiều lại là những rào cản giả định. Tôi nghĩ rằng tôi không thể, thành ra tôi không cố gắng. Khả năng tự länh đạo phẩn nhiều được hình thành từ thái độ dám thách thức lại những rào cản giả định ấy.
Cách đơn giản nhất để thách thức những rào cản giả định là nhờ giúp đã. Tác giả cuốn sách khảng định, việc yêu cẩu giúp đỡ như một phép màu vậy. Con người ai cũng có mong muốn bản thân trở thành người quan trọng và có ich, bạn cũng thế mà đúng không? Vậy nên đừng ngần ngại "giúp đỡ" người khác thực hiện mong muốn của họ, đó cũng là giúp chính minh, và bạn sẽ bất ngờ về những gì minh nhận được.
Nội dung thứ 3: Chịu trách nhiệm với bản thân
Không phải lúc nào bạn cũng cản những thứ giống nhau, mà nó tùy vào thẩm quyền Và mức độ cam kết của bạn. Nếu thẩm quyễn còn tháp, bạn chắc chẳn sẽ cẩn được định hưởng nhiều hơn những người có thẩm quyển cao. Thế nhưng, vẫn có khả năng dù bạn có thẩm quyên cao nhung lại cản sự hổ trọ mới hoàn thành đợc dự án. Có nhiểu cuốn sách bàn về lãnh đạo theo tinh huống để cập đến khái niệm "Vị giám đốc một phút" và theo những phong cách khác nhau. Tuy vậy, khái niệm này sẽ hüu ích nhất khi bạn áp dụng nó cho chinh minh.
Nếu bạn chịu trách nhiệm cho năng suất làm việc của bản thân, bạn sẽ biết và thực sự biết thẩm quyển của minh đang ở đâu Và múc độ cam kết minh dành ra nhiều đến chừng nào. Không phải ai khác ngoài chính chúng ta mởi là ngưỜi hiểu rõ bản thân nhất.
Cuốn sách giải thích rất rỗ ràng về tim quan trọng của việc tự länh đạo. Ngoài ra, khi để cập thêm vào sách phong cách "länh đạo theo tinh huống" ("situational leadership"), tác giả cũng đã mỏ rộng "biên giới" của khái niệm tự lãnh đạo. Fonos hy vọng nội dung trong tóm tắt là một tham khảo hữu ích cho bạn.
19.11.2024
N
Giới thiệu nội dung
Y tuởng chủ đạo của quyển sách chỉ gói trọn trong 1 câu: thực chất bạn có nhiều quyền lực hơn bạn nghĩ đẩy!
Tác giả Kenneth H. Blanchard - một trong những chuyên gia länh đạo có tẩm ånh huởng lớn nhất trên thế giới, là tác giả/đồng tác giả của 60 cuốn sách vởi tổng doanh số hơn 21 triệu bản. Tên ông được đưa vào Đại sảnh Danh vọng của Amazon (Amazon's Hall of Fame) với tư cách là một trong 25 tác giả bán chạy nhất mọi thời đại.
Tổng quan
Tin rằng bản thân có khả năng tự lãnh đạo là buớc đầu tiên để nhận trách nhiệm về minh. Hai tác giả đã làm rất tốt khi trong sách minh họa nhiều kiếu quyền lực khác nhau và người đọc có thể suy xét xem minh thuộc kiều quyển lực nào. Quan điểm này Vô cùng tân tiến và là cốt lõi của khả năng tự lãnh đạo.
Như câu trích dẫn "Đừng tin rằng một vị tri quyền lựC nào đó là quyển lực duy nhất trên đời. Đó chỉ là quy ước giả định mà thôi." Vị trí quyển lực là loại quyển lực dể thẩy nhất, và đây là quyển lực của những "Ông chử". Thế nhưng quyền lực này không là duy nhất mà còn rất nhiều kiều quyển lực khác.
Nội dung thứ 1: Các nhóm quyển lực cơ bản
- Quyển lực năng lực (Task power): khả năng làm điều mà ngưỜi khác không thể.
- Quyển lực Cá nhân (Personal power): khả năng khiến người khác tin tưởng mình.
- Quyền lực tri thức (Knowledge power): trở thành nguời nm được những thông tin mà người khác không biết.
- Quyền lực mối quan hệ (Relationshippower): chưa cản biết vấn để cụ thể là gi, chỉ cản biết ai là nguời có khả năng giải quyết việc đó là đả thẳng.
Bất kể vị tri của bạn là gi, đã làm qua bao nhiêu nhiệm kỳ hay kinh nghiệm nhiều it tói đâu, mỗi người đều sở hữu tiểm năng như nhau để kich hogt ít nhất một kiểu quyển lực, từ đó có thể tự lãnh đạo và hoàn thành tốt công việc của minh. Nhưng thuờng thi mại người không xác định được những
quyển hgn mình có, nên khi xảy ra vấn để, chẳng ai dám nhận trách nhiệm về minh mà cÚ đổ lỗi Xung quanh Có hai cÔ gái, một 11 tuổi và một 14 tuổi sau khi trở về từ trại hè đã quyết tâm thực hiện
dự án "đưa cơm từ thiện cho những người Vô gia cư". Hai đứa trẻ không có tiển, chúng cũng không biết lái xe, càng không thạo đời như những đứa trẻ đường phố khác. Chúng chỉ có duy nhất lòng quyết tâm. Chúng nhờ cha giúp đo. Chúng gọi đến những trung tâm cứu trợ cứu hộ. Kết quởả là ba bố con cũng tìm được cách để các tài xế đồng ý chở những suất ăn giao đến cho nguời ăn xin sống ở các góc phố. Câu chuyện sau đó được đưa vào một cuốn sách có tựa để "Chinh phục những việc gian nan" (Do hard things), và nhiều người trên khắp đất nuóc khi biết được dự án này đều muốn chung tay giúp đô. Đã có hàng ngàn suất ăn được trao cho nhiều người vô gia cu bỏi vì hai cô gái trẻ nhận ra minh có nhiểu quyển lực hơn Cả những hiểu biết của minh.
Nội dung thứ 2: Thách thức những råo cản giả định
"Huấn luyện viên xiếc nói rằng, họ có thể cột dây thừng vào chân một con voi nặng sáu tấn và con voi ấy sẽ không bao giờ tìm cách thoát ra." Cuốn sách thuật lại một câu chuyện về chú voi từ bé đã bị nguời huẩn luyện trong rạp xiếc buộc chân vào một sợi dây, nên sau này khi đã lớn, dù thứa sức mạnh để thoát ra, chú voi vẫn chịu khuất phục trước những sợi dây nhỏ bé hơn minh, bỏi vi suy nghĩ "không làm được" đã ăn sâu vào ý thức của chủ voi. Không biết câu chuyện này có thật hay chỉ là hư cấu, mà điểu này thực chất cũng không quan trọng. Điểu quan trọng là hóa ra chi với một niểm tin rằng mình không thể đã tổn tại từ lâu trong ý thức, ngay cả những con vật to lớn cũng từ chổi cơ hội cố găng.
Hầu hết sự thất bại trong khả năng tự lãnh đạo đến từ niểm tin rằng minh không thể. Chúng ta tự tạo ra những rào cản cho bản thân. Thử nghĩ về một tình huống thẩt bại nào đó của minh và điển phản còn thiếu vào câu "Tôi không thể bỏi vì..", có lẽ bạn sẽ ngộ ra những rào cản bạn đang mang là
gi. Nếu quan sát kỹ hơn những rào cản đó, bạn sẽ nhận ra một vài ci trong số đó đúng là như vậy, và sẽ cản vượt qua bảng những giải pháp thực tế. Thế nhưng, phẩn nhiều lại là những rào cản giả định. Tôi nghĩ rằng tôi không thể, thành ra tôi không cố gắng. Khả năng tự länh đạo phẩn nhiều được hình thành từ thái độ dám thách thức lại những rào cản giả định ấy.
Cách đơn giản nhất để thách thức những rào cản giả định là nhờ giúp đã. Tác giả cuốn sách khảng định, việc yêu cẩu giúp đỡ như một phép màu vậy. Con người ai cũng có mong muốn bản thân trở thành người quan trọng và có ich, bạn cũng thế mà đúng không? Vậy nên đừng ngần ngại "giúp đỡ" người khác thực hiện mong muốn của họ, đó cũng là giúp chính minh, và bạn sẽ bất ngờ về những gì minh nhận được.
Nội dung thứ 3: Chịu trách nhiệm với bản thân
Không phải lúc nào bạn cũng cản những thứ giống nhau, mà nó tùy vào thẩm quyền Và mức độ cam kết của bạn. Nếu thẩm quyễn còn tháp, bạn chắc chẳn sẽ cẩn được định hưởng nhiều hơn những người có thẩm quyển cao. Thế nhưng, vẫn có khả năng dù bạn có thẩm quyên cao nhung lại cản sự hổ trọ mới hoàn thành đợc dự án. Có nhiểu cuốn sách bàn về lãnh đạo theo tinh huống để cập đến khái niệm "Vị giám đốc một phút" và theo những phong cách khác nhau. Tuy vậy, khái niệm này sẽ hüu ích nhất khi bạn áp dụng nó cho chinh minh.
Nếu bạn chịu trách nhiệm cho năng suất làm việc của bản thân, bạn sẽ biết và thực sự biết thẩm quyển của minh đang ở đâu Và múc độ cam kết minh dành ra nhiều đến chừng nào. Không phải ai khác ngoài chính chúng ta mởi là ngưỜi hiểu rõ bản thân nhất.
Cuốn sách giải thích rất rỗ ràng về tim quan trọng của việc tự länh đạo. Ngoài ra, khi để cập thêm vào sách phong cách "länh đạo theo tinh huống" ("situational leadership"), tác giả cũng đã mỏ rộng "biên giới" của khái niệm tự lãnh đạo. Fonos hy vọng nội dung trong tóm tắt là một tham khảo hữu ích cho bạn.
19.11.2024
N
November 13, 2020
This has some colorful diagrams that go along with what was taught in Leadership and the One Minute Manager. Somehow, the other parts of this book haven't quite caught my interest enough yet though. Maybe it's because I've read quite a few other books about "self-leadership" that I find more engaging and that I'm still working with.
One, for example, is The Seven Habits of Highly Effective People.
One, for example, is The Seven Habits of Highly Effective People.
May 1, 2022
A mentor recommended this to me. It's a short, fun and breezy read on achieving self mastery.
July 26, 2021
Self leadership is quite good. Especially in giving a blueprint for starting something new. Blanchard puts the advice in story form, and this is helpful. I could relate to Steve, and I rooted for him . This helped me see the principles in action. Good stuff.
Notes:
Hardback
Pity pot (13)
it is in my own best interest to take responsibility for getting what I need to succeed in my job (17)
An assumed constraint is a belief you have based on past experience, that limits your current and future experiences (33)
The sole advantage of power is the ability to do more good (62) – Balthazar Gracian
Perhaps your greatest weakness is not realizing your own power (64)
When your competence is low, you need direction; when your commitment is low, you need support (78)
Chapter 6: getting what you need (81)
Chapter 7: running together (95)
When goals work out, it is usually because you instinctively take the initiative to be a self leader and get what you need to succeed (1o4)
… Why some of our goals aren’t reached – because our assumed constraints defeat us (105)
The third trick of self leadership: collaborate for success (114)
Two most powerful words for getting cooperation : "I need" (119)
that's the problem with a dumb question. You get a dumb answer (121)
There are three types of dumb questions. One, when the answer is obvious. Two, when you're not willing to hear a certain response. Three, when you already know what you want to hear (122)
When you use the "I need" phrase, you're coming from a positive of strength (123)
Points of Power:
1. Challenge assumed constraints
2. Celebrate your points of power
3. Collaborate for success
A leader is anyone who can give you the support and direction you need to reach your goal (133)
Chapter 9: One Minute Magic (136)
Notes:
Hardback
Pity pot (13)
it is in my own best interest to take responsibility for getting what I need to succeed in my job (17)
An assumed constraint is a belief you have based on past experience, that limits your current and future experiences (33)
The sole advantage of power is the ability to do more good (62) – Balthazar Gracian
Perhaps your greatest weakness is not realizing your own power (64)
When your competence is low, you need direction; when your commitment is low, you need support (78)
Chapter 6: getting what you need (81)
Chapter 7: running together (95)
When goals work out, it is usually because you instinctively take the initiative to be a self leader and get what you need to succeed (1o4)
… Why some of our goals aren’t reached – because our assumed constraints defeat us (105)
The third trick of self leadership: collaborate for success (114)
Two most powerful words for getting cooperation : "I need" (119)
that's the problem with a dumb question. You get a dumb answer (121)
There are three types of dumb questions. One, when the answer is obvious. Two, when you're not willing to hear a certain response. Three, when you already know what you want to hear (122)
When you use the "I need" phrase, you're coming from a positive of strength (123)
Points of Power:
1. Challenge assumed constraints
2. Celebrate your points of power
3. Collaborate for success
A leader is anyone who can give you the support and direction you need to reach your goal (133)
Chapter 9: One Minute Magic (136)
February 7, 2022
Quick, anecdotal book on self-leadership. I think this book does a great job of whetting the appetite and teaching you core principles that you can choose to continue learning about.
My take-aways:
1. the 5 points of power we possess (relationship power, knowledge power, task power, personal power, position power). three “tricks” of self-leadership:
2. Acknowledge and challenge assumed constraints. An assumed constraint is a belief that limits your experience. Most common constraint is not realizing our own power.
--- I got the below summary from a blog referenced below ---
3. Be proactive! Get what you need to succeed! The two most powerful words to get what you need to success are, “I NEED”. When you use the “I need” phrase, you are coming from a position of strength.
4. The Development Continuum is a model of four stages people usually experience when they are learning to master something. For each development level, the model provides a corresponding leadership style to provide you with the appropriate amount of direction and/or support you need. For example, when your competence is low, you need direction. When your commitment is low, you need support.
Reference: https://coramdeotheblog.com/workandle...
My take-aways:
1. the 5 points of power we possess (relationship power, knowledge power, task power, personal power, position power). three “tricks” of self-leadership:
2. Acknowledge and challenge assumed constraints. An assumed constraint is a belief that limits your experience. Most common constraint is not realizing our own power.
--- I got the below summary from a blog referenced below ---
3. Be proactive! Get what you need to succeed! The two most powerful words to get what you need to success are, “I NEED”. When you use the “I need” phrase, you are coming from a position of strength.
4. The Development Continuum is a model of four stages people usually experience when they are learning to master something. For each development level, the model provides a corresponding leadership style to provide you with the appropriate amount of direction and/or support you need. For example, when your competence is low, you need direction. When your commitment is low, you need support.
Reference: https://coramdeotheblog.com/workandle...
October 12, 2017
I have read other books in the One Minute Manager series and found them to be clear, engaging, and useful to help people understand some of the most basic leadership skills and attributes. I have also read other works by Susan Fowler and thoroughly enjoy her writing style, perspective on leadership, and general approach to sharing what she knows.
How nice is that that I get the very best of both in this new title?:)
The narrative style, which is not my favorite reading and learning style, works well in this book and makes for quick reading. I found myself drawn into the story more than I had expected. The leadership strategies and concepts shared are an interesting blend of some relatively old ideas (Situational Leadership) and some newer concepts (the Development levels and Assumed Constraints), which together provide a solid framework on which the newer leader should base their learning journey.
Bonus: A neat analogy using running to illustrate self-leadership in the middle of the book rang particularly true for me, since I used to run and could easily relate to both the analogy and the underlying ideas.
Well worth the price and a few hours of your time.
How nice is that that I get the very best of both in this new title?:)
The narrative style, which is not my favorite reading and learning style, works well in this book and makes for quick reading. I found myself drawn into the story more than I had expected. The leadership strategies and concepts shared are an interesting blend of some relatively old ideas (Situational Leadership) and some newer concepts (the Development levels and Assumed Constraints), which together provide a solid framework on which the newer leader should base their learning journey.
Bonus: A neat analogy using running to illustrate self-leadership in the middle of the book rang particularly true for me, since I used to run and could easily relate to both the analogy and the underlying ideas.
Well worth the price and a few hours of your time.
October 21, 2019
Rate: 4.5
There is one fact that every leader must understand: If a leader can’t lead him/herself effectively, everything else in the leader’s life will be a struggle. Self-leadership comes first. Some of the toughest challenges you face as a leader, I think, come from the way you lead yourself. You may assume them come from someone or something else when you actually need to look at yourself as the source.
Ken Blanchard writes, “Today it’s imperative that people become self-leaders – individuals capable of setting priorities, taking initiative, and solving problems independently.” Yes, you need to become a leader who is a proactive contributor and not just a reactive order-taker. In today’s fast-changing world, self-leaders are all the more important - and that's why this book is important.
To read my full review of "Self-Leadership and the One Minute Manager: Gain the Mindset and Skillset for Getting What You Need to Succeed" (2018, Revised Edition), CLICK HERE: https://www.richardangelus.me/2019/03...
There is one fact that every leader must understand: If a leader can’t lead him/herself effectively, everything else in the leader’s life will be a struggle. Self-leadership comes first. Some of the toughest challenges you face as a leader, I think, come from the way you lead yourself. You may assume them come from someone or something else when you actually need to look at yourself as the source.
Ken Blanchard writes, “Today it’s imperative that people become self-leaders – individuals capable of setting priorities, taking initiative, and solving problems independently.” Yes, you need to become a leader who is a proactive contributor and not just a reactive order-taker. In today’s fast-changing world, self-leaders are all the more important - and that's why this book is important.
To read my full review of "Self-Leadership and the One Minute Manager: Gain the Mindset and Skillset for Getting What You Need to Succeed" (2018, Revised Edition), CLICK HERE: https://www.richardangelus.me/2019/03...
December 18, 2017
I never read such self-help books. Not sure how this book came to be in my collection (I am giving it away now).
Concepts this book talks about is something anyone in middle management will be familiar with.
1. We all have different motivation at work. eg, rewards, opportunity, money, security etc
2. Empowerment is something sometime gives you. Self leadership is what you do to make it work. that is, don't whine about not getting support from boss or team letting you down.
3. Take responsibility to get what you need at work.
4. An assumed constraint is a belief you have based on past experience that limits your current and future experience. (Elephant thinking)
5. Position power is not the only power that works.
6. Diagnose yourself where you are in the development continuum (Competency and Commitment).
7. Based on where you are in the development continuum, you need matching leadership styles (S1 to S4) in terms of direction and support. (The Needs Model)
8. Collaborate
Concepts this book talks about is something anyone in middle management will be familiar with.
1. We all have different motivation at work. eg, rewards, opportunity, money, security etc
2. Empowerment is something sometime gives you. Self leadership is what you do to make it work. that is, don't whine about not getting support from boss or team letting you down.
3. Take responsibility to get what you need at work.
4. An assumed constraint is a belief you have based on past experience that limits your current and future experience. (Elephant thinking)
5. Position power is not the only power that works.
6. Diagnose yourself where you are in the development continuum (Competency and Commitment).
7. Based on where you are in the development continuum, you need matching leadership styles (S1 to S4) in terms of direction and support. (The Needs Model)
8. Collaborate
April 22, 2020
Charmingly cheesy, this book provides a valuable framework for working through the challenges of learning anything new:
- reevaluating assumed constraints and accepting that you have to ask for what you want
- identifying the support you need depending on whether you lack competence (you need direction and feedback) or confidence (you need encouragement)
- using the different types of power you have at hand (relational, task, knowledge, personal, etc.) to get the support you need (by saying 'I need')
- and leveraging that support to move through the different stages of learning (enthusiastic beginner, disillusioned learner, cautious performer, self-reliant achiever)
The story-style delivery is corny but works well to illustrate how the otherwise textbook framework can be applied in real life.
- reevaluating assumed constraints and accepting that you have to ask for what you want
- identifying the support you need depending on whether you lack competence (you need direction and feedback) or confidence (you need encouragement)
- using the different types of power you have at hand (relational, task, knowledge, personal, etc.) to get the support you need (by saying 'I need')
- and leveraging that support to move through the different stages of learning (enthusiastic beginner, disillusioned learner, cautious performer, self-reliant achiever)
The story-style delivery is corny but works well to illustrate how the otherwise textbook framework can be applied in real life.
May 30, 2021
This was an interesting read with some excellent principles. The principles are told through story, which I find interesting sometimes but in this case I would have appreciated a little less story. To each their own.
Overall, I'd recommend it. There are two aspects that concern me:
1. This book can be misused/abused by management. A leader/manager could hand this book (or a printout of its principles) to an employee and utilize it as a "get out of jail free card." e.g., if my employee fails it is because they were not a good self-leader, it had nothing to do with my leadership/management of them.
2. The reality of life, imho, is much more gritty and painful than that chronicled here. Like many things in life it is, "easier said than done."
With those two qualifications, I'd still recommend it as valuable read. Anyone have a better alternative?
Overall, I'd recommend it. There are two aspects that concern me:
1. This book can be misused/abused by management. A leader/manager could hand this book (or a printout of its principles) to an employee and utilize it as a "get out of jail free card." e.g., if my employee fails it is because they were not a good self-leader, it had nothing to do with my leadership/management of them.
2. The reality of life, imho, is much more gritty and painful than that chronicled here. Like many things in life it is, "easier said than done."
With those two qualifications, I'd still recommend it as valuable read. Anyone have a better alternative?
January 22, 2023
A little corny compared to Blanchard's other books I've read but it has some good lessons and concepts for those hearing this kind of info for the first time. Some of it hearkens to 7 Habits by Covey as well as the skill/will model of performance measurement. Here are some specific things I noted:
Take accountability and ownership of what you need to learn and have to be successful. Don’t assume that your leader can read your mind. You are responsible for your own motivation. Challenge incorrect assumptions about yourself. Good analogy of a baby elephant being chained so that it won’t stray away and it stays that way even as it grows into adulthood and remains chained even though it can pull the chain out anytime. Recognize your points of power. Diagnose yourself. When your competence is low, you need direction. When your commitment is low, you need support.
Take accountability and ownership of what you need to learn and have to be successful. Don’t assume that your leader can read your mind. You are responsible for your own motivation. Challenge incorrect assumptions about yourself. Good analogy of a baby elephant being chained so that it won’t stray away and it stays that way even as it grows into adulthood and remains chained even though it can pull the chain out anytime. Recognize your points of power. Diagnose yourself. When your competence is low, you need direction. When your commitment is low, you need support.
January 19, 2026
Self Leadership is another interesting and informative book by Ken Blanchard and his One Minute Manager team. This book is all about taking responsibility for our own competence and knowing when we need support and when we need direction.
The parabolic story illustrates this process by peering into the life of a marketing account manager who, though given greater responsibility, relies on past skills without recognizing the need to "up his game" in certain areas in accordance with new demands and expectations. Through the help of a mysterious magician, our protagonist learns the lessons, moves comfortably into his new role, and begins to mentor others.
Like Hallmark Christmas movies, it follows a repeatable and familiar formula for this series of books, but it works and is satisfying. More importantly, it rewards readers with yet another useful tool for their professional tool belt. A quick and helpful read.
The parabolic story illustrates this process by peering into the life of a marketing account manager who, though given greater responsibility, relies on past skills without recognizing the need to "up his game" in certain areas in accordance with new demands and expectations. Through the help of a mysterious magician, our protagonist learns the lessons, moves comfortably into his new role, and begins to mentor others.
Like Hallmark Christmas movies, it follows a repeatable and familiar formula for this series of books, but it works and is satisfying. More importantly, it rewards readers with yet another useful tool for their professional tool belt. A quick and helpful read.
November 27, 2023
This book was so cheesy it needed to come with a box of lactaid to go with it. It was recommended to be by someone at work, so I'm not sure I would have picked it otherwise. I do think there were some helpful lessons in here, that easily could have fit into a pamphlet, vs a drawn-out metaphor with a magician/life coach. The idea of self-leadership, which is really a convoluted way of saying ownership, is one that I'm fully on board with, and I think the idea of points of power was quite interesting, and something I hadn't thought of before. I still have no idea what the "one minute manager is" however, and again, I don't think too much here is groundbreaking, but thankfully it was pretty short, and the cheesy story did make it easy to digest.
August 22, 2018
Cuốn sách nằm trong bộ sách về Vị giám đốc một phút mà công ty mình đưa vào chương trình đào tạo cho đội ngũ nhân viên. Trước đây, mình ít khi đọc những sách về thể loại này. Tuy nhiên, sau khi nghe các thầy (cũng chính là các lãnh đạo của mình) giảng và đọc, ngẫm nghĩ sâu hơn về cuốn sách, mình rút ra rất nhiều điều bổ ích. Cuốn sách viết rất dễ đọc, lồng ghép kiến thức vào 1 câu chuyện nhẹ nhàng và mở ra cho người đọc những bí quyết tuyệt vời để thành công.
Cuốn sách thực sự rất có ích và thiết thực. Hi vọng mình sẽ áp dụng được những bí quyết tuyệt vời này vào con đường sự nghiệp của mình.
Cuốn sách thực sự rất có ích và thiết thực. Hi vọng mình sẽ áp dụng được những bí quyết tuyệt vời này vào con đường sự nghiệp của mình.
May 21, 2019
This reads very hokey with such a storybook feel to it, though it is roleplaying to do so so I can't fault it too much.o That said I didn't really get any great insight until the latter half, specifically regarding the use of "I need" in place of questions. I definitely saw myself in the reflection of the habit to pose needs as a request, so I'm excited to try this a bit more.
Other than that I think I'll have growing value from the concepts of the learning stages 1-4 and would like to do a better job of identifying for myself when I'm in what stage when working on specific projects or skills.
Not bad, not great, but it's quick so that's appreciated.
Other than that I think I'll have growing value from the concepts of the learning stages 1-4 and would like to do a better job of identifying for myself when I'm in what stage when working on specific projects or skills.
Not bad, not great, but it's quick so that's appreciated.
Displaying 1 - 30 of 156 reviews