ONE MINUTE MANAGER

							                          ONE MINUTE MANAGER
      There are three main attributes in order to be a professional situation
leader, which are:
   FLEXIBILITY.
   DIAGNOSIS.
   CONTRACTING FOR LEADERSHIP STYLE.


                  THERE ARE FOUR LEADERSHIP STYLES
             1. DIRECTING                2. COACHING
             3. SUPPORTING               4.DELEGATING
                             FIRST: DIRECTING
     The term DIRECTING can be defined as a manager being able to
conduct people correctly and efficiently through explaining to them:
     What to do.
     When to do.
     Where to do.
     How to do a specific task.
    Thus, in order to do so, a manager will need to implement certain
managerial skills, some of which include:
                                   STRUCTURE
In which a manager builds a structure of employees that will help him in
implementing his goals and objectives.


                                   CONTROL
Here, the manager controls every process and every task personally because
he is the only person in-charge and is responsible for the results.
                                   SUPERVISE
The last skill needed is for the manager to supervise the employees to assure
that everything is being done, as it should be.


                           SECOND : COACHING


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      The process of COACHING can be defined as the practice of increasing
supportive behavior. To move from DIRECTING to SUPPORTING a
manager has to increase the amount of supportive behavior, but it happens
that people begin to learn how to support themselves, and thus, they move
directly to supportive behavior in which the amount given by the manager
decreases.


                            THIRD: SUPPORTING
       A supportive behavior can be defined as developing personal
relationships. It is characterized by neutral trust and respect, and it extends
to such issues as:
     Listen to your associates.
     Support them.
     Encourage them.
     Facilitate their missions.
              CHARACTERISTICS OF SUPPORTIVE BEHAVIOR
                                    PRAISE
This process involves that a manager has the ability to reward employees for
outstanding performance.
                                    LISTEN
In this process the manager carefully listens to employees to identify their
problems and other barriers.
                                   FACILITATE
In which a manager seeks every way to simplify the tasks required from
employees, so that they can perform them efficiently.


                           FOURTH: DELEGATING
      The process of DELEGATING takes place when the manager has
complete confidence in his staff’s ability to take responsibility, and at the
same time, the staff members have self-confidence in their skills to perform
the required duties effectively.
      DELEGATING happens when the leader is charged with some duties,
then he removes it to his staff members to be fully implemented by them
including the responsibility of any mistakes.

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                    THE DECISION MAKING PROCESS
      In the decision making process, the leader first directs the decision by
himself, then as he moves from directing to coaching, the amount of
followers’ involvement increases, but he is still the responsible. In the third
phase the ball is in the followers’ court as they support themselves and have
the decision making abilities. In delegating, they are really decision-makers
involving the process of taking proper decisions and implementing them.




              THE CHARACTRISTICS OF LEADERSHIP STYLES


      DIRECTING                                  COACHING
              S1                                              S2
           High Directive                            High Directive
           Low Supportive                          High Supportive




    DELEGATING                        SUPPORTING
         S4                                             S3
         Low Supportive                             High Supportive
    Low Directive                              Low Directive


      Directing is characterized by giving orders then receiving feedback,
therefore, orders should be (1) clear, (2) specific, (3) precise, and (4) concise.
      The leader is also responsible when giving orders to show (1) what to
do, (2) when to do, (3) where to do, and (4) how to do, on the basis that the
follower will firmly execute these orders.
     In Coaching you tell people what to do, but you also listen to them,
you support them, because you are still in-charge. In other words:

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           Finding Roles & Listening to People Open Communication
      As for Supporting, a leader should listen, support and be with the
other person. Followers should understand the goals of the company, how
to implement it, how they fit in, and how they benefit from the company.
     In Delegating you are assigning very important tasks to your
subordinates based on your experience of their potentials.




         ONE VERY IMPORTANT RULE IS THAT THERE IS NO BEST
                        LEADERSHIP STYLE
                BUT ALL IS BASED ON THE SITUATION


                        PART II          DIAGNOSIS
      Diagnosis means that you use the proper management style in what
situation? OR it is matching the appropriate leadership style with the
development levels. Thus you should think first before acting following this
sequence:
READY                           AIM                    FIRE (EXECUTE)
         Based on the previous steps, you should always remember that:
                  WHEN YOU GO SLOW, YOU GO FASTER
      Here, it is important to note that people performance depends mainly
on 2 aspects, which are their competence and their commitment.
                                COMPETENCE



       KNOWLEDGE                                EXPERIENCE
    You know what the job is.            You know what you are doing.


                       COMMITMENT




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     CONFIDENCE                                    MOTIVATION
   You are assured that
You have the enthusiasm
You can do the job Well-done.
And interest to do the job.




                         DEVELOPMENT LEVELS
     Based on the previously mentioned aspects of people performance, it
can be broken down into the following development levels:


            D1                                               D2
  Low Competence                            Some Competence
 High Commitment                            Low Commitment
They are all excited but they        they have some experience to
Do not know what to do                        the
                                 job but their
                                   skills are
                                Not tremendous
       They are called                             They are called
    Enthusiastic Beginners                        disillusion learners




            D4                                            D3
  High Competence                       High Competence
 High Commitment                    Variable Commitment
You can let them run with the          they have all skills necessary but
            ball                       variable
                 commitment that varies
                              from time to time



     FROM THE PREVIOUSLY MENTIONED DEVELOPMENT LEVELS,



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           A LEADER SHOULD DEAL WITH EACH ONE OF THEM
                       SPARATELY USING:
                      ONE PROPER LEASERSHIP STYLE



                      MATCHING LEADERSHIP STYLES
                       WITH DEVELOPMENT LEVELS
     You should remember that the relationship between leadership styles and
     development levels is that the leader provides for the follower what the
                     follower can not provide for himself.
                                  S1 =       D1
    AS THE FOLLOWERS WILL CERTAINLY NEED DIRECTION FROM
     THEIR LEADER ON EVERY STEP BEFORE IMPLEMENTATION


                                  S2 =       D2
    IN THIS STEP COACHING IS THE BEST STYLE SINCE FOLLOWERS
     WILL SEEK DIRECTION PLUS SUPPORTING FROM THE LEADER



                                  S3 =       D3
     HERE THE FOLLOWERS NEED SOMEBODY TO LISTEN TO THEM
     AND WHICH CAN MAKE THEM CONFIDENT AND MOTIVATED


                                S4       =   D4
      IN THIS FINAL STAGE, ALL THE FOLLOWERS NEED IS TO BE
    DELEGATED SINCE A LEADER CAN REALLY LET THEM RUN WITH
                            THE BALL


       BUT WHAT HAPPENS IF YOU DON’T MATCH DEVELOPMENT
                 LEVEL WITH LEADERSHIP STYLE
                    In This Case MISMATCHES Happen
There are two types of mismatches, which are:
     OVERSUPERVISION                              UNDERSUPERVISION

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In which a leader gives people                 In which a leader turns over
more than they really need.                     responsibility to people    who are n


      THE RESULT                                     THE RESULT
Followers want you off their backs             insufficient performance
         SO                                              SO



                                   FAILURE
    ONE IMPORTANT FACT REGARDING THESE TWO MISMATCHES IS
                           THAT:


                  IF YOU OVERSUPERVISE YOUR PEOPLE:
                       YOU ARE FRUSTRATING THEM
                 IF YOU UNDERSUPERVISE YOUR PEOPLE:
                     YOU ARE FRUSTRATING YOURSELF
     REMEMBER: when under supervision is done, all you have to do is to get
                   back to coaching and then redirect.


PART III CONTRACTING FOR LEADERSHIP STYLE:
     As a definition CONTRACTING can be defined as Agreeing with
people and how you are going to operate them in a way that helps them to
win.
            THIS PHASE STARTS WITH CLEAR GOAL SETTING
       When Setting Goals, You Need To Be Sure That The Performance
                       Standard Is Clear. Therefore:
       IF YOU CAN NOT MEASURE IT, YOU CAN NOT MANAGE IT.
                             THE GOLDEN RULE
              HE WHO HAS THE GOALS, WHO SETS THE RULES
       THERE ARE SOME ROUND GOALS, SUCH AS QUALITY, SERVICE,
      SAFETY, AND OTHER KINDS OF THINGS, IN WHICH THE GOLDEN
                        RULE IS A NECESSITY.

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      In contracting, you sit with people and analyze their development
levels, therefore, they have to be aware of situational leadership.


                       TRAINING TO BE A WINNER
      In order to be a winner trainer or leader, you have to follow 5 main
steps, whose are:
    1. TELL your followers what to do and the major area of
      responsibility.
    2. SHOW them what to do, this means the performance standard.
    3. LET THEM TRY. But not all alone.
    4. OBSERVE performance. But do not disappear.
    5. PRAISE progress.


                  CONTRACTING INCLUDES 4 STEPS
    1. Agree on goals, first separately, then come together with your
      followers to make sure that you agree on key performance areas
      and performance standards.
    2. Agree on Developing, Commitment, and Competence of the
      person in each goal and objective.
    3. Agree on leadership style.
    4. Do not get stuck with one leadership style you agreed upon.


To put it all together, remember that:


     GOOD PERFORMANCE IS A JOURNEY, NOT A DISTINATION
                                THEREFORE
     FOR A MANAGER, IT IS IMPORTANT NOT WHAT HAPPENS
     WHEN HE IS THERE, BUT WHAT HAPPENS WHEN HE IS NOT
                            THERE




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