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Managing is done minute to minute in a series of conversations. Goal Setting Praising Redirecting Wrapping Up The Four Core Conversations

Learn the Four Core Conversations effective managers have with their people MANAGEMENT ESSENTIALS from Develop the mind-set and skill set of the new one minute manager Help people reach their full potential by increasing the quality of your conversations

Today I will Learn the Four Core Conversations Learn the Four Essential Skills Practice the Conversations and Skills 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 2

Getting Started Take a few minutes to record some real-world situations you will be addressing in the session today. If you are a manager, think about different members of your team as you respond to the items below. If you are not yet a manager, think of what you might address with a coworker. 1. Goal Setting Conversation: Record a new goal you want to get one of your people started on. 3. Redirecting Conversation: Record someone s behavior or action that you feel isn t on track with the goal. 2. Praising Conversation: Record a behavior or action you observed from that person or someone else that is worthy of recognition. 4. Wrapping Up Conversation: Record a goal, project, or milestone that someone has recently completed. 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 3

Life as a Manager When individual contributors become managers, they face some jarring and important differences in their work life. Different Focus What goals do managers focus on? Different Relationships How might your work relationships change when you are promoted? Different Impact What are you recognized for? What broader and deeper impact do managers have? 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 4

Your Transition 1. What are, or were, your greatest concerns about becoming a manager for the first time? 2. What were the surprises you encountered when you made the transition into management? If you aren t currently managing others, what do you think will be an adjustment when you first have direct reports? 3. What do you know now that you wish you d known then? When moving from individual contributor to manager, a new mind-set and skill set are required. 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 5

The Promotion What did you see that indicates changes in Gabriella s focus, relationships, and impact? What are some ideas to help transition to the mind-set of a manager? 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 6

The Four Core Conversations Goal Setting Performance planning Praising Redirecting Day-to-day coaching Wrapping Up Reviewing and evaluating To succeed sooner, managers must be both results oriented and people oriented. The New One Minute Manager by Ken Blanchard and Spencer Johnson 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 8

The Challenge What was life like for Ravi and Sarah with Tyler as their manager? What does Gabriella need to do differently? 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 9

The Four Essential Skills These skills are useful in every conversation and are essential to the Four Core Conversations. Listen to Learn Listen with the intent of being influenced. Be present Focus on what the other person is saying Respond so others feel heard and valued Inquire for Insight Ask questions that draw out insights and ideas from the other person. Ask open-ended questions Focus on moving forward, not on the past Use what and how rather than why Tell Your Truth Share relevant information. Be brave, honest, and respectful Be open to other perspectives Avoid blame or judgment as you focus on forward movement Express Confidence Build self-assurance and enthusiasm. Highlight relevant qualities or skills Cite previous successes Offer support as needed 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 10

Being Present and Focused What type of listener are you? When you are listening to someone else, notice the thoughts going through your head. When I listen I... A. Want to give advice B. Want to grill them with questions C. Want to talk about myself and similar experiences I had D. Think about what I m going to say E. Lose track of what they were saying and think about other things F. Listen with the intent of understanding and being open to being influenced 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 11

Listen to Learn Listen with the intent of being influenced Be present Focus on what the other person is saying Listen to Learn Respond so others feel heard and valued What will help you listen with the intent of being influenced? Listen more than you talk. Listen more than is comfortable. Listen more than you already do. Scott Blanchard and Madeleine Homan 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 12

Inquire for Insight Ask questions that draw out insights and ideas Ask open-ended questions Focus on moving forward, not on the past Inquire for Insight Use what and how questions rather than why What How Where Who When Which 90% 9% 1% Can you Do you Is it Will you Have you Don t you Why? 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 13

Tell Your Truth Share relevant information Be brave, honest, and respectful Be open to other perspectives Tell Your Truth Avoid blame or judgment as you focus on forward movement What keeps you from sharing honestly what s needed, when it s needed? What will help you to Tell Your Truth honestly when someone needs to change? Feedback is a gift. Ken Blanchard 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 14

Express Confidence Build self-assurance and enthusiasm Highlight relevant qualities or skills Cite previous successes Express Confidence Offer support as needed People who feel good about themselves produce good results! The New One Minute Manager by Ken Blanchard and Spencer Johnson 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 15

Putting the Skills to Work When having a Core Conversation, remember the first minute matters most. Plan before you speak Be clear in your intentions Be careful with your tone of voice and body language For important conversations, have thoughtful answers in mind for a variety of responses Goal Setting Praising Redirecting Wrapping Up 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 16

Goal Setting Conversations Purpose To have a dialogue that focuses the person on exactly what needs to be done and by when. This starts the process of setting the person up for success, growth, and development. The goal becomes the center of other core conversations. Characteristics Goal Setting At the beginning of a project or goal Clear and compelling goals Written down and reviewed frequently Goals begin behaviors. The New One Minute Manager by Ken Blanchard and Spencer Johnson 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 17

The Best Goals The Best Goals Are Clear and Compelling Clear What exactly is the goal or task? What does a good job look like? By when does the goal or task need to be accomplished? How will progress and results be measured and tracked? Have we written down the goal so we can review it? Compelling Have we discussed the goal? Does the individual know I want to help them succeed? Is the goal or task meaningful for the individual? Will working on this goal add or drain energy? Is the goal within the individual s control? Is the goal or task aligned with organizational and work team goals? Have I listened to the individual s response to the goal? Do I know what concerns, if any, the individual has about the goal? What else is important to remember about goal setting? 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 18

Goal Setting Videos A Goal Setting Conversation Is the goal clear? Is the goal compelling? What was the impact? Another Goal Setting Conversation What is Ravi s goal? What is the impact of this conversation? What do you find useful from these videos as you think of goal setting conversations you have had or need to have? 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 19

Your Goal Setting Conversation Review your Getting Started worksheet Write your goal from the worksheet here. Rewrite your goal to make it clearer, if needed. Goal Setting At the beginning of the project or goal Clear and compelling goals Written down and reviewed frequently Record the feedback you received to make your goal even stronger. 7 11 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 20

Goal Setting Conversations Guide Before Plan Be clear about the goal and how to present it What is the purpose of this conversation? What is my intent? What do I know about the person? What information might I be missing? Connect Greet the person and set a positive tone Link the goal to the person s strengths, interests, and capabilities During Focus and Discuss Review Introduce the goal Get feedback to refine the goal Identify steps to make progress on the goal Say honestly and bravely what needs to be said Document the goal before leaving the meeting Clarify next steps and plan check-ins Express confidence After Reflect Learn from the conversation How useful was this conversation? What did I learn that can be used moving forward? What do I think this person will say about this conversation at dinner tonight? 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 21

Praising Conversations Purpose To help people understand which specific behaviors are helping to achieve the goal, why their actions matter, and that their efforts were noticed and appreciated. Praising conversations reinforce good behaviors and support stronger relationships beyond the goal. Characteristics Praising Immediate and incremental Specific about the behavior Reflection encouraged Catch people doing something right! The New One Minute Manager by Ken Blanchard and Spencer Johnson 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 22

A Praising Conversation What did or did not work? What is the impact of this praising? People who feel good about themselves produce good results. The New One Minute Manager by Ken Blanchard and Spencer Johnson 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 23

Praising Ravi Ravi s Case Study Ravi created a list of ten possible names for the new tea product. The names not only were descriptive of the product but also fit the branding and naming conventions of the company. All the names he delivered to Gabriella had first been tested by focus groups. Ravi included a report on each name with pros and cons as well as tester feedback comments. Rescript a Praising Conversation for Ravi. 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 24

Another Praising Conversation What was similar or different between your script and the video? What is the impact of a positive praising conversation? As you think of praising conversations you need to have, what will you do differently because of what you have learned? 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 25

Your Praising Conversation Praising Immediate and incremental Specific about the behavior Reflection encouraged Record feedback from your partner to make it better: 12 15 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 26

Praising Conversations Guide Before Plan What is the goal? Identify the positive behaviors as specifically as possible. Consider: What is the purpose of this conversation? What is my intent? What do I know about the person? Connect Greet the person and set a positive tone Communicate the praising in as much detail as possible During Focus and Discuss Review Discuss how the behavior is helping to achieve the goal Encourage the person to reflect on the accomplishment Express confidence and encourage continued good work After Reflect Learn from the conversation How useful was this conversation? What did I learn that can be used moving forward? What do I think this person will say about this conversation at dinner tonight? 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 27

Redirecting Conversations Purpose To guide people toward their goals by identifying the specific behaviors that are out of alignment with the goal and what the impact is, and reinforcing that the manager wants the person to succeed. With redirecting conversations, the first minute matters most. Take time to plan! Characteristics Redirecting Immediate and incremental Specific about behaviors Honest and kind What else is important when having a redirecting conversation? 16 19 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 28

A Redirecting Conversation What didn t you like about this conversation? What was the impact? Help people reach their goals by catching missteps early. Tell them when they need to adjust their course. Ken Blanchard 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 29

Redirecting Ravi Ravi s Case Study When Ravi asked Sarah to start the design work on the tea rollout, he didn t expect Gabriella to be unhappy. He wanted to get started, even though the names hadn t cleared, nor was there a winner from the AB testing. Rescript Gabriella s Redirecting Conversation using the conversation guide. Redirecting Immediate and incremental Specific about behaviors Honest and kind 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 30

Redirecting Conversations Guide What is the goal? Be as specific as possible about the off-track behavior Before Plan What is the purpose of this conversation? What is my intent? What do I know about the person? What information might I be missing? During Review Focus and Discuss Connect Greet the person and set an appropriate tone Reclarify the goal Share an observation about a behavior or result that you d like to change Ask for the person s perspective or confirmation be sure to listen to learn! Encourage reflection on impact and solutions Communicate honestly what needs to be different and gain agreement be willing to tell your truth Ask for a review of next steps and actions Pay attention to and ask about verbal and nonverbal responses Express confidence Learn from the conversation After Reflect How useful was this conversation? What did I learn that can be used moving forward? What do I think this person will say about this conversation at dinner tonight? 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 31

Another Redirecting Conversation What was similar or different between your script and the video? What is the impact of this Redirecting Conversation? What was missing? 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 32

The best minute I spend is the one I invest in my people. The New One Minute Manager by Ken Blanchard and Spencer Johnson 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 33

Redirecting Role Plays #1 Role Play A Frustration with timeliness of time sheets You are the manager. You have been told by Finance that your employee has been late tracking their time over the last two months. When people submit their time tracking late, it creates confusion and affects the bottom line. Your employee knows that the goal is to submit their time by the second working day of the month. It takes about 20 to 30 minutes to enter the time in the system. Your employee was late again this month. It s time once more to talk about this goal. Redirecting Immediate and incremental Specific about behaviors Role Play B Customer service You are the manager. You have a new hire who is going to be very good Honest and kind at his job. One of his goals is to be helpful and calm, even on challenging calls. Earlier today, on one of his calls, you heard him as he was abrupt and disrespectful. He ended by saying he would have to get back to the customer when he could. That is not the way your service center operates. Each call is handled at the time it comes in. You didn t have the chance to address it at the time, but you want to address it now. Role Play C Helping others is the priority You are the employee. You have had several requests for your time due to two new hires who needed additional help with the machines. This is part of your responsibility, as is servicing the machines. You have continued to service the machines, but you thought that helping the new hires was more important than doing the service reports. Since there has not been any downtime with the machines, you didn t think the service records were needed. Role Play D My way is better You are the employee. You know the approach that the company wants, but it has not worked for you. You have met or exceeded your quota all year, so your approach clearly is working. You do not think the company s approach is better, although you know it is expected. 16 19 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 34

Redirecting Role Plays #2 Role Play A Competing priorities You are the employee. You have been busy coordinating a new project for the past three months. You re nearing your deadline and are busy with final arrangements so that everything is perfect for the new project. Yes, Finance called and requested your time sheet again but it can wait until you get your other work done. Role Play B Unhappy customers You are the employee. You really want to keep your new job; however, you were not expecting the number of difficult customers. Earlier today you were supposed to take a break, but you answered one more call. The person was angry and started yelling. You did not know what to do, so you said you would call her back. Redirecting Immediate and incremental Specific about behaviors Honest and kind Role Play C Maintaining service records in a timely way You are the manager. While inspecting the machine shop, you notice that the service records on several of the machines are out of date. The goal is to keep the machines serviced and in good working order. This is important for safety and production. You and your employee have discussed that one of his or her goals is maintaining the machines and the service records. You know it can be done because the last person in the same role was able to keep up with it. Role Play D Sales approach You are the sales manager. Your company has an approach to sales that everyone is expected to use. You are riding with one of your sales associates now. When you were in the last meeting, she did something that was not part of the approach. She didn t ask enough questions and started talking about solutions before hearing all of the information. Yes, she made the sale, but her approach has to be addressed. 16 19 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 36

Your Redirecting Conversation Think about a redirecting conversation from your Getting Started worksheet that you need to conduct. Write the situation below, including the outcome(s) you want. Think about what you want to say, especially the first minute, and how you ll say it. Script how you ll approach the conversation: Redirecting Immediate and incremental Specific about behaviors Honest and kind Feedback from your partner to set the conversation up for success: 16 19 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 38

Wrapping Up Conversations Purpose To keep people energized, inspire engagement, and promote development by honoring the work that s been done. Wrapping Up Conversations recognize what s been learned and address anything that s lingering. Characteristics Wrapping Up At the end of projects or goals Results and accomplishments are celebrated Learning acknowledged If you re not learning, you re not growing. Learn from what went well and what went wrong. 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 40

Useful or Useless Wrapping Up Conversations A Wrapping Up Conversation What worked or didn t work? How will this affect Ravi s and Sarah s performance on the next project? What is the impact when accomplishments and learning aren t acknowledged? Another Wrapping Up Conversation What worked or didn t work? How will this affect Ravi s and Sarah s performance on the next project? What is the impact when accomplishments and learning aren t acknowledged? What did you find useful from these videos as you think of wrapping up conversations you have had or need to have? 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 41

Your Wrapping Up Conversation Wrapping Up At the end of projects or goals Results and accomplishments are celebrated Learning acknowledged Feedback from your partner 20 23 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 42

Wrapping Up Conversations Guide Before Plan Be aware when the goal, task, or project is complete. Consider: What was the goal, task, or project? What is the purpose of this conversation? What do I know about the person? What would best bring closure? How can this conversation be encouraging and inspiring for future goals? During Review Focus and Discuss Connect Express appreciation Ask how the person feels about the goal or project Discuss the results and impact collaboratively Ask about key learnings or areas for improvement (the purpose is to accelerate learning, not to make the person wrong). For example: What did you think went well? What did you learn from doing this project? What could you do differently next time? What could I have done differently? How can our team benefit from what s happened and what s been learned? Express confidence for this and future goals After Reflect Learn from the conversation How useful was this conversation? What did I learn that can be used moving forward? What do I think this person will say about this conversation at dinner tonight? 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 43

Manager as Topic of Dinner Table Conversations As a manager, and as the topic of dinner conversations, what do you want said about you? 2016 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # EL2034 V070116 44

AUTHORS Scott Blanchard Ken Blanchard Linda Miller CONTENT CONTRIBUTORS Spencer Johnson Madeleine Homan Blanchard PRODUCT DEVELOPER Gary Onstad PRODUCTION ARTISTS Vanessa Gagos Kara Meredith Melanie Willrodt EDITORS/PROOFREADERS D Andra La Pierre Sharon Hermann PROJECT MANAGER Jim Diehl Environmental Statement The Ken Blanchard Companies strives to conserve natural resources by minimizing consumption of resources and energy, reducing emissions, and increasing awareness so that future generations will inherit a healthy, sustainable planet. Copyright Global Headquarters 125 State Place Escondido, CA 92029 USA From anywhere: +1 760.489.5005 Within the US: 800.728.6000 Fax: +1 760.489.8407 For a list of our offices worldwide, visit www.kenblanchard.com These materials have been designed to develop specific knowledge and skills and have been thoroughly tested to ensure their effectiveness. They represent the intellectual property of The Ken Blanchard Companies and are protected under international copyright law. These materials may not be reproduced in whole or in part in any form without the prior written permission of The Ken Blanchard Companies. One Minute Manager is a registered trademark of The Ken Blanchard Companies. The :01 image is a registered trademark of Candle Communications, Inc. Copyright 2016 by The Ken Blanchard Companies. All rights reserved. Do not duplicate.