Coaching practices for The One Minute Manager Three Practices That Still Work at Work

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Does this sound like the set of challenges you might be facing?

• My whole attention as a manager is tuned to what’s broken
• My check-ins with people are rare and long, and by the time we sit down so much has piled up that the meeting feels heavy and high-stakes
• When someone does something genuinely great I tend to file it away to mention at their review, and by the time it comes around it’s gone cold and vague
• I keep getting frustrated that people aren’t hitting the bar
• My team and I keep ending up at cross purposes

Practices that may help

1. The One Minute Manager: Three Practices That Still Work
   Blanchard and Johnson’s One Minute Manager distills management to three practices: one-minute goals (clear, written, short), one-minute praisings (specific, immediate, genuine), and one-minute reprimands (immediate, behavior-specific, followed by reaffirmation). The framework is a 1982 practitioner classic, not a clinical protocol, but the mechanisms — specificity in feedback, timeliness, and the separation of behavior from character — are supported by decades of subsequent research in reinforcement and feedback theory.
2. Catch people doing things right
   Most management attention goes to problems — systematically noticing good work is both rarer and more powerful.
   The One Minute Manager: Three Practices That Still Work
3. Use brief, frequent touch-points rather than long, rare meetings
   Frequent short feedback loops beat rare long reviews because the gap between behavior and feedback is what determines whether feedback changes anything.
   The One Minute Manager: Three Practices That Still Work
4. One-minute praisings: specific, immediate, genuine
   Praise that names the exact behavior immediately after it occurs reinforces that behavior far more effectively than delayed or generic recognition.
   The One Minute Manager: Three Practices That Still Work
5. Agree in advance on what good performance looks like
   Performance conversations go badly because the standard was never made explicit — the reprimand is the first time it is stated.
   The One Minute Manager: Three Practices That Still Work
6. One-minute goals: write them short enough to re-read in a minute
   A goal that cannot be stated on a single page is too vague to be evaluated or acted on.
   The One Minute Manager: Three Practices That Still Work
7. Apply three good things to work contexts specifically
   Use the exercise to rewire what you notice about your work day — contribution, competence, and collaboration.
   Three Good Things: The Evidence-Based Gratitude Practice
8. The Rule of Three for Productivity, Made Practical
   Chris Bailey’s Rule of Three is a simple planning practice: at the start of each day (and week), identify three outcomes you want to achieve — not a task list, but specific results. It is a practitioner system with no formal trials; its value comes from forcing a distinction between tasks and outcomes and reducing the cognitive overhead of open-ended planning. The number three is a heuristic aligned with working-memory research, not a precisely studied threshold.
9. Tony Robbins’ Core Practices
   Tony Robbins’ method centers on deliberately managing your internal state — through priming, physiology, language, and focus — so that better decisions and actions follow. The practices range from well-supported (gratitude, slow breathing, mental rehearsal) to mechanistically plausible but thinly studied (incantations).
10. Habit 3: Put first things first
    Prioritize important-but-not-urgent work over the merely urgent — live in Quadrant II.
    The 7 Habits of Highly Effective People, Made Practical

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