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In 60 Seconds... T


he narrative of T e New One Minute Manager by Ken Blanchard and Spencer Johnson is that a young and apparently eager person has

been searching the globe for a progressive and eff ective supervisor. T en once the unnamed protaganist fi nds said leader, he’d soak up all the lessons and wisdom and move forward. T e protagonist fi nds that boss and gets

face-to-face meetings with him and three of his work- ers. T at’s when the protagonist hears the three secrets to being a One Minute Manager: • One Minute Goals • One Minute Praisings • One Minute Re-Directs Before we get into the meat of the book and whether it has value, I must provide a word of warn- ing. If you’re looking for an involved and detailed read, this isn’t it. T e edition I have is a fl imsy 93 pages with large type. Some pages aren’t completely fi lled and others are just sayings. I didn’t offi cially time myself, but I’d be shocked if it took me more than 90 minutes to read. In fact, I probably could have gotten away with grabbing it off the shelf at my local bookstore, buying a coff ee and scone and read- ing it on a comfy couch at said store, then returning the book to the shelf and leaving. Alas, I didn’t do that. Anyway, for a quick and breezy read, the book will be a valuable addition to my library. It made me think about the supervisors I’ve had and the tricks and tactics they’ve used to get the most out of me. Of the three “secrets,” the one that got my mind going the most was the One Minute Re-Direct. T is is basically what happens when an employee messes up and speaks to their boss. T e tactic written about in the book feels surprisingly natural and obvious, and seems like one a lot of younger employees could respond to. T e book itself is an adaption of T e One Minute

Manager. Published in 1982, the original had many of the same thoughts and ideas. One key diff erence is that the new version’s One Minute Re-Directs is a revi- sion of the original’s One Minute Reprimands. As the authors wrote, this was an update to keep up with the times, knowing that what worked in the early 1980s wouldn’t necessarily work now. And they’re right. Per- sonally, I would much rather go through a Re-Direct with one of my supervisors than a Reprimand. In general,T e New One Minute Manager lives up to what it promises. T e solutions seem easy to execute and feel obvious and intuitive at the same time. T e characters in the book are relatable, and the writing style is easy and accessible. And you won’t need much time to read it.


Relevance to Metalcasters Technical Diffi culty Self-Help Fluff Profi t Booster

It’s ironic that most companies spend so much of their money on people’s salaries, and yet they spend only a small fraction of their budget to develop people. In fact, most companies spend more time and money on maintaining their buildings, technology, and equipment than they do on developing people.

Metalcasters’ Translation: Many in the metalcasting industry are looking to improve

how they relate to their staff s. As the industry tries to bring new workers into the fold, that will also force people to communicate diff erently and in a more contemporary way.

May 2017 MODERN CASTING | 53

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