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Ken Blanchard is an American author, speaker, and business consultant. He is respected for his lifetime of groundbreaking research and thought leadership that has influenced the day-to-day management and leadership of people and companies throughout the world. His iconic 1982 classic, The One Minute Manager, has sold more than 13 million copies and remains on bestseller lists today. His extensive writing career includes over 60 published books, most of which are co-authored.

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Spencer Johnson was an American physician and author who co-authored the One Minute Manager. He is often referred to as one of the best in taking complex subjects and presenting simple solutions that work. His brief books contain valuable insights and practical tools that millions of people use to enjoy more happiness and success with less stress.

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The One Minute Manager is a fable that teaches three techniques for effective management: one-minute goals, one-minute praising, and one-minute reprimands. The story begins with a young man who is looking for an effective manager because he wants to work for one and become one himself. On his search, this young man meets someone who calls himself the one minute manager. He calls himself that because he has managed and coached the people in his company to get big results in very little time. The one minute manager then invites the young man to talk to three of the employees he manages so the young man can learn the three secrets of a one minute manager.

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He first meets Mr. Trenell who introduces one-minute goal setting:
1. Agree on your goals
2. See what good behavior looks like
3. Write out each of your goals on a single sheet of paper using less than 250 words.
4. Read and re-read each goal, which requires only a minute or so each time you do it.
5. Take a minute every once in a while out of your day to look at your performance, and
6. See whether or not your behavior matches your goals

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Next, the young man meets Mr. Levy who introduces one-minute praising:
1. Tell the people up front that you are going to let them know how they are doing.
2. Praise people immediately.
3. Tell people what they did right - be specific.
4. Tell people how good you feel about what they did right, and how it helps the organization and the other people who work there.
5. Stop for a moment of silence to let them "feel" how good you feel.
6. Encourage them to do more of the same.
7. Shake hands or touch people in a way that makes it clear that you support their success in the organization.

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The young man learns the last secret when he meets Ms. Brown who introduces him to the one-minute reprimand:
1. Tell people beforehand that you are going to let them know how they are doing and in no uncertain terms.

the first half of the reprimand:
2. Reprimand people immediately.
3. Tell people what they did wrong - be specific.
4. Tell people how you feel about what they did wrong - and in no uncertain terms.
5. Stop for a few seconds of uncomfortable silence to let them feel how you feel.

the second half of the reprimand:
6. Shake hands, or touch them in a way that lets them know you are honestly on their side.
7. Remind them how much you value them.
8. Reaffirm that you think well of them but not of their performance in this situation.
9. Realize that when the reprimand is over, it's over.