The young man meets Paul in his office. Paul is as enthusiastic about the Manager’s leadership as Teresa was. He explains how the Manager works closely with him whenever he is learning a new project or responsibility but eventually “trusts” Paul to progress independently. Paul introduces “One Minute Praisings,” which is a style of feedback given from the Manager to point out an employee’s areas of strength (25). The Manager observes Paul closely and looks at data of his progress, praising Paul whenever he excels. He tries to catch Paul “doing something right” (28).

The young man is baffled by this, so Paul assures him that the One Minute Manager is concerned with letting others know when they are doing something correct to reinforce their work ethic. When the Manager acknowledges you—rather than constantly correcting your mistakes—it feels good. To give a One Minute Praising, the Manager does it shortly after a task is completed (instead of waiting until a monthly review); he specifies exactly what was done right; and he is consistent with his praising. After Paul masters a task, the Manager becomes less involved, but Paul’s “confidence” fuels him to work hard.