The New One Minute Manager (Scribd digital edition) is a business manager’s leadership guide. Though originally published as a best seller in 1982, the authors—Ken Blanchard, PhD and Spencer Johnson, MD—released an updated version of the text for contemporary times in 2015, incorporating philosophies that reflect modern trends and techniques for today’s business leadership. Considered influential figures in business and management, the co-authors wrote the story as a fictional parable (a short and simple tale that imparts a moral lesson), which invites readers to follow a young man’s path as he seeks out the Three Secrets in excellent leadership—known as One Minute Management. The story is told from a third-person omniscient perspective, tracing the young man’s journey, struggles, and successes.

The narrative begins with the primary character, referred to only as “the young man,” who is on a worldwide search for exceptional managers in various business settings, meeting managers who fall into two categories: “results-oriented” or “people-oriented.” This dichotomy is stark, as one group of leaders uses tough, unapologetically direct tactics that stifle the creativity and comfort of employees but yield the desired results. On the other hand, another cohort of leaders are friendly and warm, prioritizing the happiness of their employees but often at the expense of the most profitable goals. The young man feels discouraged, seeing flaws in both rigid approaches. He continues his search until he befriends a renowned leader—known simply as “the Manager”—who welcomes the young man to his office.

From there, the Manager adopts him as a student, leading him through a series of lessons and employees who teach him about the Three Secrets to One Minute Management—a leadership style that the Manager uses to lead with successful results and employee satisfaction. From the onset, it’s clear the Manager is invested in his employees and encourages and inspires while instilling discipline and motivation. He has more free time than one would expect for a business leader in his position—meeting with his team on Wednesday mornings, then allowing them to work independently from his micromanagement for the rest of the time—and the young man is intrigued by his aura. Inquisitively, he probes the Manager’s leadership philosophy further, until the Manager decides to give the young man a list of employees to speak with.

From there, the story is divided into three major categories of One Minute Management: 1) One Minute Goals; 2) One Minute Praisings; 3) One Minute Re-Directs. The chapters represent teachings from each area, demonstrated and explained by a series of three employees who outline the process for the young man. For example, the first employee we meet—Teresa—shares her experience working with the Manager in setting One Minute Goals. She breaks down what it involves, how it works, and why it is effective. Then, the young man summarizes each lesson with several bullet points. This process and discussions continue throughout the book, interrupted only by an occasional chapter in which the young man visits another department or the Manager, each time deepening his understanding about the elements and effectiveness of the Three Secrets.

Though initially incredulous, the young man eventually becomes a believer, seeing ample evidence from each employee he meets on how useful the Three Secrets are for the company. Once he gathers enough information on each part of One Minute Management, he returns to the Manager to ask him about the underlying truths and secrets for his success. The Manager—candid, humble, and willing to share his tactics—details why and how each Secret functions to generate success for employees, whom he believes simply need to be valued and developed into “winners.” With careful observation, specific and immediate support, re-direction when needed, and genuine care for their success and well-being, the Manager builds a system of productive workers who thrive with satisfaction.

The parable ends with the young man learning so much about being a New One Minute Manager that he becomes one. Embodying the collaborative spirit and One Minute Secrets of the Manager, the young man (at this point referenced as the “New One Minute Manager”) goes on to lead his department to success, replicating his mentor’s fulfillment. The closing chapters briefly overview how he applies the principles he was taught to convert his employees into believers and beneficiaries of One Minute Management.