As a manager—or a parent, coach, or any other kind of leader—you want to get rid of bad behavior but keep the good person. To do this, you must give feedback frequently—this goes for catching people doing things right as well as noticing mistakes or poor performance. It makes no sense for a manager to store up observations of poor behavior and present them all at once at the end of a project or during a performance review. Not only would this be frustrating for the manager, it would also put the person receiving the feedback on the defensive.
Re-directing behavior as soon as possible allows the manager to deal with one behavior at a time. It also allows the other person to focus on constructive feedback and how to correct the problem, instead of being overwhelmed with information about numerous mistakes or misbehaviors that happened long ago.
For the manager, the most important part of the re-direct is remembering to build people up, not tear them down. Confirm the facts, review the goal, and explain specifically how the behavior didn’t support the goal. End the re-direct with a praising: this lets the person know they are better than their mistake. A re-direct should never be perceived as a personal attack. You want the person to be aware of and concerned about what they did, not feel mistreated.
Like all of the Three Secrets Spencer Johnson and I share in our book, The New One Minute Manager, the One Minute Re-Direct takes about a minute and can be a great learning moment for both the manager and the direct report. It allows them to refocus on the goal and work together to strategize how to align performance with the desired outcome. Working collaboratively also improves the relationship by building trust and improving communication.
One Minute Re-Directs are the perfect way to provide feedback and coach people to peak performance. Remember, the best minute of the day is the one you invest in your people.
One of the things people seem to be most interested in about The New One Minute Manager® is the modern version of the Third Secret: One Minute Re-Directs. Spencer Johnson and I realized that One Minute Reprimands worked years ago when you needed to change behavior in a command-and-control management environment, but today working side by side with people gets better results. When everyone is constantly learning and re-learning new skills The One Minute Re-Direct is more gentle and caring than a reprimand, and that’s what makes it so powerful.
My friend Erwin McManus has a wonderful saying: “Don’t let the truth run faster than love.” This applies so well when re-directing behavior. When someone makes a mistake you need to tell the truth so you can change the behavior—but make sure you do it in a caring way. Also assume the best intentions. The best way to do this is to talk to your direct report about what you observed to make sure their goals were clear to them at the time. If you both determine that the goals were clear, next check out the facts leading up to the re-direction to make sure you both agree on what happened. Discuss the impact of the behavior, and then reaffirm the person in a way that is meaningful. Let the person know they are better than their mistake and you have confidence and trust in them.
Garry Ridge, CEO of WD-40 Company, states it this way: “It’s important to maintain the balance between being tenderhearted and task oriented.” As a leader you must be able to re-direct behavior to keep people on the right track while also respecting their dignity. Remember—when you share feedback it is never about you or the other person; it is about the behavior. A leader’s job is to constantly help people be the best they can be.
I hope you find this information helpful the next time you need to re-direct someone’s behavior. You’ll encourage them to improve performance while letting them know how much you support their success.
To learn more about The New One Minute Manager, visit the book homepage where you can download the first chapter.