Nurturing
KEN BLANCHARD Manager
PROFESSIONAL (adjective) relating to work that needs special training or education
LEADER (noun) a person in control of a group, country, or situation
© Cambridge University Press
PROFESSIONAL
LEADER
PUBLISHER
Nicholas Hill Academy Ltd
The Mount 72 Paris St Exeter, Devon EX1 2JY, England United Kingdom
FOUNDER,
+44 (0) 345 678 9900 hello@nicholashillacademy.com www.nicholashill.com
AUTHOR, EDITOR
Nicholas Conor Hill FCMI FIoL FIC
ABOUT PROFESSIONAL LEADER MAGAZINE
Launched in 2018, Professional Leader Magazine is the freeof-charge biannual digital publication that helps you influence output, growth, change, and culture. Each issue features Nicholas Hill’s unabridged exclusive interviews with internationally recognised thought leaders. Every 80+ page publication contains 100% human-generated content and boasts a current readership of 18,000+ professionals and 5000+ active readers.
For two years, the world’s foremost event management company, Success Resources Inc, responsible for the speaking events of Richard Branson, Alan Sugar, Duncan Bannatyne, and Anthony Robbins, endorsed and used Professional Leader Magazine to promote its international events.
ABOUT NICHOLAS HILL ACADEMY LTD
Established in 1996, Nicholas Hill Academy Ltd offers resultsdriven leadership, management, and sales training courses using the latest technologies, strategies, and time-tested fundamentals. We channel three decades of research, experience, and resources into each of our business solutions to help you maximise your performance and achieve your ambitious goals.
COPYRIGHT
Magazine articles, Nicholas Hill Principles, and Nicholas Hill Laughs quotations copyright © Nicholas Conor Hill, UK, 19962025. Magazine layout and design, front cover design copyright © Nicholas Hill Academy Ltd, 2018-2025. All rights reserved. Reproduction or resale in whole or in part by any means without written permission of the publisher is strictly forbidden. Additional photographs and illustrations used under license with copyright © Dreamstime, Shutterstock, and Fotolia.
DISCLAIMER
Nicholas Hill Academy Ltd, its employees, and associates are not liable for any third party advertised product or content. We have taken reasonable care to ensure that all information contained within this publication is accurate at the time of production. The reader accepts full responsibility for the practise of any advice contained within this publication and fully indemnifies the publisher against any direct loss or consequential loss resulting from adherence to any said advice.
Nicholas Hill’s
KEN BLANCHARD PART 1: Introducing The New One-Minute Manager
32 PAGE
12 PAGE 22 PAGE
KEN BLANCHARD PART 3: Embracing The Power of Servant Leadership
52 PAGE
KEN BLANCHARD PART 5: Meeting Outrageously High Targets
KEN BLANCHARD PART 2: Empowering Teams Through Feedback
42 PAGE
KEN BLANCHARD PART 4: Nurturing High-Impact Team Performance
62 PAGE
KEN BLANCHARD PART 6: Super-Charging Team Motivation
KEN BLANCHARD PART 7:
Applying Different Strokes for Different Folks
KEN BLANCHARD PART 9:
The Key Ingredients for New Mindset
3-4-2 ON OPEN COURSES: VOUCHER VALUE £895
KEN BLANCHARD PART 8:
Leading Like Jesus of Nazareth
KEN BLANCHARD PART 10: Praising Ken Blanchard
IN-HOUSE TRAINING: VOUCHER VALUE £800
OVERVIEW
A certified master coach trainer with 29 years of experience in end-to-end original design and delivery of results-driven instructor-led courses. Subjects include leadership, management, sales, and customer service. Training is classroombased, via live video conferencing or blended learning. Worked with over 700 corporations and SMEs in over 300 industries as well as government and non-profit sectors. Skyrocketed team performance by 234%, efficiency by 136%, productivity by 104%, net profit by 44%. Achieved a 4.8-star rating on Find Courses from 2638 online reviews.
EDITOR PROFILE
NICHOLAS C. HILL
FCMI FIoL FIC
Certified Master Coach Trainer of Leadership, Management, and Sales
SPECIALITY
The Mount, 72 Paris St, Exeter, Devon, EX1 2JY, England, UK International Delivery +44 (0) 345 678 9900
hello@nicholashillacademy.com
www.nicholashill.com
Body Language , Burnout Recovery, Change Management, Cognitive Psychology, Communicative Grammar , Conflict Management, Consultative Selling, Crisis Management, Customer Service, Delegation, Design Thinking, Difficult People Management, Emotional Intelligence, Equality and Diversity Management, Finance for Non-Financial Managers, Human Resources for Non-HR Managers, Innovation and Creativity, Leadership Coaching, Leadership Confidence, Leadership Psychometrics, Leadership Styles, Negotiation, Neurodiversity Management, Neuro-Linguistic Programming, Operations Management, Organisational Planning, Organisational Stress Management, Performance Management, Persuasive Communication, Presentations, Product Management, Project Management, Sales and Customer Service, Sales Coaching, Sales Communication, Sales Negotiation, Sales Presentations, Self-Leadership, Stress Management, Supply Chain Management, Team Leadership, Team Management, Technical Writing, Time Management, Train The Trainer.
CLIENTS
TECHNICAL SKILLS
• Leadership & Management Training
• Sales & Customer Service Training
• Executive Coaching & Mentoring
• Occupational Therapy & Mental Health
• Boardroom & Conference Facilitation
• Training Course R&D
• Training Course Workbook Authoring
• Training Course Design & Tailoring
ADMINISTRATIVE SKILLS
• Learning & Development Strategy
• Skills Diagnostic Assessments
• Post-Course Feedback & ROI Analysis
• Business Operations & Administration
• Project Management & Implementation
• E-Learning & Blended Content
• Team Leadership & Recruitment
• Sales, Marketing, Account Management
• CRM, Xero, MS Office, Adobe Suite
KEY RESPONSIBILITIES
1-2-1 training courses for senior management delegates
London-based open training courses for senior, middle, and FLMs
in-house training courses for corporations and SMEs
in-house ‘bite-size’ workshops for corporations and SMEs
FOUNDER
&
Professional Leader Magazine Issue 15
EDITOR
NICHOLAS HILL
FCMI • FIoL • FIC
In this inspiring conversation, international bestselling author Ken Blanchard and I discuss his timeless lessons to help you become an effective One Minute Manager in your workplace.
In Part 1, you discover why the three secrets from The One Minute Manager still deliver results in today's demanding workplace three decades later.
In Part 2, you learn to shift from reprimanding to redirecting, transforming feedback into a constructive dialogue that empowers rather than criticises.
In Part 3, you explore servant leadership as your path to results and fulfilment, reversing ideologies and embracing humility to inspire deep commitment.
In Part 4, you see how combining performance planning, daily coaching, and reviews keeps goals relevant, builds trust, and drives team engagement.
In Part 5, you challenge outdated methodologies by offering support that helps everyone succeed, rather than battling through conflict.
In Part 6, you uncover how autonomy, connection, and growth become the drivers of motivation beyond simple incentives or pressure.
In Part 7, you find out how Situational Leadership® equips you to adapt your style to support, direct and meet the unique needs of your team members.
In Part 8, you reflect on how Jesus of Nazareth blended servanthood, humility, and purpose, inspiring you to develop loyal and passionate followers.
In Part 9, you discover that servant leadership is a smart approach, empowering you to build a culture where people thrive and results soar.
Enjoy learning!
Nicholas Lead with power and integrity
INTRODUCTION
This interview with Ken Blanchard was conducted in 2015 but remained unpublished until now. It has since been revised and updated for a modern audience, with light editorial adjustments to improve clarity and contextual relevance.
Ken Blanchard’s responses have been preserved in clean verbatim form, while Nicholas Hill’s contribution has been expanded to enrich the discussion.
The ideas expressed by Ken Blanchard in this interview represent the exclusive intellectual property of Ken Blanchard.
The ideas expressed by Nicholas Hill in this interview represent the exclusive intellectual property of Nicholas Hill Academy Ltd.
NICHOLAS HILL BREAKS THE RULES WITH
The KEN BLANCHARD Minute One
Nicholas Hill Breaks The Rules With Ken Blanchard
One Minute The New Introducing Manager
THE BOOK IS A PARABLE ABOUT A YOUNG MAN SEARCHING FOR AN EFFECTIVE MANAGER, BECAUSE HE WANTS TO WORK FOR ONE AND ASPIRE TO BE ONE.
Discover why the three secrets from The One Minute Manager still deliver results in today's demanding workplace, three decades later.
Nicholas Hill Pioneer of modern management, Dr Ken Blanchard, it’s an absolute pleasure to welcome you.
Ken Blanchard
Well, it's my joy to be with you.
Nicholas Hill
Your work has greatly influenced our understanding of leadership, both academically and professionally. Today, we’re excited to delve into your best-selling concepts and the philosophies behind them, especially considering the challenges that come with today’s dynamic workplace. In 1982, you teamed up with Spencer Johnson to create The One Minute Manager, a groundbreaking book that continues to shape management thinking worldwide, having now sold
over 15 million copies.
For our readers, particularly those just starting their management journey, please summarise the core idea of The One Minute Manager and share why it has stayed relevant for so many years.
Ken Blanchard
Sure. The book is a parable about a young man searching for an effective manager,
because he wants to work for one and aspire to be one. And the reason we wrote a parable is that Spencer was a children's book writer. He wrote several books, called ValueTales, including The Value of Curiosity, The Value of Honesty, The Story of Christopher Columbus, and
The Story of Abraham Lincoln. I'm also a storyteller.
Nicholas Hill
Given Spencer’s background in values-based storytelling for children, it’s fascinating that you then used the same approach to frame leadership development. Your storytelling simplifies complex management principles in a way that’s memorable and applicable. How intentional was it to make The One Minute Manager relatable at all management levels? YOUR STORYTELLING SIMPLIFIES COMPLEX MANAGEMENT PRINCIPLES IN A WAY THAT’S MEMORABLE AND APPLICABLE
Ken Blanchard
We met at a cocktail party in 1980. My wife handcarried him over and said, ‘You two ought to write a children's book for managers. They won’t read anything else.’ And so that was the
secrets, which we talk about in The One Minute Manager .
Nicholas Hill
Yes, the Pareto Principle illustrates the power of simplicity, doesn’t it? It’s a compelling idea, especially for us busy managers seeking leverage. As John Maxwell said, ‘20 per cent of our time produces 80 per cent of the results.’ As Vilfredo Pareto observed, we observe these patterns in areas such as wealth distribution, production, and economics. For those unfamiliar with the three secrets, could you please clarify them and explain
ALL GOOD PERFORMANCE STARTS WITH CLEAR GOALS.
motivation. However, the basic concept is that the 20% that gives you the 80% as a manager consists of three
why they remain so effective even in today’s complex workplace?
Ken Blanchard
The first secret is oneminute goal setting. All good performance starts with clear goals. If people don’t know what you want them to do, there's little chance of them doing it. Once you have clear goals, you must see if you can catch them doing something right. You give them what we call a one-minute praising, which is telling them what they did, how you feel about it, and encouraging them to keep up the good work. If they made a mistake or their performance isn’t up to par, you give them a one-minute
ITS THREE CORE PRINCIPLES— SETTING GOALS, PRAISING, AND REDIRECTING— CONTINUE TO RESONATE WITH MANAGERS
reprimand, which is telling them what they did wrong, how you feel about it, what
and clarity of its three core principles—setting goals, praising, and redirecting—
SEE IF YOU CAN CATCH THEM DOING SOMETHING RIGHT
they need to do to get back on track and put things in order. Those were the three secrets.
Nicholas Hill
Indeed, The One Minute Manager remains a business classic. Its influence is felt in management practice today. The simplicity
continue to resonate with managers worldwide. Beyond its commercial success, I’m sure you’ve witnessed these principles impact many cultures. How has the book influenced leadership and management
during its lifetime?
Ken Blanchard
The pass-along value is just amazing. I had a young man recently come up to me who said, ‘My dad gave me that book when I started my first job out of college, and his father gave him the book when he started in his first job out of college,’ so we're working across three or four generations.
Nicholas Hill
Its impact is remarkable. Throughout the years, your philosophy has evolved to adapt to the shifting realities. In 2015, you revised the content
IF PEOPLE DON’T KNOW WHAT YOU WANT THEM TO DO, THERE'S LITTLE CHANCE OF THEM DOING IT.
IN 2015, YOU REVISED THE CONTENT WITH THE NEW ONE MINUTE MANAGER, WHICH BRINGS YOUR IDEAS UP TO DATE
might want to make.’ I was also coming out with a book entitled Refire, Don't Retire: Make the Rest of Your Life the Best of Your Life. So, I thought
Managers now lead remote teams, communicate through digital platforms, and collaborate across time zones. When you revisited
TODAY, MANAGEMENT AND LEADERSHIP ARE MORE SIDE-BY-SIDE
with The New One Minute Manager, which brings your ideas up to date. Considering the significant changes in workplace culture, driven by technology and globalisation, please take us through the differences between the new edition and the original.
Ken Blanchard
Well, it was interesting. We had never published an ebook for The One Minute Manager , and the publishers were keen on doing so. They suggested, ‘You ought to reread it, to see if there's any change you
maybe The One Minute Manager needs to re-fire. And when Spencer and I re-read the book, we laughed because a number of things had changed. One of the biggest ones is technology. In the original book, the manager is on his intercom system all the time.
Nicholas Hill
It’s a testament to how leadership books, like leaders themselves, must evolve. The workplace today is unrecognisable compared to the early 1980s.
the original text, were there particular aspects, beyond the technological shifts, that felt out of step with the expectations or values of modern leadership?
Ken Blanchard In the book, everybody who works
IN THE ORIGINAL BOOK, THE MANAGER IS ON HIS INTERCOM SYSTEM
ALL THE TIME
was more consistent with the 1980s command-and-control leadership. He was setting the goals. He was deciding who to praise and reprimand.
Nicholas Hill
with the manager gathers right around him, so he's not managing anybody online or anybody at a distance. The other thing is that its tone framework in this light?
Yes, while there are many known leadership styles, the acceptable dynamic has shifted from topdown authority to one that embraces mutual accountability and shared ownership. Nowadays, employees expect to have their voices heard and their contributions valued, rather than just being given instructions. I noticed that you reevaluated the language and dynamics of the original text, which highlighted how the manager’s role has transformed from an enforcer to an enabler. What inspired you to view the original
Ken Blanchard
We thought that today, management and leadership are more side-by-side in partnership. So we changed the whole tone of the book, and it's much more participative and collaborative. The biggest change is that we changed one-minute reprimands to one-minute redirects, which takes off that parental approach.
Continued on page 22
EMPOWERING Teams
THROUGH FEEDBACK
WHAT OFTEN HAPPENS TO PEOPLE IS THAT THEY ONLY RECEIVE FEEDBACK ON THEIR PERFORMANCE WHEN IT'S TIME FOR THEIR ANNUAL REVIEW
Continued from page 17
Learn to shift from reprimanding to redirecting, transforming feedback into a constructive dialogue that empowers rather than criticises.
Nicholas Hill
The evolution from the authoritarian tone of the 'reprimand' to the more supportive 'redirect' in The New One Minute Manager struck me as not merely a change in terminology,
but rather a shift in the underlying leadership style. For those unfamiliar with this transition, please explain the practical differences between the one-minute reprimand and the one-minute redirect.
Ken Blanchard
You can only see a performance problem if you've done good oneminute goal setting. And all goals have to be observable and measurable so that you can observe them over time. What often happens to people is that they only receive feedback on their
Nicholas Hill Breaks The Rules With Ken Blanchard
performance when it's time for their annual review, which is ridiculous.
Nicholas Hill
And yet for so many employees, that’s precisely what occurs—feedback is postponed until the annual appraisal, which is often a high-pressure event rather than a constructive dialogue. It’s intimidating because it condenses a year’s worth of missed communication into one formal meeting. By that stage, anxiety overshadows development, and individuals leave the meeting feeling judged, which is what makes it so intimidating for many people.
time coaching. If you observe performance, have the data, and see that it's not moving in the direction you both agreed upon when you set the goals, then you go to them and say, ‘I've been looking at the data. It doesn't look like it's going in the direction we wanted.
ALL GOALS HAVE TO BE OBSERVABLE AND MEASURABLE
YOU FIRST USE QUANTIFIABLE DATA AND ASK THEM IF THEY SEE WHAT YOU SEE, WHICH OPENS A PRODUCTIVE CONVERSATION
Ken Blanchard
Yes. We feel that praising and redirecting are part of real-
Are you seeing the same thing?’
Nicholas Hill
Wonderful. You first use quantifiable data and ask them if they see what you see, which opens a productive conversation. Using your approach, the manager is not pointing fingers. Your question, ‘Are you seeing
the same thing?’ invites objectivity and shifts the dynamic. We move from criticism to problem-solving as a team. Marshall Goldsmith echoes your
My copy of The New One Minute Manager, which I have graffitied throughout with personal notes! On this page I refer to the benefits of the redirect over the reprimand as follows:
• Collaborative Tone
• Preserves Relationships
• Encourages Ownership
• Promotes Growth
• Reduces Fear
• Builds Confidence
• Modern Leadership Style
sentiments by saying, ‘It can be more productive to help people learn to be right than prove they were wrong.’ How might this dialogue pan out?
Ken Blanchard
You’re now both talking about the same thing. They might say, ‘Yeah, I am.’ You reply, ‘What can we do to get you back on track and redirect your energy?’ It's a much more collaborative approach, but you're also not letting poor performance go by the wayside because if you don't catch it early, then it gets worse later on.
Nicholas Hill
You’ve drawn a fascinating parallel between coaching methodology and The New One Minute Manager’s leadership style. Sir John Whitmore said, ‘Coaching is unlocking a person’s potential to maximise their own performance.’ Therefore, it is helping them to learn rather than teaching them.’ It facilitates a process where team members can identify
THE ONE MINUTE MANAGER IS A GOOD FRAMEWORK FOR EXECUTIVE COACHING
solutions themselves. To what extent do you believe The New One Minute Manager’s leadership style compares to executive coaching?
Ken Blanchard
Well, I think it's very similar. The One Minute Manager is a good framework for executive coaching because you always want to start by asking, 'What do you want to accomplish?' or ‘How will you know when you get there?’ and ‘What does good performance look like?’
Nicholas Hill
IF YOU DON'T CATCH IT EARLY, THEN IT GETS WORSE LATER ON
Yes, these questions fall within the coaching framework, starting with clear outcomes and then identifying the keys to achievement. This approach highlights a transition from supervision to facilitation.
Once we’ve outlined the outcomes, how does The One Minute Manager model help foster ongoing team support?
FOCUSED CHECK-INS STIMULATE TEAM REFLECTION
Ken Blanchard
The coach, in many ways, is praising progress. You might say, ‘Since we last talked, you have made some good progress. How are you feeling about it?’ or you say, ‘However, from listening to you, it sounds like you’re not achieving the progress you wanted. What can I do to help you get back on track?’
Again, it's the old Pareto’s law. Those three secrets are the 20% that will give you 80% of the results, whether you're coaching, leading, or managing.
Nicholas Hill
You're advocating a targeted, strategic dialogue. Your focused check-ins stimulate team reflection, unlock momentum, and over time, contribute to lasting behavioural change, which is what organisations want. When you use these coaching questions, you're cutting to the chase by concentrating on the necessary 20% and avoiding the unnecessary 80%!
Ken Blanchard
Yes. And that's why you also want to make sure your goals
are SMART. You've heard that acronym. You start with specific needs. Be specific and measurable. And that's important. And so that's the S to the M. And then it's got to be attainable.
Nicholas Hill
Right, as well as realistic and time-bound. I’ve also taught the SMART model for years. It’s powerful and we see it used in organisations worldwide. Let’s return to your three secrets to oneminute management, if we can. The so-called 'feedback sandwich,' which layers corrective feedback between supportive feedback, is executed inelegantly by so many managers, almost to the point of being plain embarrassing in some cases. How does your approach with one-minute redirection offer an alternative framework for delivering feedback?
THOSE THREE SECRETS
ARE
THE 20% THAT WILL GIVE YOU 80% OF THE RESULTS, WHETHER YOU'RE COACHING, LEADING, OR MANAGING
Ken Blanchard
The old concept of feedback is that you want to make sure people understand what's happening. But the sandwich usually says you're supposed to say something good, then something negative, and then end with something good. But we don't believe that. If you're going to use a redirection,
you're not starting with praising; you're starting with an observation that your performance isn’t moving in the direction that we had both agreed upon, and asking, ‘Is that what you’re seeing too?’
Nicholas Hill
That’s a critical distinction because the traditional
feedback model, when used poorly, can seem insincere and teams sense it. Usually, this happens when the manager is testing a new technique, so the execution is clumsy. On the other hand, your redirection model isn’t about cushioning the blow; it’s about restoring clarity and confidence. How do you teach managers to deliver honest feedback while
CLEAR GOALS UP FRONT START THE WHOLE PROCESS AND THEN SET UP PRAISES AND REDIRECTIONS
YOU'RE
STARTING WITH
AN OBSERVATION
THAT YOUR
PERFORMANCE ISN’T MOVING IN THE DIRECTION THAT WE HAD BOTH AGREED UPON
preserving trust and momentum?
Ken Blanchard
At the end, you say, ‘I just want to tell you I still have confidence in you and believe in you.’ So, you want to end on a positive note, but I don't think you always have to follow a positive with a negative and then a positive in that formula.
Nicholas Hill
Of the three secrets you present in The One Minute Manager—goal setting, praising, and redirection— are certain elements you consider foundational or universally applicable across all organisational contexts?
Ken Blanchard
They all go together. If you
WE NEED TO DO LEADERSHIP WITH PEOPLE, NOT TO PEOPLE
don't do the goal setting well, then you can't do the last two. If I were to say, what's the foundation? It's goal setting. We find that in all our work, whether discussing Situational Leadership® or any other topic, all good performance begins with clear goals.
Nicholas Hill
Absolutely. Goal setting involves defining tasks and setting clear expectations, which is essential for success.
It is often surprising how many performance issues can be traced back to vague or misaligned goals, which is no doubt why you consider it foundational. It serves as the reference point for everything else. What role do goals play in the performance cycle?
Ken Blanchard
As Drucker said years ago, if you can't measure something, you can't manage it. It's got to be observable and measurable. And so, clear goals up front start the whole process and then set up praises and redirections.
Nicholas Hill
In The New One Minute Manager, you point out
that leadership styles have evolved. You state that you have moved from participative leadership, where input is solicited from the team. Instead, it seems you’re describing something more profound, which is a partnership between the manager and their team. Is that the case?
Ken Blanchard
Yes. You're trying to work with the person. We need to do leadership with people, not to people. That's what we're doing. Participative management is a leadership style, per se. Overall, we're saying it needs to be a partnership—a side-by-side relationship.
Continued on page 32
Nicholas Hill Breaks The Rules
With Ken Blanchard
OF POWER Embracing
SERVANT LEADERSHIP
Continued from page 27
THE ONLY LEADERSHIP STYLE THAT GETS BOTH GREAT RESULTS AND GREAT HUMAN SATISFACTION IS SERVANT LEADERSHIP
Explore servant leadership as your path to results and fulfilment, reversing ideologies and embracing humility to inspire deep commitment.
Nicholas Hill
For managers who have built their careers around a traditional top-down, command-and-control leadership model, this concept of transitioning to a more collaborative,
people-centred approach can seem unfamiliar, even uncomfortable. How can they begin to incorporate collaborative leadership into their daily practice without feeling as though they are relinquishing control or authority?
Ken Blanchard
That's where I have gotten into servant leadership, Nicholas. I have found that the only leadership style that gets both great results and great human satisfaction is servant leadership. When I talk about servant leadership,
UNLESS THE MANAGER SHARES THE VISION WITH THE TEAM, THERE IS NO UNDERSTANDING OF PURPOSE
Robert Greenleaf. The misconception that servant leadership prioritises harmony over results is common. In practice, it demands a much higher level of intentionality and discipline. It isn't about being
going somewhere. As I've said, if people don't know where you want them to go, what are the chances of them getting there? Even prior to goals, you need a compelling vision.
EVEN PRIOR TO
GOALS, YOU NEED A COMPELLING VISION
a lot of people think it's a soft approach—like inmates running the prison or trying to please everybody, or it's kind of a religious movement.
Nicholas Hill
Yes. I have the book in my library—The Power of Servant Leadership by
lenient; it’s about humility. How do you help managers see servant leadership as a strategic advantage instead of a weakness?
Ken Blanchard
They don't understand that there are two parts of servant leadership. And the first part is vision and direction. That's the leadership part of servant leadership because leadership is about
Nicholas Hill
That’s a crucial insight. Unless the manager shares the vision with the team, there is no understanding of purpose, which can cause even the most skilled workers to lack motivation. A vision sets the trajectory and inspires commitment, especially when it is grounded in purpose instead of just profit. The latter motivates the shareholders,
Just some of the Ken Blanchard books in my library, which I still refer to from time to time when designing management courses for the academy.
but rarely the team! In your work, how do you assist organisations in crafting a vision that is strategic, emotionally resonant, and aligned with their values?
your picture of the future, and what you're trying to accomplish. And then, what's going to guide your journey? What are your values? And if those three things are in
VISION, IDENTITY, AND VALUES SERVE AS A STRATEGIC OR MORAL
COMPASS
Ken Blanchard
I wrote a book called Full Steam Ahead about the power of vision. Vision tells you who you are, what business you're in, where you're going,
place, you can start setting goals that fit that vision.
Nicholas Hill
It’s remarkable how vision, identity, and values serve as a strategic or moral compass for decisionmaking. When managers
ALL THE GREAT COMPANIES THAT I'VE WORKED WITH HAVE A COMPELLING VISION THAT EVERYBODY KNOWS
clearly, they don’t just align teams—they energise them! The vision shifts work from being transactional to being purposeful. In your experience, how have you seen organisational vision
VISION TELLS YOU WHO YOU ARE, WHAT BUSINESS YOU'RE IN, WHERE YOU'RE GOING, YOUR PICTURE OF THE FUTURE
does, but also its purpose, they regard their everyday efforts as valuable and move beyond just completing tasks. They adopt the same purpose, provided the managers have
are you in?’ He said, ‘We're in the happiness business.’ They said, ‘What's your picture of the future?’ He replied, ‘Every guest leaving one of our parks will have the same smile on
IF YOU'RE IN THE HAPPINESS BUSINESS, YOU WANT TO KEEP THEM SMILING
companies that I've worked with have a compelling vision that everybody knows. They know what business they're in.
Nicholas Hill
sold the vision and made it compelling! That’s when we observe both performance and engagement rising together.
Ken Blanchard Walt Disney got it before people were writing about
their face as they did when they entered.’ If you're in the happiness business, you want to keep them smiling. They also have rank-ordered values. The number one value
is safety, because if people get carried out on a stretcher, they're not going to have the same smile leaving the park as when they entered.
Nicholas Hill
I imagine Disney’s values influence behaviour at every level of the organisation. Their values communicate safety as more than just a policy—it is a priority,
MAKE SURE PEOPLE KNOW WHAT BUSINESS YOU'RE IN
YOUR JOB IS TO DO EVERYTHING TO HELP THEM WIN AND ACCOMPLISH THEIR GOALS
as it aligns closely with their core purpose. When organisational values are clear and consistently reinforced by management, they not only guide decisions; they also shape the entire team experience. I’m curious. What are the other values at Disney?
Ken Blanchard
They hold the value of courtesy, which is the service component. And then they have what they call ‘the show’, which is either you're on stage or off stage. If you're on stage, you're playing Mickey Mouse or whatever your role is. If you're off stage, you know you can do what you want, but you have to get into your role. Then, the final value is efficiency, which involves running a profitable organisation. The reason they're rank-ordered is that they're not going to do anything to save money if it’s going to put people in danger. Then you can start setting goals. However, the responsibility for vision and direction is with the hierarchy.
Nicholas Hill
Right. What’s powerful about Disney’s approach is the clarity it brings not just to
THEY'RE NOT GOING TO DO ANYTHING TO SAVE MONEY IF IT’S GOING TO PUT PEOPLE
individuals but also to the team. When values are ranked and reinforced in daily operations, they establish a framework for informed decision-making. This method removes ambiguity because everyone knows what matters most, as well as the rationale for the decisions.
Ken Blanchard
It's your job as a leader, as a parent, as a minister to make sure people know what business you're in. Jesus said, when he called his disciples, ‘Come with me. I'll make you fishers of men.’ The picture of
the future was to go and make disciples of all nations and baptise them in the name of the Father and of the Son and of the Holy Spirit. The values were to love God with all your heart and all your mind, and with all your strength, and love your neighbour as yourself. So, they had a clear vision.
Nicholas Hill
Clarity of vision and values is inseparable. If organisations start with the vision, then communicate the espoused values, teams know where they are going and how to get there. It shifts leadership from being task-driven to missiondriven. Teams are then not merely following orders; they
follow a path. What’s the next step you advise managers to take?
Ken Blanchard
Once the vision, direction, and goals are set, you turn the pyramid upside down and get to the servant part of servant leadership. Now your job is to work for them. Your job is to do everything to help them win and accomplish their goals.
Continued on page 42
Email First: A Cost-Effective Marketing Solution
By Felix Clarke FRSA MBA
With digital advertising becoming more expensive and less targeted, many organisations are rethinking how they reach potential customers. Email First is a straightforward methodology that puts email broadcasts at the beginning of the marketing journey, offering a more targeted, cost-effective way to build a prospect list.
At its core, Email First is about sending well-written emails to a relevant list of business contacts. These emails direct recipients to your website or landing page, where they can explore your offer in their own time. It’s a simple idea, but one that can deliver far better value than traditional online ads, especially when you want to know who’s actually paying attention.
That’s one of the main advantages. Unlike ad clicks, which are anonymous and difficult to track, email gives you clear insight into who’s showing interest. When someone clicks through to your website, you can see which company they represent and what content they engage with. This makes it much easier to build a qualified list of prospects based on real behaviour, not just assumptions.
Once someone has visited your site, a follow-up series of emails, a drip campaign, can help maintain the connection. These messages can answer common questions, share useful insights, and keep your business on their radar while they consider their options.
Email First also supports more targeted use of digital advertising. Once you have a list of engaged prospects, you can upload it to platforms like LinkedIn or Google and run campaigns that speak directly to people who have already shown interest. You can even build ‘lookalike’ audiences to reach similar businesses who might be open to hearing from you.
In short, Email First offers a clearer, more direct way to reach the right people, often with better results than digital advertising. It’s a practical, cost-effective and transparent approach to digital marketing without the spiralling cost of Google and Facebook ads. Felix runs Business Leads a B2B email marketing agency.
TEAM PERFORMANCE HIGH-IMPACT Nurturing
Continued from page 37
WHEN WE ASKED PEOPLE WHERE THEY SPENT THE MOST TIME, THEY ALL SAID IT WAS DURING THE ANNUAL EVALUATION
See how combining performance planning, daily coaching, and reviews keeps goals relevant, builds trust, and drives team engagement.
Nicholas Hill
Your metaphor of turning the pyramid upside down shifts leadership from directing to supporting, where managers serve as the foundation to success by supporting their teams. However, without a clear structure to guide,
measure, and evaluate performance, this leadership style will fail. Therefore, your three secrets combined with servant leadership work well in partnership. How can managers translate this into daily practice?
Ken Blanchard
There are three aspects of managing people's performance. Performance planning is where you set goals. Then there's day-today coaching where you help them accomplish their goals. And there’s the performance evaluation or review, where
Nicholas Hill Breaks The Rules With Ken Blanchard
DAILY COACHING RECEIVES THE LEAST ATTENTION IN MANY ORGANISATIONS DESPITE ITS
ABILITY TO FACILITATE PERFORMANCE
you sit down and look at their performance over a period of time. When we asked people where they spent the most time, they all said it was during the annual evaluation because they have all these forms to fill out.
Nicholas Hill
It is striking that daily coaching receives the
we often include leadership coaching in our proposal. As you know, this is where alignment occurs, obstacles are addressed, and progress is enabled in a way which is accepted by the team. Without coaching, reviews become detached from the work being done.
EVERYBODY'S RUNNING AROUND, BUMPING INTO EACH OTHER, TRYING TO
FIND THE GOALS
least attention in many organisations, despite its ability to facilitate performance. That's why, when clients ask us to recommend courses as a foundation for management,
Ken Blanchard
I'm amazed by the number of organisations that don't have clear goals, or if they do, they file them until somebody says, ‘You've got your annual performance review coming up.’ Then everybody's running around, bumping into each other, trying to find the goals, because the least time is spent on day-to-day coaching.
Nicholas Hill
That disconnect highlights why coaching must be integrated into the rhythm of daily leadership. Goals should guide the dialogue between the manager and the team member. When managers coach consistently, they help turn goals from abstract ideas into practical, measurable actions that their teams embrace. What is your approach to integrating coaching with servant leadership?
IT PLACES THE LEADER IN SERVICE OF THE MISSION BY SERVING THE PEOPLE WHO CARRY IT OUT
AND
THEN FACILITATING THAT PROCESS
FOR DAY-TO-DAY COACHING, YOU PHILOSOPHICALLY TURN THAT PYRAMID UPSIDE DOWN
Ken Blanchard
The leadership part of servant leadership is all about performance planning. That's the responsibility of the hierarchy. You’ve got to make sure that all that planning is done and people are clear on the vision, direction, and the goals. Then, for dayto-
day coaching, you philosophically turn that pyramid upside down. Now you work for them. This is where most of your time should be spent, helping people accomplish the goals and live according to the vision.
Nicholas Hill
That’s the power of aligning coaching with servant leadership. It places the leader in service of the mission by serving the people who carry it out and then facilitating that process. Most managers we work with find this an alien concept! However, servant leadership, aligned with daily coaching, is the vehicle for reinforcing
organisational purpose, overcoming obstacles, and promoting accountability. It’s a model grounded in responsibility to help others succeed. How does this approach influence the annual review?
Ken Blanchard
If you do that, then, when you get to your annual performance review, it really will be a review. I tell you, Nicholas, of all the advice we give to people, we say, if you do this one thing, it will make a major difference in the performance of your organisation and you as a leader. You ought to have a one-on-one meeting with each of your direct reports for 15 to 30 minutes once every two weeks. As the manager, you set the goal, you schedule
the meeting, but your direct report sets the agenda. They can talk about anything they want. They might have a sick kid, meaning they’ve got to work from home, or they might be concerned about a particular goal.
Nicholas Hill
Those regular one-to-ones make all the difference. I’ve advocated that managers apply this approach for years. It connects the manager with their team. The meetings should not be a boxticking exercise.
their work. What are the other benefits of holding these meetings?
Ken Blanchard
If you met 26 times a year, one-on-one for 15 to 30 minutes—you don't want to go more than 30 minutes because it becomes a major burden of time—would you know your
Instead, they are a chance to check in, clear roadblocks, and show you’re in their corner. When people know they’ve got that time with you, they stay focused, feel heard, and engage more with
people? Would they know you? Would you know what they needed? Sure, you would.
Nicholas Hill
Exactly—and that kind of rhythm deepens relationships. You’re not simply turning up when there’s a problem or a
deadline— you’re keeping abreast of their performance. It’s astonishing how much clarity and momentum those regular check-ins can generate. What excites you
YOU SCHEDULE THE MEETING, BUT YOUR DIRECT REPORT SETS THE AGENDA
HAVE A ONEON-ONE MEETING WITH EACH OF YOUR DIRECT REPORTS FOR 15 TO 30 MINUTES ONCE EVERY TWO WEEKS
HOW MANY OF YOU GO OUT AND HIRE LOSERS?
about servant leadership?
Ken Blanchard
When Jesus washed the feet of the disciples, he was philosophically saying, 'This is what I want you to do.' A lot of people think, if I'm a servant leader, aren’t I going to lose my position and my title? No. After Jesus washed the feet of the disciples, what
leadership. And people need to understand the two parts of it.
Nicholas Hill
Of course, we can certainly understand why some managers believe they could relinquish their status when applying servant leadership, especially when using the story of Jesus washing the feet of his disciples as an example. So, how can the modernday manager still use this leadership style practically today?
Ken Blanchard
Well, once the performance planning is done, your job is to work side by side with your people. That's why you want to have one-on-ones where they set the agenda. Your job is to say constantly, ‘How can I help?’, ‘What can I do to help
was the first thing he said? He said, ‘You call me teacher, you call me Lord. Rightly so. But just as I have done for you, do for others.’ You are not losing your position. In fact, you are enhancing your position in people's eyes because they think you've got their backs covered, you're on their side, and you're with them. That's why I'm excited about servant
IF I'M A
SERVANT LEADER,
AREN’T I
GOING TO LOSE MY POSITION AND MY TITLE?
you accomplish this goal?’, ‘What kind of resource do you need?’, ‘I’m really working for
you’, ‘I’m not sitting around with my arms crossed.’
Nicholas Hill
That simple question, ‘How can I help?’ goes a long way. It shifts the dynamic. You’re not just the boss issuing directives; you’re showing up as a partner in the process. When people feel that level of support, they’re way more likely to speak up, stay focused, and push through on tough days.
Ken Blanchard
One of the big problems we have, Nicholas, in organisations is that they have these performance
review systems where you have to screw a certain percentage of your people so you have a normal distribution curve. I laugh. I say to people all the time, ‘How many of you go out and hire losers?’, ‘We lost some of our best losers last year. We need to hire some new losers to fill the low slots.’ No, you either hire winners who are people you probably get from other companies, or you hire potential winners and train them so they will be able to accomplish the goal. So, you're not hiring on a normal distribution curve. In fact, why wouldn't you want everybody to win?
Nicholas Hill
Absolutely! The concept of ranking people against one another can truly dampen morale. When you’ve built a strong team, it is unwise to penalise someone merely to meet a distribution curve. Instead, it is far better to focus on coaching everyone, supporting their growth, and fostering an environment where the entire team can flourish, not just the high flyers.
on page 52
HIGH TARGETS OUTRAGEOUSLY Meeting
With Ken Blanchard
Continued from page 47
WHEN I WAS A COLLEGE PROFESSOR, I WAS IN TROUBLE ALL THE TIME AND INVESTIGATED BY SOME OF THE BEST FACULTY COMMITTEES
Challenge outdated methodologies by offering support that helps everyone succeed, rather than battling through conflict.
Ken Blanchard
When I was a college professor, I was in trouble all the time and investigated by some of the best faculty committees. What drove the faculty crazy was this: on the first day of class, I always gave
out the final examination. They'd say, ‘What are you doing?’ I said, ‘I thought we were supposed to teach these kids, so I’m going to give them the questions in the final. Then what do you think I'm going to do all semester?’ I'm going to teach them the answers. So, when they get to the final exam, they all get As!’
Nicholas Hill
That’s a great approach. It certainly would instil confidence in both professors and students. However, we can understand why
Nicholas Hill Breaks The Rules
WHEN
TEAM MEMBERS COLLABORATE
ON PROJECTS AND THEY KNOW YOU’LL HELP THEM HIT THEIR TARGETS, YOU GET BUYIN
many universities wouldn't apply it, because they want students to broaden their subject knowledge beyond examination questions. It’s the same in business—lay out what success looks like early on, meaning the manager says, ‘These are the results we want,’ then supports the team in that endeavour. After all, targets shouldn’t be a guessing game, but this is precisely what many managers do with their teams when they fail to set clear goals and expectations.
Ken Blanchard
Even worse is Jack Welch. Let's rank order our people. They get rid of 10% every year. Well, that builds morale and a good culture (laughs). No, I think if you have observable and measurable goals, at least two of which help accomplish organisational goals and help people get As, then the organisation rises.
Nicholas Hill
I agree, firing the bottom 10% every year just creates fear. The rest of the team stops taking calculated risks. They cover themselves, point fingers, and the culture turns toxic fast. Instead, bring them up to par through exemplary training. When team members collaborate on projects and they know you’ll help them hit their targets, you get buy-in, multiplied effort, and real momentum across the board. I’ve read books by Jack Welch, the former CEO of General Electric, such as Jack: Straight From The Gut. He doesn’t rate us management consultants! In a 2006 talk, he remarked, 'If you think you’re going down the drain with no hope, bring one in. Other than that, I wouldn’t go look for them.' Therefore, I don't think he will even care that you made these comments! Tell us about those organisations that do embrace your work.
ON THE FIRST DAY OF CLASS, I ALWAYS GAVE OUT THE FINAL EXAMINATION
Ken Blanchard
I wrote a book with Garry Ridge, president of WD-40. We offer a master's degree programme at the University of San Diego, which is a face-to-face programme where students attend one three-day weekend a month for two years and one week each summer. My wife and I teach one of the classes, and Garry was in our first cohort.
HE
STARTED A PROCESS AT WD-40 CALLED 'DON'T MARK MY PAPER, HELP ME GET AN A.
I talked about giving out the final exam. And he said, ‘Why don't we do that in industry?’ So, he started a process at WD-40 called 'Don't mark my paper, help me get an A.' At the beginning of the year, they sit down with each of their direct reports, look at their responsibilities, and set four or five observable, measurable goals, which are what they're going to be held accountable for.
Nicholas Hill
That phrase, ‘Don’t mark my paper, help me get an A’, communicates the purpose of distributing the examination questions in advance, as you did. It transforms performance management
into the partnership you advocate in The New One Minute Manager , where the leader and team member collaborate from the outset, rather than merely evaluating outcomes at the end. It signifies a shift from judgment to joint ownership. In doing so, you’re not just leading—you’re empowering individuals to lead themselves.
Ken Blanchard
You'll love this, Nicholas. They have a report card. It looks like we used to have in school. It says first, second, third, fourth quarter, and then overall performance. What they do at WD-40 is meet with each of their direct reports once a quarter, and the first question is, 'Is the final exam still relevant?' Sometimes people will say, ‘There's an
economic downturn,’ so you aren't even working on goals that you set at the beginning of the year, but they're still
WHAT THEY DO AT WD-40 IS MEET WITH EACH OF THEIR DIRECT REPORTS ONCE A QUARTER, AND THE FIRST QUESTION IS, 'IS THE FINAL EXAM STILL RELEVANT?'
holding you accountable for them.
Nicholas Hill
That’s a smart approach— checking in each quarter to ask, ‘Is the final exam still relevant?’ It reminds me of what I teach salespeople, which is to ask the prospect, ‘Is what we discussed in our last meeting still relevant?’ It updates the needsanalysis according to shifting circumstances. Business dynamics change quickly, so holding people to outdated goals only leads to
frustration. It’s as bad as enforcing outdated policies, which I see all the time! It’s far better to adjust as you go so that people act on what matters right now. What other practices can we learn from WD-40?
Ken Blanchard
The second thing they do is that people only fill out one performance review—their own. I think it's stupid for managers to be sitting there filling out forms while their
YOUR JOB AS A MANAGER IS TO AGREE OR DISAGREE WITH HOW THEY SCORE
BUSINESS DYNAMICS CHANGE QUICKLY, SO HOLDING PEOPLE TO OUTDATED GOALS ONLY LEADS TO FRUSTRATION
people are outside wondering how they're going to score. Why don't you let them fill out the form? And your job as a manager is to agree or disagree with how they score. That's what they do at WD40. At that quarterly meeting, they bring in their report card, and next to each of their goals, they put an A, B, C, or L. L means I'm still learning, so I can't get a D or F.
Nicholas Hill
I like that approach. It's highly efficient because it multiplies effort, assigns ownership to the team, and relieves the manager's role as a judge. Brilliant. When it works, it likely leads to more effective dialogue and increased selfawareness. However, it makes me wonder: how honest do
you think people are on those forms?
Ken Blanchard
Well, that's the question because the job of the manager is to agree or disagree. If you've been meeting one-on-one 26 times a year and once a quarter, and now they're telling you whether they’ve got an A, B, C or L, you get a chance to agree or disagree based on the performance, because it's observable and measurable data. It is pretty hard for them to inflate or deflate what they did
because you’re both going to be looking at the same data. That's why, Nicholas, it's so important that the goals are observable and measurable.
Nicholas Hill
That makes a lot of sense, Ken. When the goals are clear and you're checking in
98.7% OF PEOPLE SAID, 'I'M PROUD TO TELL PEOPLE I WORK FOR WD-40'
regularly, there's not much room for bluffing. You have both observed the progress and errors along the way. This turns the review into an honest dialogue, not a debate or a surprise.
It also saves time for the manager and reduces stress for the team.
Ken Blanchard
That's for sure. In terms of results, if you look at the performance data of WD-40 over the last few years, they have achieved the highest performance in the history of the company. Their stock price is the highest it's ever been. And then they do an internal employee satisfaction survey. A lot of companies do that, but if they get a 50 or 60% return rate, they're really lucky. At WD-40, they usually get a 98% return, and they're in 60 nations! The last time they did it, 98.7% of people said, 'I'm proud to tell people I work for WD-40.' 98.5% said ‘I'm clear on what I'm being asked to do to be a high performer.’ 98.4% said, ‘I am getting the
IT SHOWS WHAT’S POSSIBLE WHEN PEOPLE FEEL VALUED, SUPPORTED, AND HAVE REAL DIRECTION
THEY
HAVE ACHIEVED
THE
HIGHEST PERFORMANCE IN THE HISTORY OF THE COMPANY
help I need to be a high performer.’ So, I'm thinking of writing a book, Nicholas, called Duh! Why is Common Sense Not Common Practice?
Nicholas Hill (Laughs). That’s incredible— those numbers speak for themselves. You don’t get that kind of engagement by accident. It shows what’s possible when people feel valued, supported, and have real direction. It sounds like they’ve built a culture where people don’t just show up— they care about the mission.
So, 98.7% said they are proud to work for WD-40. Why such a high rating, would you say?
Ken Blanchard
If you look at employee work passion, their engagement score is 92%. Other companies just don't get that kind of engagement score. Why? At WD-40, they are both managers and partners. They feel that they're in this together. They don't have managers walking around with their arms crossed, saying, ‘I'm going to judge you.’ They're walking around saying, ‘How can I help?’, ‘I want to roll my sleeves up’, and ‘I'm on your side’. So, what a difference that makes
NICHOLAS HILL ACADEMY LTD
in people's attitudes towards work—I’m not only helped to be a high performer, but I'm looked at as being important.
Nicholas Hill
Yes. It changes everything when managers adopt a collaborative attitude. In many cases today, employees do not want to be managed— they want to be supported. When your manager is in the trenches with you, asking how they can help instead of observing from a distance, it fosters respect, along with loyalty and the motivation to give your best.
Continued on page 62
DEVELOP YOUR LEADERSHIP AND MANAGEMENT SKILLS TODAY FREE CONSULTATION WITH NICHOLAS HILL
QUOTE ‘PROFESSIONAL LEADER’ TO REDEEM HELLO@NICHOLASHILL.COM • +44 (0)345 678 9900 • NICHOLASHILL.COM
Nicholas Hill Breaks The Rules With Ken Blanchard
TEAM MOTIVATION SuperCharging
MCCLELLAND PAIRS WITH MASLOW BY SHOWING THAT OUR DESIRES FOR POWER, AFFILIATION, AND ACHIEVEMENT ARE CORE DRIVERS OF MOTIVATION
Continued from page 57
Uncover how autonomy, connection, and growth become the drivers of motivation beyond simple incentives or pressure.
Nicholas Hill
Motivation is one of the most frequently misapplied areas in team leadership. It’s not just about offering incentives or applying pressure. In our leadership coach training, we incorporate the practical application of Maslow’s
Hierarchy of Needs. We examine how to motivate people by meeting these five needs. McClelland pairs with Maslow by showing that our desires for power, affiliation, and achievement are core drivers of motivation. Herzberg asserted that genuine motivation comes not from removing dissatisfaction, but from enriching roles with purpose, growth, and recognition. In your experience, what have you found to be the key drivers of team motivation?
Ken Blanchard
We found, in our work on motivation, that people want three things. One is autonomy, which is the sense that they can bring their brains to work! Secondly, they want to have a good relationship—we call
deliver training for companies where teams and leaders are misaligned.
WE FOUND, IN OUR WORK ON MOTIVATION, THAT PEOPLE WANT THREE THINGS
it relatedness with their boss and coworkers. So, these oneon-ones and team meetings are important. Then, finally, the third thing they want is to grow in their competency. They're getting those things when you're in an operation where you have clear goals and the manager is there to do everything to help you accomplish them and get you to the point where you manage yourself.
Nicholas Hill
Right, those three needs— autonomy, relatedness, and development are vital for a productive team and often overlooked. We frequently
Universal problems such as micromanagement, autocracy, and conflict lead to low productivity, poor performance, and team attrition. Yet they want a quick fix! Marcus Buckingham, who wrote the brilliant work First, Break All the Rules, said, ‘People leave managers, not companies.’ Yet, many managers just don’t get it. People want to think for themselves, feel connected, and continually improve, as you have said. What else are companies missing, do you think?
Ken Blanchard
There's another big difference
in The New One Minute Manager . His goal is for people to eventually praise themselves, not always depend on him, and to be able to redirect their own behaviour. So, he's really trying to get people to the
HIS GOAL IS FOR PEOPLE TO EVENTUALLY PRAISE THEMSELVES, NOT ALWAYS DEPEND ON HIM
point where they get a sense of autonomy and some control.
Nicholas Hill
GET PEOPLE TO THE POINT WHERE THEY GET A SENSE OF AUTONOMY
Indeed, Deci and Ryan asserted similar principles in their work on SelfDetermination Theory in the 1980s. When managers create space for productive conversations, set clear goals, and provide daily support, there's no need for micromanagement.
People step up because they genuinely want to. Many years later, The New One Minute Manager truly embodies the concept of accountability and selfcorrection. Please tell us a bit more about that.
Ken Blanchard
Yes, if people are sitting around waiting for you to tell them when they've done a good job or when they’ve made a mistake, they aren't focusing on how to continue to push performance and get better. But if they know that as they go along, they say, ‘Wow, that's good.’
In the book, one person says, ‘If I do a good job, I'll go and tell The One Minute Manager that I need praising’. His colleague says, ‘Do you really do that?’, ‘Sure. Why not?’ What's the worst I can do? I can break even. If he gives me the praise, I’ve won. If he doesn't, I broke even because I didn't have it before.
Nicholas Hill
(Laughs) It’s a sign of a healthy organisational culture when feedback is invited. I first learned about the value of feedback from Robert Dilts' work, in which he advocates for a balance of corrective and supportive
input, to remain grounded and stimulate growth. This concept aligns with your principles of praise and redirection. I recall John Hattie's words, ‘The greater the challenge, the higher the probability that one seeks and needs feedback.’ Even after 30 years of training and coaching managers, I still ask for honest and balanced feedback from clients. How else can we grow unless we are conscious of our good
IF I DO A GOOD JOB, I'LL GO AND TELL THE ONE MINUTE MANAGER
THAT I NEED PRAISING
and bad results? The Johari Window reminds us of that fact.
Ken Blanchard
Sometimes with redirection, the manager might forget the last part, which is reaffirmation and reconfirmation, so I say, ‘I can think about what I did wrong and what I can do about it, but they didn't give me that last part of the redirection.’ The manager laughs. One
TAKE WHAT WE DO SERIOUSLY BUT OURSELVES LIGHTLY
of the key things I think that you get in this book is the importance of a sense of humour. What we need in the world of work is to take what we do seriously but ourselves lightly. So, when you give people feedback, they're not all uptight and can reply, ‘You're right, I did blow that one’.
Nicholas Hill
Absolutely. When the pressure is high, humour vanishes into thin air! Yet, it can be the antidote to stress— it resets us, lowers cortisol, and improves cognition. I tell managers how laughter lightens the burden of mistakes and keeps the dialogue open and honest
through a more balanced perspective. We can think of humour as diffusing a metaphorical bomb. Conversely, it's easy for teams to lose their sense of humour and drive when managers wait until there is enough baggage to unload on them in appraisal meetings. Since we still see this happening today, how many managers do you think are actually employing your three secrets?
Ken Blanchard
Well, we are getting more managers to realise the power of these secrets, particularly since the young people today are different. You and I are a little bit older. When we got our first job, we thought we'd be there forever. Loyalty was the thing. These young
people, if they're in an environment that's toxic or negative, they're out of there at the drop of a hat. I think they're going to hold us to a whole different standard of leadership and collaboration. They don't want your job, but they do want you to think they can contribute and have something to bring to the party.
Nicholas Hill
Times have surely changed, haven’t they? Much of your foundational work with companies over the past 40-plus years is based on the brilliant and insightful Situational Leadership® model, which you codeveloped in the 1960s with Dr. Paul Hersey. How do you explain the continued use of the model when the business world has changed so much over these decades?
Ken Blanchard
The things that make what I've done powerful over the years are that I've been looking at what
WE ARE GETTING MORE MANAGERS TO REALISE THE POWER OF THESE SECRETS
makes common sense and then see if I can figure out a way for people to practise common sense, even though I say it isn't always done! However, the basis of Situational Leadership® is that there's no one best leadership style. You have to use different strokes for different folks, but the real power is that you also need different strokes for the same folks for different parts of their job.
Nicholas Hill Right. I train managers in all the recognised leadership styles and teach the principles, including the appropriate usage of
BETWEEN
DELEGATING, THERE IS ALSO COACHING AND SUPPORTING I'VE BEEN LOOKING AT WHAT MAKES COMMON SENSE AND THEN SEE IF I CAN FIGURE OUT A WAY FOR PEOPLE TO PRACTISE COMMON SENSE
each. There are now over twenty leadership styles in the public domain, ranging from servant leadership, which we have covered earlier, to transformational, transactional, bureaucratic, and principled leadership. The reason why these styles exist is that they all have a place, meaning they are valuable in the appropriate
DIRECTING
AND
context. I recall being challenged in one of my courses for stating that idea because the participant was vehemently opposed to autocratic leadership. To prevent an uncomfortable debate, I immediately agreed that in many contexts it is an unacceptable style. However, I said, ‘Can you imagine the emergency services or armed forces without autocratic leadership?’, ‘Or perhaps you are in a burning building but want to use a participative leadership style where you say, “I know the flames are hot, but let’s sit down and discuss how to resolve this as a team.”’ Of course, everyone laughs and gets the point. What makes your Situational Leadership® model so powerful?
Ken Blanchard
If we set five observable and measurable goals, according to Situational Leadership®, we will analyse your development level for each of those goals to determine what leadership style you need from me to get you started and become a high performer. I might have given you one goal, and you might have agreed to it because you thought it was exciting. Perhaps you're an enthusiastic beginner, saying, ‘Wow, that will be a really interesting goal,’ but you've never done that before.
Nicholas Hill
Situational Leadership® treats each team
member as a flesh-and-blood individual, not an asset. It reminds the manager to be flexible in their leadership style. They must examine each goal and problem in context and adapt their approach accordingly. The model encompasses all styles and adapts to the specific context. How would the style play out in this exact scenario?
Ken Blanchard
What you're saying is, ‘I need some help. I need a directive leadership style.’ Another goal might be one that you know more about than I do. You're also a self-directed achiever, meaning I can use a delegating leadership style. However, between directing and delegating, there is also coaching and supporting.
Nicholas Hill
Yes, that middle ground is where much of the real work occurs. Coaching teams when they are developing skills and
THE BASIS OF SITUATIONAL LEADERSHIP® IS THAT THERE'S NO ONE BEST LEADERSHIP STYLE
supporting teams when they have mastered them, but need encouragement. This notion of flexibility is tough to grasp for most managers, who ask me on our courses, ‘What’s the best leadership style?’ Or ‘What leadership style should I use?’ Often, these questions are rooted in a need for a simple solution, but since we are dealing with a multitude of personality types and contexts, the matter is much more complex than that.
Continued on page 72
Nicholas Hill Breaks The Rules
With Ken Blanchard
Applying
FOR DIFFERENT STROKES Different Folks
Continued from page 67
COACHING IS APPROPRIATE WHEN YOU ARE WORKING ON A GOAL THAT YOU'RE A LITTLE DISILLUSIONED ABOUT BECAUSE SOMETIMES THINGS ARE TOUGHER THAN YOU THOUGHT
Find out how Situational Leadership® equips you to adapt your style to support, direct and meet the unique needs of your team members.
Nicholas Hill
Leadership coaching empowers teams to foster self-awareness, accountability, and develop purpose. My definition of coaching is the facilitation of another person’s thinking because it unburdens the
manager by encouraging others to think for themselves. It multiplies effort and action. It isn’t about providing answers but facilitating growth through pertinent questions. What is your perspective on the application of coaching in the workplace?
Ken Blanchard
Coaching is appropriate when you are working on a goal that you're a little disillusioned about because sometimes things are tougher than you thought, and you say, ‘I thought this would
have been easy, but this is a tough one.’ You need not only direction, but you need tender loving care. You need some support.
Nicholas Hill
We’ve all experienced this setting, where the excitement wears off and reality kicks in. That’s when teams need you to stay close, not back off. It keeps them moving forward instead of checking out. While coaching is contentfree and neutral, meaning it is free of bias, when coupled with the supportive care you mention, it makes a significant difference in people’s lives at work.
Ken Blanchard
If you have a goal and all the skills to do it, but lack confidence, you need a supportive leadership style. We go from directing to coaching to supporting to delegating. What you need is different strokes for different folks. Everybody around
Nicholas Hill
The need to adapt to context seems obvious, yet most managers struggle to apply this principle effectively. They adopt a single style across the board and
then get frustrated when they do not see the results they want. This is where they each must condition themselves in less intensive environments, or as we do on our courses, in roleplays. How have you found the transition to occur naturally from style to style?
Ken Blanchard
Over time, if
WE GO FROM DIRECTING TO COACHING TO SUPPORTING TO DELEGATING IF YOU HAVE A GOAL AND ALL THE SKILLS TO DO IT, BUT LACK CONFIDENCE, YOU NEED A SUPPORTIVE LEADERSHIP STYLE
the world says, ‘Duh! That makes sense.’ Now, as you do performance planning and set objectives, you then analyse the development level and determine what leadership style you need initially.
THERE ARE TWO BEHAVIOURS YOU NEED TO ENGAGE IN WHEN WORKING WITH PEOPLE
you're starting with a directing style for an enthusiastic beginner, you eventually want to move from directing to coaching to supporting to delegating. For more of the goals of your people, you can use a supporting and delegating leadership style, as they're able to take initiative for their own performance.
Nicholas Hill
Many modern thought leaders agree with you. Daniel Goleman, the brilliant mind behind emotional intelligence, said many years later, ‘The best leaders don’t know just one style of leadership—they’re skilled at several, and have the flexibility to switch between
styles as the circumstances dictate.’ What led you and Paul Hersey to adapt some of the existing leadership styles, such as transactional, transformational, democratic, and autocratic?
Ken Blanchard
We felt that a lot of the language was evaluative and judgmental. If you talk about ‘autocratic’ or ‘democratic’ and what somebody would rather be, I'd rather be
WE FELT THAT A LOT OF THE LANGUAGE WAS EVALUATIVE AND JUDGMENTAL
democratic. If you’re talking about ‘participating’ or ‘controlling’, I want to be participating. So, we just said that there are two behaviours you need to engage in when working with people. One is directing behaviour, where you tell people what to do, how to do it, and where to do it. This is where you are working with them closely. The other is supportive, where you're listening to them and involving them. And those are two different dimensions.
Nicholas Hill
Yes. Distilling leadership styles theory into the two from Situational Leadership®—directive
DIRECTING IS HIGH ON DIRECTIVE BEHAVIOUR AND LOW ON SUPPORTIVE BEHAVIOUR
and supportive—makes it simple for managers to adopt. It becomes pragmatic instead of abstract. Another dualistic notion I have taught managers over the years is the distinction between handson and hands-off styles. Many known leadership styles, such as autocratic or democratic, evoke instant judgments, with the former often perceived as negative and the latter as positive, when, in fact,
this is not always the case. As I mentioned earlier, instructing people to evacuate a burning building requires an autocratic leadership style. So, how would you personally define the key characteristics of directing and supporting in action?
Ken Blanchard
Directing is high on directive behaviour and low on supportive behaviour. Delegating is low on both. Coaching is high on both directive and supportive. Supporting is high on supportive and low on directive. So, we felt that there wasn't a lot of judgment around those behaviours because directing, coaching,
MANY KNOWN LEADERSHIP STYLES, SUCH AS AUTOCRATIC OR
DEMOCRATIC, EVOKE
INSTANT
JUDGMENTS
supporting, and delegating are really descriptors rather than evaluative labels.
Nicholas Hill
Sure. So, the versatile leader, therefore, just adapts themselves. So, they're flexible enough to move from one leadership style to another, depending not only on the situation, hence the name Situational Leadership®, but also on the personality of the person they're working with.
WE ALSO TIE SITUATIONAL LEADERSHIP® INTO THE DISC MODEL AND THE MYERSBRIGGS MODEL
Ken Blanchard
Yes. We also tie Situational Leadership® into the DISC model and the Myers-Briggs model. For example, giving direction to someone with a high ‘I’ in DISC—which means I’m a people pleaser— is very different from directing someone with a high ‘D,’ who’s more focused on controlling. You’ve got to present it in a different way to a different personality type. It's really important to know your people.
Nicholas Hill
Right—and that’s where many managers struggle. They deliver the same message in the same tone to everyone, then wonder why it resonates with some individuals and falls flat with others. Understanding psychometrics is crucial when leading a team. For over 20 years, we’ve educated managers in Meta Programmes to help them recognise patterns of behaviour and their associations with personality. When they understand their people, they can tailor their approach to connect rather than clash.
UNDERSTANDING PSYCHOMETRICS IS CRUCIAL WHEN LEADING A TEAM
Ken Blanchard
We think that effective leadership is a transformational journey, starting with self-leadership— understanding yourself— then
moving to one-on-one, where you build a trusting relationship. Then, to team leadership, which is more complicated, where you're trying to build a community. And then finally, to organisational leadership when you're trying to develop a culture.
Nicholas Hill
It's interesting how our understanding of leadership has evolved. On our courses, we approach leadership and management by breaking them down into distinct areas, allowing each to occupy its own space. When teaching the concepts of strategic
management, I cite the brilliant minds of Ansoff, Porter, and Mintzberg. Operations management includes the thinking of Taylor, Gantt, and Deming. The ideas of Mayo, McGregor, and Lewin on team management gave rise to a new generation of theorists on leadership, which forms the basis of our conversation today.
Continued on page 82
JESUS OF NAZARETH Leading Like
Nicholas Hill Breaks The Rules
Continued from page 77
I FIND THAT MOST LEADERS WHO HAVE HIGH CONTROL NEEDS AREN’T COMFORTABLE WITH WHO THEY ARE
Reflect on how Jesus of Nazareth blended servanthood, humility, and purpose, inspiring you to develop loyal and passionate followers.
Nicholas Hill
A synonym for management is control. One for leadership might be guidance. To delegate effectively, managers must adjust their use of control from micro to macro management. Fiske and
Taylor argue that our need for control is hardwired, providing a sense of stability. Bandura’s concept of selfefficacy highlights how perceived control enhances motivation, while Seligman’s work on learned helplessness demonstrates how a lack of control leads to anxiety. In your experience, what relationship do you think managers have with control?
Ken Blanchard
I find that most leaders who have high control needs aren’t comfortable with who they are. You can't make
With Ken Blanchard
somebody else feel good about themselves unless you feel good about yourself. When they asked Jesus, ‘What were the main values?’ He said, ‘Love God with all your heart and all your mind and all your strength. And then love your neighbour as yourself.’ What he was saying is that you can't love your neighbour until you love yourself.
Nicholas Hill
Yes. We hope that this principle from Mark 12:30 will resonate with believers and unbelievers alike. I’ve witnessed numerous managers trying to lead from a place of insecurity and fear,
effort, but if they are committed to the journey, we get there, and it’s a place where they are free to serve others.
Ken Blanchard
Some people just don't get that. There's an important spiritual piece to this whole thing. I now have a Lead Like Jesus ministry that's all over the world. We're in about 40 nations. That was an interesting journey because I had turned my back on faith. I was named after
YOU CAN'T LOVE YOUR NEIGHBOUR UNTIL YOU LOVE YOURSELF
where they overcompensate or express a need for constant control. However, those with whom I’ve helped develop confidence no longer need to prove themselves or crave respect or recognition. It takes time and a great deal of
a Presbyterian minister and attended Sunday school, but that didn’t mean much to me. So, I switched from the Presbyterian church to the Methodist church in junior high because they had a better basketball team.
TO DELEGATE EFFECTIVELY, MANAGERS MUST ADJUST THEIR USE OF CONTROL FROM MICRO TO MACRO MANAGEMENT
Nicholas Hill (Laughs) Basketball aside, your book Lead Like Jesus, which you co-wrote with Phil Hodges, is sitting on my shelf. In the book, you promote a transition from self-serving leadership to servant leadership, aligning with Jesus' teachings. If renowned atheists like Richard Dawkins can say, ‘Jesus was a great moral teacher,’ perhaps there is more to gain than just spirituality. What has always stood out to people through the centuries is how Jesus led with both authority and humility. When speaking to the Pharisees, he was direct and assertive in his leadership style, expressing
righteous anger directed at injustice and manipulation. When addressing the crowds, he used a transformational and inspirational style, appealing to values and imagination. Please tell us more about your spiritual journey.
IF
Ken Blanchard
I went to Cornell University, part of the Ivy League, which isn’t big on faith, so I drifted away. And then, when Margie and I got married, she said, ‘We ought to get back involved in the church.’ When we went to our first teaching job in Athens, Ohio, it was the
that I was having trouble taking credit for it.
Nicholas Hill
Interesting. My spiritual journey was just as rocky. I was raised agnostic and only came to faith later in life. After twenty years of church-going and witnessing the misuse of scripture and doctrinal errors in the charismatic movement, my wife and I also left. We now follow the sound teachings of theologians such as John MacArthur and R.C.
HE USED A TRANSFORMATIONAL AND INSPIRATIONAL STYLE
middle of the Vietnam War. There was a wonderful pastor there that we loved, and he was leading all the students against the Vietnam War, so his congregation fired him. It was the most vicious thing we had ever seen. We said, if that's what Christianity is, you can have it, so we just turned our backs. I didn't think too much about the Lord until The One Minute Manager was so ridiculously successful
Sproul, which anyone can access online and through their books. Of course, there are many prodigal son stories like ours. How did the success of your book reignite your faith?
Ken Blanchard
When people said, ‘Why is it so successful?’ I started saying, ‘God must be involved.’ The minute I mentioned God, I got a call
asking, ‘Would I be on the Hour of Power with Robert Schuller?’ He interviewed me on The One Minute Manager , asking, ‘Do you know who's
YOU AND TOM PETERS DIDN'T INVENT MANAGEMENT BY WANDERING AROUND.
JESUS DID.
the greatest One Minute Manager of all time?’ I said, ‘Who's that?’ He said, ‘Jesus. He was clear on goals. Isn't that your first secret—oneminute
goal-setting? I said, ‘Yes.’ You and Tom Peters didn't invent management by wandering around. Jesus did. He wandered from one little village to another. If anybody showed interest, he praised them. Is that not your second secret—one-minute
HE WAS THE GREATEST ONE MINUTE MANAGER OF ALL TIME
praise?’ I said, ‘Yes.’ He said if people stepped out of line, he wasn't afraid to give them a one-minute reprimand. He threw the moneylenders out of the temple. He was the greatest One Minute Manager of all time.’
Nicholas Hill
That’s an interesting perspective. What’s powerful is how much of Jesus’ leadership style aligns with what we now refer to as best practice. He provided people with clear direction, offered encouragement, and wasn’t afraid to challenge behaviour when it was necessary. There was structure, compassion, and conviction—all working together in a manner that still resonates today. How did you educate yourself on Jesus’ teachings?
Ken Blanchard I decided I better read the Gospels, so I read
Matthew, Mark, Luke, and John. That's when I laughed. Everything I had ever taught or written about leadership, Jesus did with these 12 incompetent guys. I mean, who would have hired that lot? He was the greatest leadership role model of all time.
Nicholas Hill
That’s the part that hits home. He led a group of ordinary people—fishermen and tax collectors—whose influence changed the course of history. Unquestionably, we Christians believe they achieved this global phenomenon through the power of the Holy Spirit, but what a testimony it is that he didn’t recruit those in power or authority. Instead, he chose simple, everyday folk. In your opinion, why would Jesus recruit such a team?
Ken Blanchard
God wanted us to know that he was for all of us. For example,
INFLUENCE COMES NOT ONLY FROM STATUS BUT ALSO FROM HUMILITY
if he was going to send his son, why didn’t he have him born into royalty? He chose a peasant woman. Then, who's the first group to find Jesus in the manger? Shepherds—the low end of the economic scale. When he called his disciples, he didn't get pastors—he got working people. Even the politicians couldn’t believe it.
Nicholas Hill
Yet, his humility was prophesied around 700 years before the birth of Christ. We see in the teachings of Isaiah that he would have ‘no beauty or majesty to attract us to him.’ Zechariah told the people that he would be a King, but ‘lowly and riding on a donkey.’
So, to the learned, these ordinary people who followed him were the obvious choice to carry the message of the Gospel—that all have sinned, must accept the sacrifice he was about to make for that sin, and then repent to inherit eternal life—something the proud would never consider.
Ken Blanchard
Remember when John and James brought their mother to see Jesus, she thought there was a hierarchy, saying, ‘Can one of my sons sit on your left and one at your right hand in Heaven?’ Jesus said it was not for him to grant. I'm sure his
EVERYTHING I HAD EVER TAUGHT OR WRITTEN ABOUT LEADERSHIP, JESUS DID WITH THESE 12 INCOMPETENT GUYS
YOU AND I HAVE COME TO SERVE, NOT TO BE SERVED
disciples were a little upset with John and James because they beat him to the punch! He sits them down and says, ‘The rulers of the Gentiles exercise power over people. They use authority. Not so with you’ (paraphrase). It's a powerful statement. If you want to be first, you need to be last. If you want to lead, you need to follow. And you and I have come to serve, not to be served.
Nicholas Hill
Right. For many people, it flips the model of leadership on its head. Instead of
climbing to the top to be served, leaders must climb down from their lofty place to serve others if they want to build an admirable reputation. From this assessment, we could conclude that the power of influence comes not only from status but also from humility, responsibility, and genuine care for others. The biblical examples we have discussed demonstrate that this style of leadership is not theoretical. It is practical. It is also evident throughout social, political, and commercial history. This approach is an example of the inverted pyramid you mentioned earlier.
Ken Blanchard
Absolutely. He set the vision and the goals, and when he knew he was going to be leaving soon, he turned the pyramid upside down and said, ‘You're ready to go; this is what you’ve got to do for others’ (paraphrase). Set the goal, but go out there and serve them. It's not about you—it's about the people you're serving. You will be known as my disciples by how you love each other, not by how you judge each other.
Continued on page 92
NEW MINDSET The for a Key Ingredients
IF YOU DON'T ADOPT SERVANT LEADERSHIP AND DON’T EMPOWER YOUR PEOPLE, THEY WILL DRAG THEIR FEET
Continued from page 87
Discover that servant leadership is a smart approach, empowering you to build a culture where people thrive and results soar.
Nicholas Hill
The concept of servant leadership is so difficult to accept, isn’t it? Most managers will say, ‘The pressure's on’, ‘we've got goals to meet’, ‘there's planning to undertake’, and therefore, ‘we haven't got time to serve our
people—they must serve the organisation that pays them.’
How do you get managers to adopt this alternative mindset?
Ken Blanchard
You’ve got to prove that in the long run, the other methods are going to take them longer. If you don't adopt servant leadership and don’t empower your people, they will drag their feet. They won’t want to be there, and you're going to get high turnover, which costs you money and time. In the United States, I ask, ‘Does servant leadership
Nicholas Hill Breaks The Rules With Ken Blanchard
work?’ The companies I've worked with are all leaders in their field: Nordstrom in retail, Wegmans in grocery,
YOUR MOST IMPORTANT CUSTOMERS ARE YOUR PEOPLE
THESE PRINCIPLES RESONATE IN ALL SECTORS, INCLUDING FINANCE, LOGISTICS, AND GOVERNMENT
Chick-fil-A in quick service, Southwest Airlines in aviation, and Synovus in financial services. They all get what I'm talking about here.
Nicholas Hill
We see these same results around the world. Here in the UK, I’ve had the privilege to teach servant leadership principles to managers in the NHS, BUPA, Legal and General, Anglian Water, National Highways, Suez, Ardagh Group, and Celonis who embrace these principles. We know that our other clients, such as EY, adopt a participative leadership style, while others, like PwC, adopt a peoplefirst approach. On many of our courses, we encourage leadership through empathy and compassion. As you have seen, these principles
resonate in all sectors, including finance, logistics, and government, where they strengthen teams, reduce friction, and create results. In your experience, what are the keys to servant leadership?
Ken Blanchard
If I were to leave people with anything, it's that you've got to understand that your most important customers are your people. If you take care of your people, train them, empower them, and show them love, they will be fully engaged. They'll go out of their way to take care of your second-mostimportant customers, which are the people who use your products and your services.
IF
If you do a great job, those people will become raving fans and they'll become part of your sales force, which will increase your profits and take care of the third most important group you serve—the owners and the stockholders.
prioritises profit. As with PwC, business must be managed with a peoplefirst approach, because without the people, there
YOU DO A GREAT JOB, THOSE PEOPLE WILL BECOME RAVING FANS
THE STOCK MARKET OFTEN ACTS AS IF THE ONLY REASON TO BE IN BUSINESS IS TO MAKE MONEY
Nicholas Hill
That message challenges the traditional business mindset, which
is no business. When you prioritise your people, they will throw themselves into their roles. I’ve been telling managers for nearly thirty years, ‘If you don’t love your people, they will know.’ This principle presupposes that it is necessary. If you lead with trust, develop their potential, and treat them with respect, they will take ownership and exceed expectations. We have helped organisations improve culture by changing how the leaders lead. The energy and the effort all increase when people feel they
are more than just a means to an end. As Simon Sinek puts it, ‘Customers will never love a company until the employees love it first.’ Why do you think many organisations fail to employ these principles?
Ken Blanchard
The stock market often acts as if the only reason to be in business is to make money. People should remember that profit is the applause you get for creating a motivating environment for your people. It's a byproduct. If you act like the only reason you are in business is to make money,
you'll think that your people are dispensable—let's downsize and get rid of them. That will really take time and money out of your pocket. The only way I know to get great results and great human satisfaction is through servant leadership. And the only leadership approach that Jesus endorsed for his followers was servant leadership. Unfortunately, in the church, we haven't always followed that principle
MANAGERS
OFTEN FOCUS
SO INTENSELY ON NUMBERS THAT THEY OVERLOOK THE HARM IT CAUSES TO MORALE
IF YOU DON’T LOVE YOUR PEOPLE, THEY WILL KNOW
because churches have become too hierarchical in nature, serving the hierarchy instead of the people. Jesus said, ‘When two or three are gathered in my name, there I will be’ (paraphrase). That's a church. He wasn't talking about a hierarchy.
Nicholas Hill
That’s such a powerful distinction—treating profit as a result, not the goal. It reminds me of a famous Zig Ziglar quote, ‘You can have everything in life you want if you help enough other people get what they want.’ Managers often focus so intensely on numbers that they overlook the harm it causes to morale. But when they shift focus, put their people first, and lead with purpose, performance doesn't dip; it climbs. The culture strengthens, and so does the bottom line. Another dose of wisdom from Zig Ziglar was, ‘You don't build a business. You build people, and people build the business.’ We must all strip away our egos and lead with our hearts. You’re on point, Ken. Servant leadership isn’t soft—it’s smart. So, what
are the first steps towards becoming a servant leader?
Ken Blanchard
Well, first of all, do you have a compelling vision? Do people know what business you're in? Do they know what you're trying to accomplish? Do you have agreed-upon values? You don't want any more than three to five values. Then, do they have clear observable goals? So that starts it. That's the performance part that you're interested in. That's got to be set up.
Nicholas Hill
Right. While these factors are not exclusive to servant leadership, they are foundational. The challenge then lies in reconditioning the manager’s behaviour. This is why we teach managers applied psychology. I tell them—attitude precedes behaviour, but beliefs and personal values precede attitude. For instance, if a manager believes that people are inherently lazy or untrustworthy, they develop an attitude that restricts the autonomy you advocated earlier. However, if their core belief is that people thrive with trust and encouragement, they create an environment that fosters growth. The manager’s internal blueprint drives their leadership style. That’s why reconditioning cognitive
and behavioural patterns is necessary. What’s the next step in your approach?
Ken Blanchard
Now your job is to cheerlead, encourage, and help people accomplish those goals, not to walk around, evaluating
YOU DON'T WANT ANY MORE THAN THREE TO FIVE VALUES
YOUR JOB IS TO CHEERLEAD, ENCOURAGE, AND HELP PEOPLE ACCOMPLISH THOSE GOALS, NOT TO WALK AROUND, EVALUATING AND JUDGING
and judging. What happens is that when you give somebody negative feedback, when you both walk away, rather than thinking about how they can get better, they're thinking about what a jerk you are and how much they don't like to work for you.
Nicholas Hill
Exactly. Who wants to work for someone like that? This is where organisations experience team attrition. When people feel criticised instead of supported, they stop taking calculated risks, hold back ideas, and start playing it safe. That’s not how to facilitate growth. The role of the manager is to bring out the best in the team. As John Maxwell says, ‘A leader is great, not because of his
or her power, but because of his or her ability to empower others.’ While this principle applies to exemplary leadership, it is not the basis for all
leadership that we witness in the world, sadly. Therefore, the manager must shift the focus from themselves to their team members.
Ken Blanchard
Yes. When they do that, they get great results. Look at Jim Collins’ work in Good to Great. He says the level five leaders have two characteristics in common. One is resolve, which is the determination to accomplish a goal—to live according to the vision. Then the second one, which he couldn't believe initially, is humility. He kept saying to his researchers, ‘Go back and take a look at that again. I can't imagine that's right.’ They kept coming back saying, ‘No, that's what the data shows.’ People think humility is a weakness. My definition is that people with humility don't think less of themselves. They just think about themselves less.
Nicholas Hill
And that’s the part that surprises people—the link between humility and high performance. We’re so used to seeing leadership portrayed as dominance or charisma that quiet strength gets overlooked. But it’s the grounded leaders, the ones who put the mission and the team ahead of their ego, who earn the deepest trust and drive the strongest results. By the way, that’s a great book by Jim Collins. He refers to level 5 leaders as a study in duality: modest and willful, humble and fearless. So, I think we agree that humility and servant leadership aren’t weak concepts. They are the keys to high performance and long-term results.
Continued on page 102
Nicholas Hill Breaks The Rules
With Ken Blanchard
KEN BLANCHARD Praising
I JUST HOPE THAT PEOPLE CAN UNDERSTAND THAT WHAT WE'VE TALKED ABOUT IS NOT KEN BLANCHARD'S APPROACH
Continued from page 97
Review the practical leadership approaches covered in this dialogue. Rooted in common sense and proven principles, it encourages a shift from control to collaboration for long-term team performance and engagement.
Nicholas Hill
Ken Blanchard—It's been an absolute pleasure speaking with you today. For the record, I want you to know
that it's on your shoulders, together with Peter Drucker, Henry Mintzberg, and Michael Porter, that modern trainers and consultants, like me, stand. Thank you so much for your outstanding contribution to leadership and management.
Ken Blanchard
It's been a joy. I just hope that people can understand that what we've talked about is not Ken Blanchard's approach. It's common sense and organised. And it also was the approach that the greatest leader of all time, Jesus,
followed. I asked people, ‘Who are the great leaders that you have admired over time?’ They talk about Gandhi, Mandela, and Martin Luther King. In our country, they talk about Abe Lincoln. But who do you think was the leadership role model for all
WHERE DID GANDHI GET THE IDEA TO TURN THE OTHER CHEEK?
WHETHER WE ARE REFERRING TO ROSA PARKS, ELEANOR ROOSEVELT, OR HERB KELLEHER, THE THREAD IS THE SAME
four of those people? Where did Gandhi get the idea to turn the other cheek? He said the Sermon on the Mount was the greatest speech ever given.
Nicholas Hill
And that’s what makes these concepts so timeless. These principles don’t belong to one person, one book, or one era—they show up again and again in the lives of leaders who make a real difference. Whether we are referring to Rosa Parks, Eleanor Roosevelt, or Herb Kelleher, the thread is the same: leading with purpose, serving others, and surrendering the ego. As Jesus said in the Sermon on the Mount, ‘Blessed are the meek, for they shall inherit the earth.’ Yes, he was referring to the follower’s eternal destiny, but meekness is also personable, it’s human, and connects lives. Ken, thank you so much for sharing your thoughts with us today. I wish you continued success with The
New One Minute Manager. So, God bless you.
Ken Blanchard
Thanks so much. It’s been great to be with you. Take care.
INTERVIEW HIGHLIGHTS
Core Principles of The One Minute Manager
• The three core practices are one-minute goal setting, oneminute praising, and oneminute redirection.
• Simplicity and clarity empower you and your team to act consistently and confidently.
• Effective performance starts with crystal-clear goals that are observable, measurable, and mutually agreed upon.
• Frequent, brief feedback sessions are more productive than delayed appraisals.
• Reframing ‘reprimands’ as ‘redirects’ shifts leadership from punishment to partnership.
Mindset Shift: From Commanding to Coaching
• The manager’s role has shifted from being a distant authority to becoming a collaborative coach.
• Real-time coaching requires regular interaction, not just
annual evaluations.
• Managers must engage in ongoing check-ins where feedback is based on upto-date data and shared observations.
• Asking “Are you seeing what I’m seeing?” encourages mutual ownership of the solution.
• Redirection should always conclude
with reaffirming confidence in your team member.
Goals as Anchors for Performance
• If performance issues occur, they are often caused by unclear goals,
not individual failure.
• Goal-setting is essential. Without it, praise and redirection become ineffective.
• Goals must be SMART: Specific, Measurable, Attainable, Realistic, and Time-bound.
• Treat goals as a contract between manager and team member, rather than simply a task list.
• Goals also serve as a reference point for coaching and accountability.
Situational Leadership®: Flexibility in Action
• There is no one-size-fits-all leadership style. Different tasks and people require different approaches.
THERE IS NO ONESIZE-FITS-ALL LEADERSHIP STYLE
• The four styles in Situational Leadership® are directing, coaching, supporting, and delegating.
• Managers must assess the development level of each employee on each goal to tailor their style.
• Progression is natural: from enthusiastic beginners needing direction to selfreliant achievers needing delegation.
• All leadership styles serve a purpose in some context. Ensure that you adopt a style that is fit for purpose.
Servant Leadership as Strategy
• Servant leadership is not soft—it’s smart. It achieves both strong results and human satisfaction.
• Leadership begins with setting a compelling vision, defining core values, and establishing meaningful goals.
• Once these principles are in place, managers invert the pyramid, supporting rather than commanding.
• Serving others fosters trust, loyalty, and improved performance.
• Servant leaders ask:
“What can I do to help you succeed?” rather than “Why aren’t you doing more?”
Daily Coaching and One-toOne
Meetings
• Ongoing dialogue is vital. Managers should have oneon-one meetings with each direct report at least every two weeks.
• These meetings last between 15 and 30 minutes and are led by the employee, not the manager.
SERVING OTHERS FOSTERS TRUST, LOYALTY, AND IMPROVED PERFORMANCE
THE FOUR STYLES IN SITUATIONAL LEADERSHIP® ARE DIRECTING, COACHING, SUPPORTING, AND DELEGATING
• Regular, structured conversations foster relationships and reduce performance anxiety.
• Coaching should occupy most of a manager’s time, not just annual reviews.
Culture, Vision, and Values
• Vision answers: Who are we? What are we trying to achieve? Where are we headed?
• Values must be ranked, not just listed. For example, safety before efficiency at Disney.
• Culture is shaped when every decision is aligned with clear, shared values.
• Managers should lead with clarity, consistency, and care—this alignment energises the team.
• A coaching culture promotes continuous improvement and mutual respect.
• Vision and values should be known, not hidden in strategy documents.
Performance and Ownership
• Give employees the 'final exam’ on day one—set expectations early and then teach them how to succeed.
• WD-40’s system asks, “Don’t mark my paper—help me get an A,” fostering shared
responsibility for results.
• Employees complete their own review forms. Managers only validate or adjust the self-assessment.
• Performance is monitored quarterly, not annually, and updated based on changing priorities.
• Results: WD-40 boasts 98% employee satisfaction, clarity, and support, alongside high stock prices and record growth.
Motivation and Psychological Needs
• People desire autonomy (freedom to think), relatedness (positive relationships), and competence (growth).
• Motivation derives not from pressure, but from progress, connection, and purpose.
• Micromanagement demotivates; empowerment engages.
• Teams flourish when their strengths are nurtured and their contributions recognised.
• Leaders must cultivate an environment where individuals develop into selfmanaging performers.
Feedback That Fuels Growth
• Feedback should not be reserved for appraisals—it must be part of the daily workflow.
• Sandwich feedback models can seem disingenuous; redirection based on agreed goals feels more authentic.
• Praise should be specific and timely. Don’t say “great job”—say exactly what was
FEEDBACK SHOULD NOT BE RESERVED FOR APPRAISALS— IT MUST BE PART OF THE DAILY WORKFLOW
TEAMS FLOURISH WHEN THEIR STRENGTHS ARE NURTURED AND THEIR CONTRIBUTIONS RECOGNISED
great and why it mattered.
• Self-praise is encouraged when team members understand what good performance looks like.
• Regular feedback loops promote learning, agility, and resilience.
Jesus’ Leadership Principles
• Jesus demonstrated the perfect model of servant leadership: clear purpose, practical love, courageous challenge.
• He led by example— washing feet, serving the least, and developing ordinary people into leaders.
• The Gospels offer timeless lessons in humble, empowering, purpose-driven leadership.
• True leadership is grounded in humility—thinking about yourself less, not thinking less of yourself.
Leadership success is measured by influence and transformation, not position or power.
Common Sense Isn’t Common Practice
• Most leadership truths are common sense, but few practise them consistently.
• Managers often resist change due to fear, ego, or outdated conditioning.
• Implementing servant leadership requires a mindset shift from control to collaboration.
• Training, coaching, and regular dialogue help
managers develop new behaviours.
• Leading with love, humility, and service transforms both culture and commercial results.
Final Reminders for Managers
• Your people are your most valuable customers. Serve them, and they’ll serve your external customers.
• A great culture leads to excellent performance. Happy teams consistently outperform disengaged ones.
• Profit is not the ultimate aim — it is the recognition for consistently doing the right things.
• Empowerment and trust deliver results more quickly and sustainably than coercion or pressure.
• Embark on a transformational journey: lead yourself first, then your people, your teams, and finally, your organisation.
NICHOLAS HILL ACADEMY LTD DEVELOP YOUR LEADERSHIP AND MANAGEMENT SKILLS TODAY FREE CONSULTATION WITH NICHOLAS HILL
QUOTE ‘PROFESSIONAL LEADER’ TO REDEEM HELLO@NICHOLASHILL.COM • +44 (0)345 678 9900 • NICHOLASHILL.COM
