• Effectiveness is a function of both quality and quantity: generally speaking, you want to achieve quality results in less time and micromanage others as little as possible.
• To become an effective manager, you want to adopt a management style that motivates success through:
• One-minute goals, where you clarify what is important to focus on and define measurable performance standards
• One-minute praisings, where you provide immediate positive feedback and give assurance that direction is right
• One-minute reprimands, where you hold others accountable and offer constructive criticism aimed at transforming their behavior 
• Rather than one yearly review at the end of the year, you want to set specific, measurable goals with deadlines, and provide day-to-day coaching (as needed) in order to help achieve those goals. The goal-setting must be done together to ensure you're both in alignment and in agreement.
• One-Minute Goals are important as they define more clearly what constitutes success, put everyone on the same page, and enable accountability for results.
• One-Minute Praisings need to be consistent and specific. This means expressing not only a thank-you, but also specifying the specific impact on the overall operation.
• Praisings help with elevating the confidence necessary for achieving bigger things down the road. The more specific you are, the more people can understand what they did right and thus be able to replicate it.
• One-Minute Reprimands also need to be consistent and specific. The aim is to assist people in learning from failure, errors, and mistakes, so that they don’t repeat them. 
• One-Minute Reprimands also need to be constructive and respectful. It’s important to remind people that their behavior is being critiqued, not who they are.
• There’s a difference between interest and commitment. When you are interested in doing something, you do it only when it is convenient. When you are committed to something, you accept no excuses. Look and ask for commitment. Don’t employ people who are merely interested. Employ the ones who are truly committed.
• To become a better manager, you will need to determine your team member’s development level and the corresponding leadership style needed to move them to the next development level.
• Once you evaluate your team member’s development level, you will need to be able to change your leadership style based on your evaluation and the situation.
• You want to look at two factors to determine a person’s development level: competence and commitment. Anytime a team member is not performing well without your direction, it is usually a competence problem, a commitment problem, or both.
• Competence is a function of knowledge and skills; it can be gained through learning and experience. Commitment is a combination of self-confidence and enthusiasm for doing the task.
• The four combinations of competence and commitment make up the four stages of development levels:
• D1- The Enthusiastic Beginner: You are eager to learn, excited and curious (high commitment); however, you are inexperienced (low competence).
• D2- The Disillusioned Learner: You have acquired some experience (low-some competence), but haven’t made as much progress as expected. You could become frustrated and may even be ready to abandon the task or goal (low commitment).
• D3- Capable but Cautious Contributor: You have demonstrated moderate to high competence, but your commitment is variable. You may be self-critical, unsure, bored, or simply have low interest in the project or task.
• D4- Self-Reliant Achiever: You have both high competence and commitment, you are confident and self-motivated. You need opportunities for growth and impact, but you don’t need much direction or support.
• Once you establish the development level, your next step is to decide on the appropriate leadership style. There are four styles:
• S1- Directing (for the Enthusiastic Beginner):You provide high directive behaviour and low supportive behaviour. You take the decisions and provide specific directions — what, when, where, and how — about goals and tasks, and then monitor the person’s performance in order to provide feedback as needed.
• S2- Coaching (for the Disillusioned Learner): You provide high directive behaviour and high supportive behaviour. You direct the tasks, explain why, solicit suggestions, and start your journey to encourage involvement in decision-making. 
• S3- Supporting (for the Capable but Cautious Contributor): You provide low directive behaviour and high supportive behaviour. You make decisions together. You support the person’s efforts, listen to suggestions, empower, facilitate, and ask good questions to elevate his or her confidence.
• S4- Delegating (for the Self-Reliant Achiever):You provide low directive behavior with low supportive behavior. The self-reliant achiever makes most decisions about what, how, and when. You express how much you value the person’s contributions and keep supporting his or her growth.
• If your team member is at development stage one, you use leadership strategy one. If he or she is at stage two, you use leadership strategy two, etc. The goal, generally speaking, is to move everyone to D4 (Self-Reliant Achiever — High Commitment, High Competence). 
• Great managers… 
• Know how to motivate and inspire people to produce desired results. They know it’s their responsibility as well.
• Instill confidence with those they work with. They care not only about results but also about people.
• Make less decisions for others but instead guide them to make decisions for themselves. They empower others to take more responsibility and manage themselves.

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The above is inspired from the bestselling book "The One Minute Manager" by Ken Blanchard.

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