Since the original One Minute Manager was published in 1982, technology and globalization have changed the world. Recognizing this, the authors of the text have updated the tactics first introduced but kept the basis of the story the same, in order to aid leaders in the modern world. Whereas effective leadership once depended on a “top-down” approach, the contemporary workplace thrives from “a side-by-side relationship” established between managers and employees (5). Everyone’s contributions are meaningful now, and everyone’s voice matters. By adapting the Three Secrets to modern times, the authors believe readers will work more happily, confidently, and successfully.

A young man is traveling the world in search of discovering the secrets of being a great business leader. He has visited the smallest towns and the largest capitals, speaking with women and men of all ages and backgrounds who are experts in their fields. He categorizes the managers he meets into two groups: “tough” and “nice” (9). The “tough” managers are prideful and arrogant about their abilities—and the people who work below them tend to be miserable. However, these tough managers are result-oriented, bringing success to their organizations. In contrast, the “nice” managers are more humanistic in their approach, and though they are appreciated by their employees, they are seen as less effective within their organizations.