Don't wait for a holiday or special time. Do it immediately. The second point is to be specific, then they will know what specific action it was that earned the praise so that they can repeat it later. The third point the manager needs to be aware of when praising an employee is to share his or her feelings about the employee's work. Explain how it makes you feel, how it fits in with the organization, and then allow a moment of silence so that the point sinks in (Blanchard & Johnson, 1983).
The third secret of One-Minute Management is the One-Minute Reprimand. When the employee does not meet the agreed upon goals or does something wrong then they need to be held accountable. This does not mean, however, that the manager reprimands someone who is learning. In the case of someone who is just learning a process or has attempted to reach a goal but has lost track of where they are going, the manager needs to redirect the employee. This means to return to the basic goal, find out what went wrong, and get them back on track (Blanchard & Johnson, 1983). The reprimand is for those employees who know better and have not accomplished the agreed upon task.
As with the praise, there are three points to be aware of when reprimanding an employee. The first point, of course, is to do it immediately, so that the employee understands that there are negative consequences for negative actions. The second point is to be specific. The manager is not trying to make out the employee to be a bad person. The manager is merely trying to point out a wrong action that needs to be corrected. The third point is, again, to let there be a moment of silence so that the employee feels, and understands, the importance of correcting their mistake (Blanchard & Johnson, 1983).
These three principles of management are fairly simple to carry out in theory, and I think that they would help to build an efficient and prod