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The Managerial Moment of Truth: The Essential Step in Helping People Improve Performance (English Edition) di [Bodaken, Bruce, Fritz, Robert]
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The Managerial Moment of Truth: The Essential Step in Helping People Improve Performance (English Edition) Formato Kindle

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The Managerial Moment of Truth explains a powerful new concept that can dramatically improve performance and increase productivity, at no cost, in virtually any company or organization. Developed by organizational consultant and bestselling author Robert Fritz and proven in practice by coauthor Bruce Bodaken, the chairman, president, and CEO of Blue Shield of California, the book provides a dynamic technique to help people face up to reality and confront the truth in order to correct mistakes, learn from past performance, and adjust processes to build a more successful organization.

Given human nature, most managers, when faced with the harsh facts of substandard performance, tend to soften the truth with their direct reports, so as not to offend or upset them. They tend to avoid mentioning mistakes, missed dates, an incomplete project, unacceptable quality of work, and the like. Then, if the problem becomes egregious, the manager may suddenly overreact with a contentious confrontation that results in little long-term behavior change. Or else the manager will try to work around the substandard performance, shifting the workload to top performers on the team rather than addressing reality directly with the person concerned. Bodaken and Fritz provide a step-by-step approach for continuous improvement, in which managers deal with performance issues early on, to help employees face the truth without being made to feel denigrated, inept, or incompetent -- which would only defeat the desired goal of improvement. Moreover, this approach also greatly enhances the manager's own career success.

When managers understand and use this practice, they can produce more top performers and add from 25 to 40 percent more actual capacity to their organization. At Blue Shield of California, for example, more than one thousand managers have been trained in this approach, with impressive, measurable results, helping the company become one of the fastest-growing health care plans in the state. Other companies, all at the top of their industries, are now using MMOT with great success. As widely acclaimed author Peter Senge notes in his foreword, "This is not a book with just a bunch of 'good ideas.' It is a call to a simple but transformative practice, vital to building an organization truly worthy of people's highest achievement."

Dettagli prodotto

  • Formato: Formato Kindle
  • Dimensioni file: 495 KB
  • Lunghezza stampa: 208
  • Editore: Free Press; Reprint edizione (2 maggio 2006)
  • Venduto da: Amazon Media EU S.à r.l.
  • Lingua: Inglese
  • ASIN: B000GCFXS6
  • Da testo a voce: Abilitato
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11 di 11 persone hanno trovato utile la seguente recensione
5.0 su 5 stelle The "gestalt" of mutual exploration and learning 7 febbraio 2007
Di Robert Morris - Pubblicato su
Formato: Copertina rigida
Here's the core concept: the "managerial moment of truth" (MMOT) occurs when a supervisor and someone for whom she or he is directly responsible share a face-to-face interaction during which both are completely honest with each other about a given situation or issue. These interactions can involve praise and recognition for performance "above and beyond the call of duty," constructive criticism offered in response to unacceptable performance or inappropriate behavior, or collaboration on the solution of a problem or obtaining an answer to an especially important question. These and other interactive situations offer unique, potentially invaluable learning opportunities to create a shared experience during which important truth is revealed.

In this volume, Bruce Bodaken and Robert Fritz explain how the "managerial moment of truth approach" - one of mutual exploration and learning - can achieve and then sustain a decisive competitive advantage for any organization, regardless of its size or nature. They assert - and I wholly agree - that all managers must decide whether or not to ignore or explore especially important performance issues, especially in today's world where change is the only constant, especially in the workplace. They focus on how to prepare for and then create moments of "unvarnished" truth of substantial benefit to an individual, work teams, cross-discipline teams, senior management, subcontractor relationships, and strategic alliances. "Today, organizations are faced with sudden shifts in marketplace realities, migrating economics, and the lightning speed of globalization. The organizations that can deal with these changing realities have the best prospect for survival... Those organizations that cannot `handle the truth' will be left in the dust."

Of special interest to me is what Bodaken and Fritz provide in Chapter 7, "The Art of the Question: Exploring Reality." They correctly insist that to obtain the most important answers, it is necessary to ask the right questions. They identify four types of questions that can help to penetrate and reveal reality: information ("to expand the picture when we conduct a MMOT"), clarification ("to help define imprecise or unknown terms"), implication ("to recognize what is implied, and ask the person if it is true") and discrepancy ("to sort out contradictions"). There are two separate but related challenges: to ask the right type of question, and, to persist until a truthful and sufficient answer to it has been obtained. "Questions are a powerful tool for true dialogue and exploration. They enable us to see far beyond our usual vantage point. They guide us through new territories. They open new worlds of possibilities. They are the keys to the MMOT."

In the Foreword, Peter Senge describes the MMOT as "an elegant method that could have a significant impact in terms of "acknowledging present reality, examining people's thinking about hot it got that way, creating a plan for what needs to change, [and] establishing a feedback system to track improvement against that plan." Bodaken and Fritz suggest that those who are convinced of the value of the MMOT try it in small and simple situations first and dedicate themselves to the follow-through. Sense's advice also makes sense. "Do not expect others to implement what you yourself do not. Do not become an advocate for others to change their behavior. Become a practitioner of the managerial moment of truth yourself and ask others around you to help you be a good one." Senge then suggests that those unwilling and/or unable to do so, who "are not ready for this," set this book aside.

In all human communities, trust is the "glue" which holds them together and is almost entirely based on truth in the relationships between and among those involved. Bodaken and Fritz explain in this volume how the MMOT can improve on-the-job performance, of course, but in process will help to strengthen the aforementioned "glue" in ways and to an extent that otherwise would not be possible.
11 di 12 persone hanno trovato utile la seguente recensione
5.0 su 5 stelle The competitive advantage of truth telling 8 maggio 2006
Di Lynn Harris - Pubblicato su
Formato: Copertina rigida
This is an excellent book that would benefit any manager or leader to read. It tackles the current hot topic of integrity and honesty in corporate life in a very practical and user-friendly way. The simple 'form' provided by Bodaken and Fritz not only provides a very accessible way for managers and leaders to dramatically improve the performance of their people, but also illustrates how to create a high performance organizational culture and leverage competitive advantage through people. The success of the Managerial Moment of Truth in the Blue Shield organization adds credibility and weight to the approach. I recommend this book to all leaders, managers and coaches.
7 di 7 persone hanno trovato utile la seguente recensione
4.0 su 5 stelle A Book Which Resonates 26 agosto 2006
Di J. Throop Robinson - Pubblicato su
Formato: Copertina rigida
Managerial Moment of Truth has made a great contribution to the literature and practice of performance management. I have worked in this field for 20 years and the process suggested by the authors is brilliant in it's simplicity and focus.

I have already bought dozens of copies for my clients and in evey instance my clients have loved it! It resonates with them as it deals with the "real" world, the everyday world faced by all managers. It also offers managers clear guidelines for having the conversations that are necessary to achieve what's most important for the organization and for the people within it.
4 di 4 persone hanno trovato utile la seguente recensione
4.0 su 5 stelle Good, straight-forward approach 7 febbraio 2007
Di Ken G. - Pubblicato su
Formato: Copertina rigida Acquisto verificato
The approach outlined and exampled many times throughout the book is a must for any manager or management team member. The approach can be used in just about any situation where changes must be made to behavior or decision-making to drive toward meeting expectations. It really drives toward asking many questions to gain better understanding. After seeing the talk by Bodaken on UCTV, I was curious enough to buy the book. I surely have gained some insight to better handle many situations in the workplace and outside the workplace.
1 di 1 persone hanno trovato utile la seguente recensione
5.0 su 5 stelle What every manager should practice, religiously. 20 maggio 2008
Di Olivier d'Assier - Pubblicato su
Formato: Copertina rigida
This book is a must-read for any aspiring manager who also wants to be a coach. This technique isn't for every one and a certain amount of personal mastery is required to implement it. It is, however, applicable in all facet of life, at home as well as in the office. Practice it with your kids, yourself, and your direct report. The book is filled with practical examples including complete dialogues of how the conversations would take place, so you have no excuse for not practicing them. Every one will wish they had a boss like you if you approach the managerial moment of truth with an honest desire to seek the truth, understand the gaps, and develop a plan with your direct reports. If you can turn the manegerial moment of truth into a coaching opportunity, you will have built a learning organization.
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