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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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Lunghezza: 208 pagine Word Wise: Abilitato Miglioramenti tipografici: Abilitato
Scorri Pagina: Abilitato Lingua: Inglese

Descrizione prodotto


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."


Bruce Bodaken is Chairman, President, and CEO of Blue Shield of California, a 3.3 million-member not-for-profit health plan that serves the commercial, individual, and government markets in California. During Mr. Bodaken's five-year tenure as CEO, Blue Shield's membership has more than doubled and company revenues have risen from $3 billion to nearly $7 billion. Before embarking on a career in health care, he taught philosophy at the college level. In addition to his work at Blue Shield, Mr. Bodaken serves on numerous professional and civic boards, including the board of directors of the California Business Roundtable; America's Health Insurance Plans; and the University of California, Berkeley's Health Services Management Program. He lives in Mill Valley, California.

Robert Fritz has for more than twenty years been developing the field of structural dynamics through his work, first in the area of the creative process, and then in the area of organizational, business, and management issues. At least eighty thousand people throughout the world have participated in courses Fritz has created. He is the author of several books, including the bestseller The Path of Least Resistance. As a consultant, Fritz has helped numerous organizations put the structural approach into practice, and his clients include Fortune 500 companies, many midsize firms, as well as governmental and nonprofit organizations. Fritz is also a composer and a filmmaker. He lives in Newfane, Vermont.

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
  • X-Ray:
  • Word Wise: Abilitato
  • Screen Reader: Supportato
  • Miglioramenti tipografici: Abilitato
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Le recensioni clienti più utili su (beta) (Potrebbero essere presenti recensioni del programma "Early Reviewer Rewards") 4.6 su 5 stelle 10 recensioni
4.0 su 5 stelle Great Principles 31 maggio 2013
Di QualityU - Pubblicato su
Formato: Formato Kindle Acquisto verificato
The principles covered in this book can be implemented by executive leadership. Given political games, lack of responsibility and accountability and passive aggressive behavior, employees long for authenticity and a forum to share ideas and concerns. This book serves as a resource to stop these behaviors and encourage alignment with institutional mission. Also in helping employees direct energy to more productive means of performance. While the examples provide support to the concepts outlined in the book, this content could be simplified, condensed or summarized for reinforcement and clarity (thus four stars rather than five).
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.
5.0 su 5 stelle Five Stars 2 settembre 2015
Di Alp Ozpar - Pubblicato su
Formato: Formato Kindle Acquisto verificato
Great book for learning fundamentals of candid culture in the company!
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.
5.0 su 5 stelle Apply the MMOT and Raise Your Level of Performance 28 marzo 2008
Di bronx book nerd - Pubblicato su
Formato: Copertina rigida
Robert Fritz and Bruce Bodaken provide a practical guide for handling difficult but necessary interactions in the workplace. The Managerial Moment of Truth, or MMOT, is a four-step process of objectively identifying reality (a missed due date; a drop in sales); objectively determining how the manager in charge came to that point, without blame or criticism; identification of new and improved procedures to do better the next time; and establishment of a feedback system so that the leader and manager can monitor the new process. The goal of this four step process is ultimately to improve the performance of the manager and to thereby improve the performance of the overall organization.

The foundation of the MMOT is Fritz' concept of the creative process, which is built around acknowledging current reality, determining where you want to be, and making what he calls a fundamental choice to arrive there, and thereby taking the necessary steps to create this new reality. This process takes place within the framework of what Fritz calls structural tension, the tension that naturally exists when there is a difference between where we are and where we want to be. By addressing the tension in this way, the participant arrives at his new reality - and creates something new. It avoids the approach of problem solving, because that is an attempt to make something go away, while the creative process is the effort of bringing something new into being. Fritz provides more detail on this in his other works, particularly The Path of Least Resistance, also a great read.

In this work, Fritz and Bodekan address applying this fundamental creative approach to workplace issues. The cornerstone of the MMOT is telling the truth - i.e. acknowledging reality as it is - not sugar-coating it or pretending it does not exist, hoping that things will get better or go away on their own, or resigning oneself to poor performance from your direct reports. The authors acknowledge the challenge in approaching issues this way because, in most organizations, people are not used to dealing head on with reality. They provide excellent case studies, including the transcripts of conversations which show you exactly how to apply the MMOT technique.

As I read the book I became convinced that MMOT also has a place in family relationships, not only between spouses but also between parents and children. Perhaps there is some nuance in how MMOT should be applied in these circumstances, but I believe the general concept applies as well.

I highly recommend this book for anyone managing even one person. If applied correctly and consistently, not only will your direct report's performance improve, but so will yours and that of your entire organization.
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