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."

Explains the structural causes of success and failure and how to redesign the organization or team for success.

Through stories and lessons from managers, you'll discover how to handle a variety of situations--Cover p. [4].

On growing up in the American South of the 1960s—an all-American white boy—son of a long line of Methodist preachers, in the midst of the civil rights revolution, and discovering the culpability of silence within the church. By the Pulitzer Prize-winning journalist and columnist for The Birmingham News. "My dad was a Methodist preacher and his dad was a Methodist preacher," writes John Archibald. "It goes all the way back on both sides of my family. When I am at my best, I think it comes from that sermon place." Everything Archibald knows and believes about life is "refracted through the stained glass of the Southern church. It had everything to do with people. And fairness. And compassion." In Shaking the Gates of Hell, Archibald asks: Can a good person remain silent in the face of discrimination and horror, and still be a good person? Archibald had seen his father, the Rev. Robert L. Archibald, Jr., the son and grandson of Methodist preachers, as a moral authority, a moderate and a moderating force during the racial turbulence of the '60s, a loving and dependable parent, a forgiving and attentive minister, a man many Alabamians came to see as a saint. But was that enough? Even though Archibald grew up in Alabama in the heart of the civil rights movement, he could recall few words about racial rights or wrongs from his father's pulpit at a time the South seethed, and this began to haunt him. In this moving and powerful book, Archibald writes of his complex search, and of the conspiracy of silence his father faced in the South, in the Methodist Church and in the greater Christian church. Those who spoke too loudly were punished, or banished, or worse. Archibald's father was warned to guard his words on issues of race to protect his family, and he did. He spoke to his flock in the safety of parable, and trusted in the goodness of others, even when they earned none of it, rising through the ranks of the Methodist Church, and teaching his family lessons in kindness and humanity, and devotion to nature and the Earth. Archibald writes of this difficult, at times uncomfortable, reckoning with his past in this unadorned, affecting book of growth and evolution.

Skills for New Managers will include hands-on information on the following key topics: hiring new employees by asking the right questions; delegating work efficiently; dealing with the stress that comes with a management position; communicating effectively with your employees; how to master mentoring, leadership, and coaching styles. These books will be rich in practical techniques and examples, each book will supply specific answers to problems that managers will face throughout their careers. Skills for New Managers will detail specific techniques and strategies that managers can use to smooth their way into a management position, from hiring to delegating. The series will also continue its user-friendly, icon-rich format, which is designed to be easily digested for managers at all levels of the organizational hierarchy. Books in the series will also feature short, snappy chapters, bulleted lists, checklists and definition of terms as well as summaries at the end of every chapter.

This book pulls back the curtain on the 'political miracle' of the new South Africa.