The book’s title refers to special events shared by supervisors and those for whom they are responsible. Each is an opportunity to reveal a pleasant or unpleasant “truth” of one kind or another. For example, we appreciate being recognized for exceptional performance, whether or not a reward is involved; we resent having such performance ignored. We appreciate being told “the unvarnished truth in ways that are accessible, kind, and supportive”; we resent public humiliation. Bodaken and Fritz offer an approach to managers and their organizations that can “revolutionize” how people work together, think together, and create the future together. They have found that this approach (the Managerial Moment of Truth or MMOT) “can add anywhere from 25 to 40 percent more actual capacity to organizations without adding significant cost.” In fact, they have convinced me that their approach–if sustained over time–can actually save substantial amounts of both dollars and hours. MMOT is based on four basic factors: “the manager’s ability to see the unvarnished reality, the manager’s ability to bring people into a process of analyzing that reality, then creating a better designed managerial approach for the future, and finally establishing a system of follow-through as a mentoring process for improved performance.” Bodaken and Fritz explain how to formulate and then implement such a program. They also offer an abundance of real evidence that demonstrates how much various organizations have improved performance enterprise-wide by taking the MMOT approach.
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