Using MMOT (the managerial moment of truth), uncover the unspoken rules and assumptions that stand in the way of an honest assessment of the scope of a problem and how it came to occur, advise Bruce Bodaken and Robert Fritz. A strong leader is one who is not afraid of telling and hearing the hard truth. Sub-par performance and slip-ups are not as much a problem as the way you respond to them.

For instance, if your boss doesn’t confront an employee who misses the deadline, and instead resorts to work-around by shifting work to the best performers, there can be double jeopardy: of burnout and under-use.

“Avoidance creates a vicious communication circle: You say nothing until your annoyance with a performance problem reaches unmanageable levels. Then you overreact – with an intensity that’s out of proportion to the problem. Afterward, you’re embarrassed by your reaction, so when the problem resurfaces (and it will), you once again say nothing,” explains Lauren Keller Johnson in an essay titled ‘Debriefing Robert Fritz’.

“The most significant consequence of not acknowledging poor performance is that you deny yourself and your colleagues vital opportunities to identify what went wrong, determine which thought processes and decisions led to the problem, and develop plans for generating better outcomes next time. In other words, you miss the chance to activate a cycle of continuous learning.”

A collection of timeless value.

D. Murali

http://BookPeek.blogspot.com

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