Why Great Leaders Dont Take Yes for an Answer %2

Its the curse faced by every leader. And it will happen to you, whether you run a company or lead a mountain climbing expedition, whether youre a football coach or the president of the United States. Its the curse of yes. Leaders hear yes far too often. Your power inhibits candor. You dont hear bad news until its too late. You get groupthink, not reality. You think youve achieved consensus, then find your decisions undermined by colleagues who never really bought in.p Inevitable? Absolutely not. Harvard Business Schools Michael Roberto draws on powerful decision-making case studies from every walk of life, showing how to promote honest, constructive dissent and skepticism; use it to improve your decisions; and align your entire organization behind those decisions. Youll learn from disasters like the Space Shuttle Columbia and JFKs Bay of Pigs Invasion; from successes like Sid Caesar and Bill Parcells; from George W. Bushs decision-making after 911.p Roberto complements his compelling case studies with extensive new research on executive decision-making. Youll discover how to test and probe your management team; when yes means yes and when it doesnt; and how to build real consensus that leads to action. Youll gain important new insights into managing teams, mitigating risk, promoting corporate ethics, and much more. Your organization and your executive team have immense untapped wisdom. This book will help you tap that wisdom to the fullest.