Download Why Great Leaders Don't Take Yes for an Answer: Managing for by Michael A. Roberto PDF

By Michael A. Roberto

Harvard enterprise School's Michael Roberto attracts on strong decision-making case reports from each stroll of existence, displaying easy methods to advertise sincere, confident dissent and skepticism; use it to improve decisions; and align organizations in the back of these decisions.  examine from failures just like the house commute Columbia and JFK's Bay of Pigs Invasion,  from successes like Sid Caesar and invoice Parcells, from George W. Bush's decision-making after 11th of September. Roberto enhances his compelling case reports with huge new examine on govt decisionmaking. realize how one can try out and probe a administration workforce; whilst 'yes' capacity 'yes' and while it does not; and the way to construct actual consensus that ends up in motion. achieve very important new insights into coping with groups, mitigating chance, selling company ethics, and lots more and plenty extra.

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27 Tragedy on Everest In 1996, Rob Hall and Scott Fischer each led a commercial expedition team attempting to climb Mount Everest. Each group consisted of the leader, several guides, and eight paying clients. Although many team members reached the summit on May 10, they encountered grave dangers during their descent. Five individuals, including the two highly talented leaders, perished as they tried to climb down the mountain during a stormy night. Many survivors and mountaineering experts have pointed out that the two leaders made a number of poor decisions during this tragedy.

6 Naturally, consensus does not ensure effective implementation, but it enhances the likelihood that managers can work together effectively to overcome obstacles that arise during decision execution. Commitment without deep understanding can amount to “blind devotion” on the part of a group of managers. Individuals may accept CHAPTER 1 • THE LEADERSHIP CHALLENGE 7 a call to action and dedicate themselves to the implementation of a particular plan, but they take action based on differing interpretations of the decision.

Others use the analytics as a tool of persuasion when confronting skeptics or external constituencies, or because they must conform to cultural norms within the organization. Finally, many managers employ analytical frameworks for symbolic reasons. They want to signal that they have employed a thorough and logical decision-making process. 20 Consider the story of the Ford Mustang—one of the most remarkable and surprising new product launches in auto-industry history. Lee Iacocca’s sales and product design instincts told him that the Mustang would be a smashing success in the mid-1960s, but much to his chagrin, he could not persuade senior executives to produce the car.

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