Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus, 2nd edition

Published by FT Press (May 2, 2013) © 2013

  • Michael A. Roberto

VitalSource eTextbook

ISBN-13: 9780133095173
Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus
Published 2013
  • Available for purchase from all major ebook resellers, including InformIT.com

Paperback

ISBN-13: 9780134392783
Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus
Published 2015

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  • A print text
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  • Also available for purchase as an ebook from all major ebook resellers, including InformIT.com

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Make better decisions, achieve deeper consensus, get past groupthink and "yes men," and achieve superior results! Michael A. Roberto's Why Great Leaders Don't Take Yes for an Answer, Second Edition offers a powerful framework every leader can use to promote honest, constructive dissent and skepticism; test their assumptions; more thoroughly consider "best alternatives"; make better choices, and align organizations to act on their decisions. In this new edition, Roberto presents new cases from Google, Ford, Intuit and others, plus expands coverage to more deeply illuminate his decision-making approach. Offering both positive and negative examples, he presents a well rounded view of how to determine when 'yes' means 'yes', when it doesn't, and what to do when it doesn't. Roberto explains why "good process entails the astute management of the social, political and emotional aspects of decision making" -- in other words, why effective leaders are well served by carefully "deciding how to decide." Learn how to:

  • Get the truth and candor you need to make complex, high-stakes decisions
  • Test and probe what your team really believes
  • Encourage constructive objections -- and keep them constructive
  • Fairly evaluate all promising alternatives, and then crisply reach closure
  • Improve team management, mitigate risk, identify opportunities, and promote integrity
  • Build stronger commitment amongst the people who'll implement your decisions

Chapter 1: The Leadership Challenge     1

Chapter 2: Deciding How to Decide     39

Chapter 3: An Absence of Candor     75

Chapter 4: Stimulating the Clash of Ideas     109

Chapter 5: Keeping Conflict Constructive     143

Chapter 6: A Better Devil’s Advocate     179

Chapter 7: The Dynamics of Indecision     203

Chapter 8: Fair and Legitimate Process     233

Chapter 9: Reaching Closure     271

Chapter 10: Leading with Restraint     301

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