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    Why Great Leaders Don’t Take Yes for an Answer

    Why Great Leaders Don’t Take Yes for an Answer

    Why Great Leaders Don’t Take Yes for an Answer

    Managing for Conflict and Consensus

    by Michael Roberto

    In Why Great Leaders Don’t Take Yes for an Answer, Harvard Business School’s Michael Roberto shows company leaders how to stimulate honest, constructive dissent; use it to improve decisions; then align their entire organization behind those decisions. Drawing on extensive research, Roberto shows how to promote candor, leverage an organization’s wisdom, and build consensus that leads to effective action. He also presents examples from history while exploring how real organizations make real decisions, as well as how the decision process unfolds throughout the organization — not just in the executive suite.

    What You'll Learn

    • How to encourage open debate that promotes better decisions and more successful implementation.
    • How to reflect an organization's wisdom and expertise in all its leaders' strategic decisions.
    • Ways to ensure constructive conflict while preventing dysfunctional conflict.
    • How to recognize when a leader is being told "yes" by people who really mean "no."
    • Ways to keep decisions from being undermined after they are made.
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