One of the things that might truly hurt a company is the fact that leaders hear ‘yes’ far too often and they don’t know how to tell if ‘yes’ really means ‘yes’. Taking silence for agreement and believing that your team members don’t argue with you because they believe your decision is right every time, is an attitude that will soon backfire. It is very important to learn how to promote honest, constructive dissent and skepticism in order to achieve deeper consensus when the right decision is made. In his book, ‘Why Great Leaders Don’t Take Yes for an Answer: Managing for Conflict and Consensus (2nd Edition)’, Michael A. Roberto presents a decision-making approach that will help anyone achieve greater results.
The author exemplifies his methods by presenting new cases from Google, Ford and Intuit. Because big companies have a tendency of slowing down the decision-making process, Michael A. Roberto stresses the idea that it is important to make sure the team which is involved in the decision-making is focused and efficient. He takes Google CEO Larry Page as an example of a leader who completely reformed the decision-making process at Google as to avoid bureaucracy and keep things simple and productive. He decided against long meetings with too many team members who had nothing to say, and preferred to have ten team members who could truly contribute to the final decision. The examples the author gives are very important for the readers, because we have much to learn from these great companies, and we can always find good methods that we can implement in our own firms.
‘Why Great Leaders Don’t Take Yes for an Answer: Managing for Conflict and Consensus (2nd Edition)’ will teach you how to test what your team really believes and encourage constructive objections in order to hear everyone’s opinion and understand their point of view. There’s no use in hearing ‘yes’ every time you make a decision if later you will find out that things don’t go as planned because your team doesn’t truly agree with your choices. As Michael A. Roberto puts it, a leader must first ‘decide how to decide’ and cultivate constructive conflict while also building consensus.
By reading this book, you won’t only learn how to improve the decision-making process of your company, but you’ll also learn how to mitigate risk, identify opportunities and promote integrity. You will form a strong team of critical people who will never say ‘yes’ just to please their leader, but they will say it only when they truly believe it is the right and final answer.