WHY GREAT LEADERS DON’T TAKE YES FOR AN ANSWER

Leaders hear “yes” far too often. They don’t hear bad news until it’s too late. They get groupthink, not reality. They think they’ve achieved con- sensus, then find their decisions undermined by colleagues who never really bought in. It’s an enormous problem: for leaders, teams and organizations. But is it inevitable? No.

In this summary, Harvard Business School’s Michael Roberto shows read- ers how to stimulate honest, constructive dissent; use it to improve decisions; then align their entire organization behind those decisions. Drawing on exten- sive research, this summary shows how to promote candor, leverage an organi- zation’s wisdom, and build consensus that leads to effective action. It also pre- sents examples from history while exploring how real organizations make real decisions, as well as how the decision process unfolds throughout the organi- zation — not just in the executive suite. Along the way, the five myths of execu- tive decision making are explored to help readers understand why these myths are so dangerous and how they can be overcome.

Responses