Know What You Don't Know: How Great Leaders Prevent Problems Before They Happen (paperback)
| Author | : | |
| Rating | : | 4.95 (664 Votes) |
| Asin | : | 0134177010 |
| Format Type | : | paperback |
| Number of Pages | : | 224 Pages |
| Publish Date | : | 2014-08-16 |
| Language | : | English |
DESCRIPTION:
It explains how leaders can become effective problem finders, unearthing problems before they destroy an organization. Problems remain hidden in organizations for a number of reasons, including fear, organizational complexity, gatekeepers who insulate leaders from problems that are coming up, and finally, an overemphasis on formal analysis in place of intuition and observation. It then goes on to present how they can circumvent the gatekeepers, so they can go directly to the source to see and hear the raw data; hunt for patterns, including refining your individual and collective pattern recognition capability; "connect the dots" among issues that may initially seem unrelated, but in fact, have a great deal in common; give front-line employees training in a communication technique; encourage useful mistakes, including create a "Red Pencil Award"; and watch the game film, where leaders reflect systematically on their own organization's conduct and performance, as well as on the behavior and
His research, teaching, and consulting focus on strategic decision-making processes and senior management teams. Michael A. He is the author of Why Great Leaders Don’t Take Yes for an Answer (Wharton School Publishing, 2005).. Roberto is the Trustee Professor of Management at Bryant University in Smith
Next, he systematically introduces seven powerful solutions. From the Back Cover "Dr. You'll discover how to become a business "anthropologist," observing how your employees, customers, and suppliers actually behave, not just how they're "supposed" to behave. Roberto has skillfully managed to blend in-depth research with his straightforward and enjoyable style and, in doing so, painted a masterpiece that should be considered by any institution or individual looking to detect or solve problems. In "Know What You Don't Know," best-selling author Michael Roberto shows leaders how to go beyond mere "problem solving" to uncover and address emerging problems while they're still manageable-before they mushroom into disaster! Roberto first ide
Practical and provocative BSBAz Drawing on examples as varied as the 9-11 tragedy and Anne Mulcahy's leadership at Xerox, Roberto explains why leaders need to be not only great problem-solvers but also problem finders. He describes the common reasons why leaders often miss seeing problems until a crisis occurs. He then offers seven practical methods of problem finding that any leader, manager or business owner can apply. An easy, fast and interesting read that will pay real dividends.. Rolf Dobelli said Constructive look at problem finding. Sir Winston Churchill, Great Britain's intrepid prime minister during World War II, was an amazingly perceptive leader. He was one of the first to warn of the military threat Germany posed prior to both world wars. How did he know? He routinely sought out rank-and-file members of the British military and low-level English government bureaucrats to find the truth. In the same way, you should dig deeply into your organization for unbiased, accurate information so you can detect problems before they turn into disasters. In his case-filled, albeit pretty much one-note, book, management professor Mich. How to become an effective problem finder John Gibbs Leaders need to become hunters who venture out in search of the problems that might lead to disaster for their firms; they cannot wait for the problems to come to them, according to Michael Roberts in this book. Unfortunately most business schools teach students how to solve pre-defined problems rather than how to search out the problems in the first place.According to the author, there are seven critical skills which must be mastered in order to someone to become an effective problem finder:* Circumvent the filters which prevent you from receiving accurate information, particularly bad news* Obs