“Why Leaders Don’t Take Yes For An Answer” by Roberto Research Paper

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The man who does is the man who thinks he can… this is a time-tested fact. You will always find positive people very sure of themselves and their abilities. They always think everything is possible. This is because of their confidence and positive thinking.

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A leader is someone who is very positive. His positive attitude is discernable in his thoughts, actions, and behavior. There was a time when leadership skills were considered god-gifted, but now it is clear that it is possible to inculcate this positive outlook, which is the kernel of leadership. A leader has a vision or ability to look beyond the obvious. He is able to see those possibilities, which escape everyone else. A leader has oodles of confidence, which enables him to succeed in all his endeavors.

What is apparent to everyone is something, which is plain to see. What sets the leaders apart from the followers is their ability to look beyond the obvious. They see possibilities and promise where everyone else only notices problems and tribulations. It is very difficult to lead if you do not have that little extra which sets a leader apart from the crowd. This extrasensory perception has commonly termed a vision. It is an extension of positive talk and thought. Vision does not just mean being able to see, it also means having certain ideas, plans, and projects, which are for the betterment of the organization, group, or team. It spells a better future for the maximum number of people possible.

People with vision have a decided bent of mind towards original thinking. They are able to look at things differently and can predict trends for the future. They are able to pick up future scenarios by looking at the present and past pictures. It is this vision that foresees changes and eventually influences them. In fact, it is this vision that has been discussed in the aforementioned article.

The article begins with a retrospective listing of some global events that went haywire because of severe leadership discretion. From the very recent disintegration of the Columbia space shuttle in 2003 to the 1961 Cuban rebel force having been killed by Fidel Castro’s army despite the American support, the article traces the ambiguity on part of some leaders that twisted the fate of events. Other examples including the 1985 debacle of the New Coke and the death of Hall and Fischer, the two most accomplished mountaineers have also been cited. These instances build the base for a discussion on the flaws of strategic decision-making on the part of leaders and organizations.

The author looks at all these examples from the perspective of the leader’s inability to mobilize and motivate the organization in implementing a certain strategy. In the words of the author, “As Noel Tichy and Dave Ulrich write, ‘CEOs tend to overlook the lesson Moses learned several thousand years ago—namely, getting the ten commandments written down and communicated is the easy part; getting them implemented is the challenge’.” It is not easy to bring about attitudinal changes. There is entire baggage of background, education, and preconceived notions that shape attitudes. The task is enormous.

Vacating the bag of rigid thought lines and refilling it with a fresh outlook is a mammoth endeavor. Not everyone can make it happen. And there lies the difference between leaders and non-leaders. Leading is as similar as walking on the razor’s edge. If effectively influenced, it ushers a new era of progress and optimism. If it fails to bring about the change, it leaves old attitudes intact with greater rigidity and orthodoxy. Hence, how a leader strategizes to effect the change becomes the instrumental factor. It is at this juncture that the leader proves his ability as a true leader. Leadership entails flexibility. It is important that leaders shed his/her mantle of ‘leading by isolation’. Once this happens, the followers can easily relate to the leader and understand the dimensions of the new perspective.

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When it comes to analyzing the economic structure of the industry moist managers find the task easy. But mastering the socio-political dynamics of decision-making is the real skill. In general, leaders work to achieve two basic objectives: to come up with the strategies or solutions needed to overcome organizational challenges and to implement those solutions efficiently and effectively. In all too many cases, the problem begins with the person directing the process, as their words and deeds discourage a vigorous exchange of views. Powerful, popular, and highly successful leaders hear “yes” much too often, or they simply hear nothing when people really mean “no.” In those situations, organizations may not only make poor choices, but they may find that unethical choices remain unchallenged.

The author, therefore, argues that it is very important for leaders to engage their team in healthy debates on various issues. It is only after proper brainstorming and a thorough analysis of the pros and cons of the subject being discussed that a strategy should be worked out. The author also emphasizes that there should be efforts to build consensus and commitment at the end of the entire discussion. Consensus in this context does not mean a blind agreement on the final decision. There can be members who are against the decision but definitely understand the rationale behind it and its implementation. The author says that consensus does not ensure effective implementation, but it enhances the likelihood that managers can work together effectively to overcome obstacles that arise during decision execution. Therefore leaders are the beacons of change. However, as a leader one needs to cultivate a set of skills that are the ultimate sabers to materialize a change.

According to the author, the dilemma confronting most leaders is how they need to instill conflict and dissent to enhance the decision quality while simultaneously building the consensus to implement decisions effectively. This simply means developing the scope for debate and discussion on the area under scrutiny. It also entails building such an atmosphere in the organization that most employees are keen on sharing their points of view. Consequently, this would give the opportunity to receive a multitude of opinions and a more comprehensive perspective on the problem. Hence the decision-making would be stronger and more diverse in its range.

Such an approach would also lead to commitment on the part of workers because they feel like an integral part of the entire process from decision making to its implementation. Such a system also ensures that none of the employees deliberately tries to derail any strategic implementation even though they might not be in agreement with it. This is because of the fact that their views have been given all the required attention and consideration and a decision has been made only after that. This approach is a step towards leadership building as well. In fact, a true leader is one who does not believe in leading single-handedly but makes strenuous efforts to instigate the traits of leadership throughout the organization. If this happens, then every individual automatically feels the responsibility to bring about positive changes and take the path uphill to success and happiness.

The summation of the author’s ideas can be succinctly stated by saying that leadership is more than getting others to do your bidding. True leadership requires that you listen to others and understand (even if you don’t agree with) those who criticize your ideas.

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IvyPanda. (2021, August 26). "Why Leaders Don’t Take Yes For An Answer" by Roberto. https://ivypanda.com/essays/why-leaders-dont-take-yes-for-an-answer-by-roberto/

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""Why Leaders Don’t Take Yes For An Answer" by Roberto." IvyPanda, 26 Aug. 2021, ivypanda.com/essays/why-leaders-dont-take-yes-for-an-answer-by-roberto/.

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IvyPanda. (2021) '"Why Leaders Don’t Take Yes For An Answer" by Roberto'. 26 August.

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IvyPanda. 2021. ""Why Leaders Don’t Take Yes For An Answer" by Roberto." August 26, 2021. https://ivypanda.com/essays/why-leaders-dont-take-yes-for-an-answer-by-roberto/.

1. IvyPanda. ""Why Leaders Don’t Take Yes For An Answer" by Roberto." August 26, 2021. https://ivypanda.com/essays/why-leaders-dont-take-yes-for-an-answer-by-roberto/.


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IvyPanda. ""Why Leaders Don’t Take Yes For An Answer" by Roberto." August 26, 2021. https://ivypanda.com/essays/why-leaders-dont-take-yes-for-an-answer-by-roberto/.

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