Michael roberto everest

Michael roberto + blog
Michael Roberto is the Trustee Professor of Management at Bryant University in Smithfield, RI. He joined the tenured faculty at Bryant after serving for six.
Professor Roberto received an A.B. with honors from Harvard College in 1991.

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Many managers disdain “process” – organizations that put a premium on “the way things have always been done around here” over those that champion bold and rapid decision making. Ironically, as this author states, making the right decision is less important than focusing on how the decision is made – the process. In a compelling argument he makes the case that examining how decisions are made, rather than the decisions themselves, will lead to better decisions.

Have you ever censored your views during a management meeting, nodding politely as your boss or a respected colleague put forth a proposal? Have you ever left meetings with unspoken thoughts – ideas to improve a proposal, or maybe even concerns that it should never have been approved in the first place?

If you answered yes to these questions, take comfort – you are not alone. Many groups and organizations shy away from vigorous conflict and debate. For starters, managers often feel uncomfortable expressing dissent in the presence of a powerful and popular chief executive. T

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Michael Roberto is the Trustee Professor of Management at Bryant University in Smithfield, RI. He joined the tenured faculty at Bryant after serving for six years on the faculty at Harvard Business School.

Professor Roberto has published three books: Unlocking Creativity, Why Great Leaders Don't Take Yes For An Answer, and Know What You Don’t Know. Professor Roberto also has created three best-selling audio/video lecture series for The Great Courses: The Art of Critical Decision Making, Transformational Leadership, and Critical Business Skills: Strategy. He has published many case studies ranked by Harvard Business Publishing as best-sellers, including publications about Viking Cruises, Tractor Supply, Zola, Boeing, Trader Joe’s, and Planet Fitness. He has ranked as high as #25 on The Case Centre’s list of best-selling case study authors in the world.

Professor Roberto's research and teaching have earned several major awards. The Everest Leadership and Team Simulation (co

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DR. MICHAEL ROBERTO

Dr. Michael Roberto is the Trustee Professor of Management at Bryant University in Smithfield, RI. He joined the tenured faculty at Bryant after serving for six years on the faculty at Harvard Business School. He has also been a Visiting Associate Professor of Management at New York University's Stern School of Business.

His research focuses on decision-making, teamwork, and leadership. He has published three books, the latest of which is titled Unlocking Creativity (Wiley, 2019), Why Great Leaders Don't Take Yes For An Answer (2nd edition published in 2013), and Know What You Don't Know (published in 2009). He also has developed three Great Courses lecture series, the best-selling Everest Leadership and Team Simulation, and the award-winning Columbia's Final Mission multi-media case study about the 2003 space shuttle accident.

Dr. Roberto has taught in leadership development programs and consulted at several firms, including Mars, Deloitte, Google, Target, Apple, FedEx, Disney, Morgan Stanley, IBM, Wal-Mart, Amica, and Textron. He's also presente