Podcast appearances and mentions of michael roberto

The quirky little grocery chain with California roots and German ownership has a lot to teach all of us about choice architecture, efficiency, frugality, collaboration, and team spirit. SOURCES:Kirk DesErmia, facilities manager in Seward, Alaska.Mark Gardiner, journalist and author.Sheena Iyengar, professor of business at Columbia Business School.Michael Roberto, professor of management at Bryant University. RESOURCES:“Trader Joe's,” David Ager and Michael Roberto (Harvard Business School Case, 2014).“What Brands Are Actually Behind Trader Joe's Snacks?,” Vince Dixon (Eater, 2017).Build a Brand Like Trader Joe's by Mark Gardiner (2012).“When Choice is Demotivating: Can One Desire Too Much of a Good Thing?,” Sheena Iyengar and Mark Lepper (Journal of Personality and Social Psychology, 2000).Unlocking Creativity, by Michael Roberto (2019). EXTRAS:“How Can This Possibly Be True?,” by Freakonomics Radio (2016).“How to Save $1 Billion Without Even Trying,” by Freakonomics Radio (2016).

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 has 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 the leadership development programs and consulted at a number of firms including Mars, Deloitte, Google, Target, Apple, FedEx, Disney, Morgan Stanley, IBM, Wal-Mart, Amica, and Textron. He's also presented at numerous government organizations including the FBI, NASA, Joint Special Operations Command, the Air War College, and West Point. He received an A.B. with honors from Harvard College in 1991. He earned an M.B.A. from Harvard Business School in 1995, graduating as a George F. Baker Scholar. He also received his doctorate from Harvard Business School in 2000. Dr. Michael Roberto's Books: https://www.professormichaelroberto.com/unlockingcreativity - Learn more about IMS and future sessions with thought leaders like Dr. Michael Roberto: https://ims-online.com/ Single Servings (bite-sized video clips that answer your most pressing leadership and management challenges) - https://www.youtube.com/playlist?list=PLNwWl_bClmVyp_YJxfrDJy4kGhRxaxJZm Relevant IMS Leadership and Management Articles https://blog.ims-online.com/ Connect on LinkedIn - https://www.linkedin.com/in/charlesagood/ Chapters: (00:00) Introduction (01:27) Building and sustaining competitive advantage (02:39) Tool: Porter's five forces framework (04:17) Airline industry analysis using Porter's five forces (05:35) Barriers to entry (08:02) Bargaining power of customers (12:33) Competitive rivalry (16:21) Competitive advantage: Low cost players (18:21) Ryanair example (20:07) Differentiation strategy of Starbucks vs. Ducati (23:04) Identifying a company's strategy through their financial statements (24:31) Tailor your processes and capabilities (27:17) External threats to sustainable competitive advantage (29:07) How Apple differentiates (30:44) Apple's razor and blade strategy (32:47) Trader Joe's example (36:21) Fitness industry example (39:17) Viking Cruises example (42:30) Key takeaways

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 has 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 the leadership development programs and consulted at a number of firms including Mars, Deloitte, Google, Target, Apple, FedEx, Disney, Morgan Stanley, IBM, Wal-Mart, Amica, and Textron. He's also presented at numerous government organizations including the FBI, NASA, Joint Special Operations Command, the Air War College, and West Point. He received an A.B. with honors from Harvard College in 1991. He earned an M.B.A. from Harvard Business School in 1995, graduating as a George F. Baker Scholar. He also received his doctorate from Harvard Business School in 2000. Learn more about IMS and future sessions with thought leaders like Dr. Michael Roberto: https://ims-online.com/ Chapters: 00:00 Introduction 01:29 Failures 03:36 Strategic Decision Making 06:00 Three levels of decision making 06:54 Story of Alan Mulally 11:04 Decision quality and Implementation effectiveness 14:50 Consensus 16:38 Dialectical Inquiry and Devil's Advocacy 18:40 Different perspectives 20:02 Open atmosphere with transparency and lack of judgment 21:48 Dissenting view 24:28 Deciding how to decide 26:43 JFK's Bay of pigs fiasco invasion and Cuban missile crisis 30:11 Compare and Contrast Bay of Pigs fiasco invasion and Cuban Missile Crisis 35:48 Key takeaway 37:53 Conclusion

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 has 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 the leadership development programs and consulted at a number of firms including Mars, Deloitte, Google, Target, Apple, FedEx, Disney, Morgan Stanley, IBM, Wal-Mart, Amica, and Textron. He's also presented at numerous government organizations including the FBI, NASA, Joint Special Operations Command, the Air War College, and West Point He received an A.B. with honors from Harvard College in 1991. He earned an M.B.A. from Harvard Business School in 1995, graduating as a George F. Baker Scholar. He also received his doctorate from Harvard Business School in 2000. Learn more about IMS and future sessions with thought leaders like Dr. Michael Roberto: https://ims-online.com/ Chapters: 0:00 Introduction 01:48 Design thinking is rising in popularity 03:26 The Story of IDEO 07:00 Why so companies fail at design thinking 10:47 The five steps of design thinking 14:45 Finding critical patterns 16:30 Pain points 18:09 How to brainstorm? 21:17 Looking both the ways! 23:01 The prototyping stage 25:03 Learning and adaptation 26:28 Testing: The last stage 28:50 Cognitive bias 31:52 Perfection will find its way! 32:57 Feedback process 33:53 Tools and strategies 38:00 Benchmarking the right way 42:06 Conclusion

Unlocking Creativity is an exploration of the creative process and how organizations can clear the way for innovation. In many organizations, creative individuals face stubborn resistance to new ideas. Managers and executives oftentimes reject innovation and unconventional approaches due to misplaced allegiance to the status quo. Questioning established practices or challenging prevailing sentiments is frequently met with stiff resistance. In this climate of stifled creativity and inflexible adherence to conventional wisdom, potentially game-changing ideas are dismissed outright. Senior leaders claim to value creativity, yet often lack the knowledge to provide a creative framework.In this episode, best-selling author and scholar Michael Roberto presents a thorough investigation of organizational obstacles to creative thought.

We talked with Dr. Michael Roberto, a Professor of Management and Leadership at Bryant University in Smithfield, RI.  He joined the tenured faculty at Bryant after serving on the faculty at Harvard Business School.Professor Roberto published Unlocking Creativity and wrote two previous books: Why Great Leaders Don't Take Yes For An Answer and Know What You Don't Know.   Dr.  Professor Roberto also has created three audio/video lecture series for The Great Courses: The Art of Critical Decision Making, Transformational Leadership, and Critical Business Skills: Strategy.  Professor Roberto has taught in the leadership development programs and consulted at a number of firms including Mars, Deloitte, Google, Target, Apple, FedEx, Disney, Morgan Stanley, IBM, and Wal-Mart. He's also presented at numerous government organizations including the FBI, NASA, Joint Special Operations Command, the Air War College, and West Point.  We talk about policing, leadership and mission. This was a great chat with a dynamic facilitator. #MikeRoberto #BryantUniversity #leadership #police #TheCopDocPodcast #SteveMorrele #WorcesterStateUniversity

In the first part of this two-part episode of The Idealcast, Gene Kim speaks with Dr. Ron Westrum, Emeritus Professor of sociology at Eastern Michigan University. His work on organizational culture and his contribution of the Westrum organizational typology model have been instrumental in understanding what makes a high-performing organization across industries. For decades, he has studied complex organizations from medicine to aviation to the nuclear industry.   In part one of their conversation, Kim and Westrum talk about the stark contrast between NASA’s highly experimental culture of the Apollo space program versus the highly compliance-driven culture of the US Space Shuttle program, and Westrum’s opinions on how to bring that experimental culture back. They also discuss the origins of the Westrum organizational typology model and some of the insights that led to it. Finally, Westrum shares what organizations should do when things go wrong in complex systems.   ABOUT THE GUEST Dr. Ron Westrum is Emeritus Professor of sociology at Eastern Michigan University. He holds a B.A. (honors) from Harvard University and a Ph.D. in Sociology from the University of Chicago.   Dr. Westrum is a specialist in the sociology of science and technology and complex organizations. He has written three books, Complex Organizations: Growth, Development and Change; Technologies and Society: The Shaping of People and Things, and Sidewinder: Creative Missile Design at China Lake. He has also written about fifty articles and book chapters. His work on organizational culture has been valuable for the aviation industry and to medical safety, as well as to other areas of endeavor. He has been a consultant to NASA, the National Research Council, and the Resilience Core Group. He is currently at work on a book on information flow cultures.   YOU’LL LEARN ABOUT   Why much of the body of knowledge around safety culture came from sociology as opposed to psychology. How Westrum views the stark contrast in NASA between the highly experimental culture of the Apollo space program versus what has been characterized as a highly compliance-driven culture of the US Space Shuttle program. Insightful and useful opinions on what would be required to bring that experimental culture back in NASA. The origins of the Westrum organization typology model and some of the insights that led to it. Why Westrum views the notion of a technical maestro important to get the desired outcomes. What Westrum thinks should ideally happen when things go wrong in complex systems.   RESOURCES   State of DevOps Reports Westrum organizational culture The study of information flow: A personal journey by Ron Westrum Sidewinder: Creative Missile Design at China Lake by Ron Westrum Complex Organizations: Growth, Development and Change by Ron Westrum Normal Accidents: Living with High-Risk Technologies by Charles Perrow Crew resource management or cockpit resource management (CRM) The Human Factor in Aircraft Accidents by David Beaty Naked Pilot: The Human Factor in Aircraft Accidents by David Beaty United Airlines Flight 232 Cockpit Voice Recorder Database Captain Al Haynes' 1991 lecture at NASA Ames Research Center It's Your Ship: Management Techniques from the Best Damn Ship in the Navy by Michael Abrashoff Apollo 13 Space Shuttle Challenger disaster Space Shuttle Columbia disaster CBS News article: "Readdy says 'no rationale' for spy satellite inspection" Apollo 13 (1995) - Square Peg in a Round Hole Scene Health inequalities among British civil servants: the Whitehall II study by Jane Ferrie, Martin J Shipley, George Davey Smith, Stephen A Stansfeld and Michael G Marmot Facing Ambiguous Threats by Michael Roberto, Richard M.J. Bohmer, and Amy C. Edmondson DevOps Enterprise Summit Virtual Nasa Cut or Delayed Safety Spending by Stuart Diamond Mars Curiosity Rover Landing Space 2015 How Apple Is Organized for Innovation by Joel M. Podolny and Morten T. Hansen Arthur Squires The Tender Ship: Governmental Management of Technological Change by Arthur Squires Jacob Rabinow

SPECIAL MESSAGE:  Anyone that listens to this episode should know that Captain Paul had technical difficulties with his microphone , and his audio is very low.  We apologize for that, however, this content is too incredible, so we HAD to make it available to our listeners!  Captain Michael has been a life long fisherman in the Gulf of Mexico and is best known for his time on the First Choice, Reel Fire, and the Sharee. Tune in to hear the full story behind the state record blue marlin that he caught that held for over seven years.

Unlocking Creativity is an exploration of the creative process and how organizations can clear the way for innovation. In many organizations, creative individuals face stubborn resistance to new ideas. Managers and executives oftentimes reject innovation and unconventional approaches due to misplaced allegiance to the status quo. Questioning established practices or challenging prevailing sentiments is frequently met with stiff resistance. In this climate of stifled creativity and inflexible adherence to conventional wisdom, potentially game-changing ideas are dismissed outright. Senior leaders claim to value creativity, yet often lack the knowledge to provide a creative framework.In this episode, best-selling author and scholar Michael Roberto presents a thorough investigation of organizational obstacles to creative thought.

What kind of leader does it take to manage a team during a pandemic? How can you empower your people with nothing but virtual meetings? We dug into our podcast archives to find the answers from 3 spirited leaders, author Mike Michalowicz, professor Michael Roberto, and executive producer Walter Biscardi Jr., whose advice seems more profound today than ever. Tune in for this special compilation episode designed to help you let go of micromanagement and motivate your teams to find their creative courage.

Creativity and innovation are two of the most spoken, dare I say, abused words in the corporate world today.Leaders of all industries reckon that the speed of change we are experiencing , challenges pretty much everything a business is and everything a business does.From its products to its culture, from its processes to its business model.There is nothing, nothing, nothing we can be sure won't be disrupted.Yet, as much as an urgent need for creativity and innovation has arised,many leaders are still confused as to how to trigger it in their organizations because let's be realistic - one thing is to write the word INNOVATION in a press release or a mission statement, and another - much more complex thing is to create a corporate culture that encourages creativity and fosters innovation.For this new episode of LUX & TECH, I am extremely happy to talk to Michael Roberto, the author of the best selling book Unlocking Creativity: How to Solve Any Problem and Make the Best Decisions by Shifting Creative MindsetsMichael has spent years researching creativity and the roadblocks that make it hard to apply to an often overly conservative business world.His book is filled with case histories and practical advice to unlock creativity and make it flow freely in your business and your life in this interview you'll find many of those.

On this episode of The Idealcast with Gene Kim, Dr. Steve Spear talks about the primary characteristics of dynamic learning organizations, through the lens of its structure and the resulting dynamics, and how it enables those organizations to win and dominate in the marketplace.  From his 1999 Harvard Business Review article “Decoding the DNA of the Toyota Production System” to his bestselling book The High-Velocity Edge to his monomaniacal advocate for the scientific method employed by everybody about everything all the time, Spear’s influence on the successful pursuit of excellence and perfection is undeniable.  Discussing everything from the importance of curiosity and experimentation, fast feedback, mission orientation, leadership, healthcare organizations, military strategy and organization, and of course Toyota, Spear and Kim explain why organizations behave the way they do and demonstrate why dynamic learning organizations are so successful. ABOUT THE GUESTS Dr. Steve Spear (DBA MS MS) is principal for HVE LLC, the award-winning author of The High Velocity Edge, and patent holder for the See to Solve Real Time Alert System.  A Senior Lecturer at MIT’s Sloan School and a Senior Fellow at the Institute, Spear’s work focuses on accelerating learning dynamics within organizations so they know better faster what to do and how to do it. This has been informed and tested in practice in multiple “verticals” including heavy industry, high tech design, biopharm R&D, healthcare delivery and other social services, Army rapid equipping, and Navy readiness.   High velocity learning concepts became the basis of the Alcoa Business System—which led to 100s of millions in recurring savings, the Pittsburgh Regional Healthcare Initiatives “Perfecting Patient Care System”—credited with sharp reductions in complications like MRSA and CLABs, Pratt & Whitney’s “Engineering Standard Work”—which when piloted led to winning the engine contract for the Joint Strike Fighter, the operating system for Detroit Edison, and the Navy’s high velocity learning line of effort—an initiative led by the Chief of Naval Operations. A pilot with a pharma company cut the time for the ‘hit to lead’ phase in early stage drug discovery from twelve months to six. Spear has published in Annals of Internal Medicine, Academic Medicine, Health Services Research, Harvard Business Review, Academic Administrator, and the US Naval Institute’s Proceedings He invented the patented See to Solve Real Time Alert System and is principal investigator for new research on making critical decisions when faced with hostile data.  He’s supervised more than 40 theses and dissertations. He holds degrees from Harvard, MIT, and Princeton and worked at the University of Tokyo, the US Congress Office of Technology Assessment and Prudential Bache. LinkedIn: linkedin.com/in/stevespear Email: steve@hvellc.com Website: thehighvelocityedge.com You’ll Learn About: Explore how Steve’s mental model of dominate architectures, structure and dynamics can explain why organizations behave the way they do The conditions for organizational-wide learning that allows the achievement of amazing goals and to dominate in the marketplace How fast feedback creates opportunities to self correct and improve in real time The characteristics of a dynamic learning organization Episode Timeline: [00:08] Intro [00:21] Meet Dr. Steve Spear [04:47] Introducing the late-Dr. Clay Christensen [05:50] Working at a Tier 1 Toyota supplier’s plant floor [09:56] Steve’s dissertation and Dr. Clay Christensen [15:00] Dr. Clay Christensen’s involvement with Steve’s work [19:19] Creating a feedback generating experiment beyond Toyota [30:07] Why dominant architectures are important [33:22] The steering column example [36:28] What happens when the problems change? [41:45] The role structure and dynamics play with dominant structures [45:00] Team of Teams: New Rules of Engagement for a Complex World  [51:41] The parallels in the commercial world [53:02] Change of dynamics in team of teams examples [1:02:07] The importance of bad news [1:14:44] Learning the dynamics within the US Naval reactor core [1:23:59] Reflecting on the discussion with Steve [1:26:11] How The Rickover Program achieved its goals [1:27:53] Conditions that suppress signals [1:36:57] Relating this to the COVID-19 pandemic [1:41:11] Finding Dr. Steve Spear [1:43:04] Outro Resources: The High-Velocity Edge: How Market Leaders Leverage Operational Excellence to Beat the Competition by Dr. Steve Spear Design Rules, Vol. 1: The Power of Modularity by Dr. Carliss Y. Baldwin and Dr. Kim B. Clark Team of Teams: New Rules of Engagement for a Complex World by General Stanley McChrystal with Tantum Collins, David Silverman and Chris Fussell The Rickover Effect: How One Man Made A Difference by Theodore Rockwell Strategies for Learning from Failure by Dr. Amy C. Edmondson Dr. Diane Vaughan China Created a Fail-Safe System to Track Contagions. It Failed. by Steven Lee Myers See to Solve by Dr. Steve Spear “Decoding the DNA of the Toyota Production System,” -  Harvard Business Review "Facing Ambiguous Threats," by Dr. Michael Roberto, Dr. Richard M.J. Bohmer and Dr. Amy C. Edmondson

You know that your gift to Montrose helps girls form good habits of mind, heart and character.... but did you know that you could win Pats tickets, too? This year's Annual Fund has a fun new twist: the chance to win 4 tickets to a Patriots game! Listen to Dr. Michael Roberto, Bryant University Professor, proud father of Montrose senior Celia Roberto, and new member of Montrose's Board of Trustees, on why it's important to give back. --- Support this podcast: https://anchor.fm/montrose-podcast/support

“A common trend we see is that experts in a field can become dogmatic and close-minded over time and they simply lose some of the intellectual curiosity that they had at the outset of their careers. And because they fail to question certain assumptions that they've made historically they aren't listening to those new voices.” - Michael Roberto Today's episode is an exploration of the creative process and how organisations can clear the way for innovation.  In many organisations, creative individuals face stubborn resistance to new ideas.  Managers and executives often reject innovation and unconventional approaches due to misplaced allegiance to the status quo.  Questioning established practices or challenging prevailing sentiments is frequently met with stiff resistance.  In this climate of stifled creativity and inflexible adherence to conventional wisdom, potentially game-changing ideas are dismissed outright.  Senior leaders claim to value creativity, yet often lack the knowledge to provide a creative framework.  More on Mike here: https://www.professormichaelroberto.com/

Total Duration 41:55 Download episode 266 Project managers, you know the importance of organization and transparency when it comes to collaborating on a team. This episode is sponsored by Backlog, which is the perfect project management software to keep your projects organized from start to finish. As you’d expect, you can create tasks and track progress with features like Gantt & burndown charts. But beyond that, you can write, revise, and release code right within tasks. You can document processes alongside your work with wikis. And you can do all this and more with one easy to use tool. Try Backlog for your team free for 30 days using the special URL: Backlog.com/projects. Check them out! Thanks! Unlocking Creativity Most of us are in situations where we regularly face challenges that require creative approaches. Yet here’s an interesting dynamic that I’ve observed with organizations and teams. Managers often say that they want their teams to be creative--to think outside the box--so to speak. Yet when the creative ideas are presented, the leaders effectively shut them down. We want innovation but we don’t. That’s kind of weird, right? We're joined again today by one of my favorite guests, Mike Roberto. Mike's most recent book is entitled Unlocking Creativity, and, in typical Mike Roberto fashion, it's packed with evidence-based insights that are entertaining to read. Learn more about Mike at his very active blog at http://michael-roberto.blogspot.com/. Also, check out our previous discussions with Mike: Episode 14, about his book Know What You Don't Know. Episode 61, about becoming a better problem finder. Episode 99, about making better decisions. Let's Stay In Touch! I hear from listeners almost every day and I love it! How about you and I connect on LinkedIn? Go to https://PeopleAndProjectsPodcast.com/LinkedIn and send me an invite! Also, if you know of a group at your organization that has an upcoming large group gathering and uses outside speakers, let them know about the podcast! I'd love to work with them to help improve their ability to lead and deliver. Learn more at https://i-leadonline.com/keynotes. Thanks! Thank you for joining me for this episode of The People and Projects Podcast! Talent Triangle: Leadership CREATIVE DESTRUCTION by Nihilore Licensed under a Creative Commons Attribution License.

People who have high credit scores are often quite proud of them. And there is no doubt that a high credit score is better than a low credit score. But is a high credit score better than an average one? This episode begins with some interesting insight into how credit scores really work. https://twocents.lifehacker.com/your-credit-score-doesn-t-matter-unless-it-s-bad-1785050429Who doesn’t love those great stories of new inventions and other creative breakthroughs? But often there is a lot more to the story than the big breakthrough. Creativity is a process and joining me to discuss how to process works best is Michael Roberto, Trustee Professor of Management at Bryant University in Rhode Island and author of the book, Unlocking Creativity: How to Solve Any Problem and Make the Best Decisions by Shifting Creative Mindsets (https://amzn.to/2ZrqYDk).Having a lot of debt is bad for your financial health – and it appears to take a toll on your physical and mental health as we. Listen as I discuss the health benefits of paying off debt. https://news.northwestern.edu/stories/2013/08/high-debt-could-be-hazardous-to-your-health/When you stop and analyze it, a lot of your behavior is habitual. And as everyone knows, changing a habit can be hard. But not always. A lot of it has to do with how you approach it according to Alexander Heyne. He is the author of several books including The Lazy Guide to habit Change (https://amzn.to/2ZkMutn) Alexander joins me to explain how to change any habit or behavior by taking the path of least resistance.This Week's Sponsors-Daily Harvest. Go to www.DAILY HARVEST.com and enter promo code SOMETHING to get $25 off your first box-Upstart. Find out how low your interest rate is by going to www.Upstart.com/something-Dashlane. For a 30 day free trial plus 10% off Dashlane Premium go to www.Dashlane.com/SYSK

When asked about what’s blocking creativity, people usually say things like hierarchy, bureaucracy, short-term financial pressures, or Wall Street pressures. Michael Roberto, however, found that it’s not a people problem but rather a lack of out-of-the-box thinkers. Michael is the Trustee Professor of Management at Bryant University and the author of Unlocking Creativity. He talks about his book and dives more about what’s blocking creativity. Women face special challenges in the workplace. They have different issues, both internal barriers they set up as well as some of the unconscious bias in the workplace that they have to deal with. Bonnie Marcus primarily focuses on women, mostly because a lot of women are hesitant to position themselves for success. Bonnie is a keynote speaker and the author of The Politics of Promotion and the co-author of Lost Leaders in the Pipeline. She tackles the different obstacles women are facing, the perception of women in leadership and different cultures, and more. Love the show? Subscribe, rate, review, and share!Here’s How »Join the Take The Lead community today:DrDianeHamilton.comDr. Diane Hamilton FacebookDr. Diane Hamilton TwitterDr. Diane Hamilton LinkedInDr. Diane Hamilton YouTubeDr. Diane Hamilton Instagram

Michael A. Roberto is the Trustee Professor of Management at Bryant University in Smithfield, Rhode Island. He is also Bryant University’s Center for Program Innovation Director after serving on the faculty at Harvard Business School for 6 years. As a testament to his brilliance, Professor Roberto has been hailed winner of the Outstanding MBA Teaching Award at Bryant University nine times. He also won Harvard’s Allyn Young Prize for Teaching twice. Professor Roberto’s research, consulting, and teaching focuses primarily on leadership, with emphasis on teams and decision-making. He has published two books, including the bestseller, Why Great Leaders Don’t Take Yes for An Answer. His new book, Unlocking Creativity, tackles the six organizational mindsets that block creativity. In essence, his new book aims to clear the fog around creativity and equip leaders with the right insight so they can develop supportive cultures and mindsets where creativity can thrive.   This week’s episode talks about creativity, the concepts that get in the way of creativity, and how people can prepare themselves to become more internationally-minded in terms of business. Professor Roberto also shares how creativity can be sparked in the classroom setting, what he likes to read to get his creativity going, and how you can figure out if an idea is the right one. For those who want to hone their creativity, Professor Roberto offers the following advice, “The creative process is not a linear one. It’s kinda non-linear. And one of the best things you can do is go out and try something. Test and experiment and then learn and adapt.”

Michael A. 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. His research focuses on how leaders and teams solve problems and make decisions. He is the author of Unlocking Creativity. Sponsored by: * LEADx.org – subscribe to become 1% better every single day Subscribe on iTunes to join our VIP Club: Please click here to subscribe on iTunes, and leave a quick rating. Nothing matters more for bringing the podcast to the attention of others. After you subscribe and leave a review, send an email to info at leadx dot org to let us know, and we'll invite you into the private LEADx VIP Group on Facebook. Group members are eligible for ridiculously good prizes each month, have special access to me and LEADx guests, discounts on live events, and of course it's a great forum for peer-learning and support. Share: And, by all means, if you know someone you think would benefit, please spread the word by using the share buttons below. — What is LEADx and The LEADx Show with Kevin Kruse? Imagine if you could have the world's best executive coaches and leadership mentors whispering into your ear every morning on your way to work. Every Monday, there will be a new episode of The LEADx Leadership Show with an interview from a different thought leadership or business expert. Many of these guests are thought leaders, famous authors or high-profile CEOs from innovative startup companies. Others are creatives, artists, entrepreneurs or corporate career leaders. They have all achieved extreme success and they are willing to share practical advice on how to advance your career and develop your leadership and management skills by offering daily career tips on time management, productivity, marketing, personal branding, communication, sales, leadership, team building, talent management and other personal development and career development topics. There will be a new episode waiting for you just in time for your morning commute, morning treadmill session or whatever else it is you do to start your day. LEADx isn't just the name of this new podcast, it's the name of a digital media and online learning company that is re-imagining professional development for millennials and career driven professionals looking to break into manager roles or excel in current leadership and management roles. If you're looking for management training or professional development that is delivered in a fun and engaging way, sign up for our daily newsletter at LEADx.org. It's packed with life hacks, daily career tips and leadership challenges that will turn you into a high potential leader in no time. What does LEADx stand for? We are exploring leadership. We are about NEXT GENERATION leadership. We believe that professional training and workplace education has not kept up with advances in digital media. Today's emerging leaders and management professionals just don't find 5 day workshops or eLearning modules to be very compelling. Today's talent is mobile and social. LEADx wants to help those that want to make an impact. Leadership is not a choice. You don't need a title to lead. You're a leader whether you want to be or not. Leadership is about influence. We want to help those who want to be great leaders. Great leaders at work, at home and in the neighborhood. We want to help others who just want more from life and who want to achieve their full potential.

Outwit, Outplay, and Outlast your competition with 'Unlocking Creativity', the latest book by best selling author and professor Michael Roberto. Between Harvard Business School and Bryant University Michael's been inspiring thousands of young minds teaching leadership, managerial decision making, and business strategy. And while a workplace Survivor test does come up, Michael's book takes a deep dive into the reasons why human nature prohibits creativity and the leaders who encourage a more creative unlock code.

Imagine that you’ve put in effort toward a goal, but things haven’t quite worked out the way you hoped. Maybe your goal was more expensive than you expected; maybe it’s taking longer to reach than you thought. So the question is, do you double down and continue to work toward that increasingly difficult goal, or do you move on to something new? Do you fish or cut bait? On this episode of Choiceology with Dan Heath, we look at how past effort, time or expense can influence the way we make decisions moving forward—even when they shouldn’t. The episode begins on an auction house floor but quickly climbs to the top of the highest peak in the world. Along the way, you’ll see how common is the lure to continue no matter what, and how it affects all kinds of decisions, big and small. Professor Michael Roberto explains how to identify this bias in your day-to-day life. You can read his paper on how it may have influenced some life-and-death decisions at the top of Mount Everest. Lou Kasischke’s book on his experience on the 1996 Mount Everest expedition is called After the Wind. You’ll also find out how to fight back against the influence of this trap in a story about Intel CEO Andy Grove—one of the most successful business leaders of the 20th century. And to learn about making investment decisions with an eye toward the future, check out our bonus article “Don’t Look Back.” Choiceology is an original podcast from Charles Schwab. For more on the series, visit schwab.com/podcast. If you enjoy the show, please leave a ⭐️⭐️⭐️⭐️⭐️ rating or review on Apple Podcasts. (0318-8VJ8)

Michael Roberto is the Trustee Professor of Management at Bryant University in Smithfield, Rhode Island. He has served on the faculty at Harvard Business School and as a visiting professor at NYU’s Stern School of Business. He is the author of the newly updated Why Great Leaders Don’t Take Yes For An Answer. In this interview, we discuss how great leaders balance consensus and conflict in making the best decisions, and how history sometimes precedes the research on great leaders.

Total Duration 30:38 Download episode 99 Don't Take Yes for an Answer! Yes men. Yes women. People who say Yes. Leaders who only want people to say Yes. There are countless decisions required to deliver projects and lead teams. We make the job significantly more difficult if we fall into the trap of surrounding ourselves with Yes people. Or shooting the messenger who brings bad news. Or any of the dozens of cognitive biases that can cloud our decision-making judgment. My guest today is author and professor Michael Roberto. Mike just released a second edition of his book on decision-making entitled Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus. When someone doesn't agree with you, is it just a disagreement that leads to a vigorous and healthy debate? Or, as far as you're concerned, they're just wrong? In this episode you'll hear how we can make better decisions through conflict and consensus. Follow Michael on his blog or check out his offerings at The Great Courses. Thank you for joining me for this episode of The People and Projects Podcast! Have a great week! IT'S NOT SO MUCH THAT I DISAGREE WITH YOU IT'S THAT YOU'RE WRONG by The Gentlemen is licensed under a Public Domain Mark 1.0 License. YES by Hecuba is licensed under a Attribution-NonCommercial-ShareAlike License. A Video Overview of the Book {youtube}WUwLZ8iellk{/youtube}

Free Premium Episode I am immensely thankful for the many people who are premium subscribers to the People and Projects Podcast. By making this investment in their personal development, they receive extra episodes for additional insights into the topics covered by our free episodes. In addition, this investment helps cover part of our costs for our free episodes. So here's a big thank you to our Premium Subscribers! To give you an idea of what Premium Subscribers get with each episode, I'm including this Premium episode in the free podcast stream. If you'd like to get these additional episodes each month to further your application of the material, please go to http://bit.ly/PremiumSubscribe to learn more. Follow-Up to the Tom DeMarco Interview I trust you had the opportunity to listen to both episodes of my interview with Tom DeMarco. He's a guy who has uniquely impacted the world of projects, and it was certainly a pleasure for me to talk with him. His books are insightful, practical, and even a bit a quirky (in a good way) at times. But I'm confident that if you're in the software development side of project management or leadership, you'll get value from his books. In this premium episode, I follow-up on some issues that Tom and I touched on that are relevant whether or not your projects are related to software development. Tom's ideas truly span further than that domain. I cover topics such as: The myth of "The more pressure, the better" Why having only a 50%-70% likelihood of success could be a good thing Why stressed brains do not learn the same way as non-stressed brains Where the line crosses between stress being a good thing and it becoming a dangerous thing One additional factor that impacts workplace stress and productivity (and it's none of your business!) Why it can help to realize that all your team members are volunteer employees Max DePree's secret for learning how effective of a leader you are "It's not what you don't know that kills you. It's what you know that just isn't so." Are we changing people or just amusing them? Resources Resources that I refer to during this premium episode include: Brain Rules: 12 Principles for Surviving and Thriving at Work, Home, and School (Book & DVD) Know What You Don't Know: How Great Leaders Prevent Problems Before They Happen. You can listen to my interviews with Michael Roberto at http://bit.ly/RobertoCast1 and http://bit.ly/RobertoOnFilters. Now You See It: How the Brain Science of Attention Will Transform the Way We Live, Work, and Learn. To listen to my interview with Cathy, go to http://bit.ly/NowYouSeeIt-1 and http://bit.ly/NowYouSeeIt-2. Join our Facebook Page I invite you to stop by our podcast Facebook page! "Like" it and the join the discussion. Thank you for being a Premium Subscriber to The People and Projects Podcast! I greatly appreciate this opportunity to be part of your personal development strategy. Have a great week! Total Duration 11:22 Download the Premium Episode

Total Duration 7:11 Download the premium episode (NOTE: This Premium Episode is being included in our free podcast stream this week. It gives you a sense of the extra coaching that is available each episode for our premium subscribers. Learn more about becoming a Premium Subscriber at http://bit.ly/PremiumSubscribe). There are many things I love about hosting this podcast. One of them is the opportunity to interact with the experts we interview. You probably notice that I normally include some behind the scenes cuts at the end of interviews to try and give a sense of who these people are. Most are very gracious. There's something about Michael Roberto that truly stands out though. He has great energy, a quick wit, and is everything I would have wanted in a college business professor. In this premium episode I want to highlight some points from the interview with Michael to help you put the learning into action. First, filtering isn't bad, right? We need it for efficiency. People say we need to over-communicate but, to an extreme, that can be a bad idea! If you listened to my interview with Cathy Davidson or read her book Now You See It, it's clear that we are wired up to put our attention on that which requires it. We would literally go nuts if we tried to take it all in. So filtering of information can be the equivalent of a corporate attention window: what is it that is most important. Let's focus on that. So let me ask you: how do you filter for efficiency? What do you do to make sure the most important information gets to you? From a learning perspective, I focus on a relatively small number of blogs and podcasts. I find those give me regular doses of learning without trying to read everything or attend every learning opportunity. For example, I get great value out of HBR's blog. I use CIO Magazine's “What Are You Reading” section as a starting place for new and interesting books and authors to consider as guests. I use a number of Google's filtering capabilities to give me just the news I'm most interested in. I try to surround myself with diversely interesting people who help keep me informed of their viewpoint. If you are feeling overwhelmed, you might want to think about your filtering systems today. But secondly, of course, filtering isn't always done for efficiency. And it isn't always done intentionally or for our good. As Michael says, we might by our actions and words unwittingly put pressure on those on our teams to conform to our way of thinking. We have to be careful for how we advocate for certain decisions or positions because our advocacy could cause some who know better to keep their mouths shut--to not speak up because they'll think you are not open to a contrary point of view. A key characteristic of your team must be that every member knows that if they have information or insights that can help you, they can bring it to you without fear of rejection or judgment. That doesn't mean that you will always agree with them or follow their advice. I read a case study from Michael years ago that, in effect, said that people can usually put up with decisions that you make as long as they had a fair say in the process. As long as they're heard, they can better accept what you decide. But if you explicitly or subtly make it clear that you're not open to their point of view, not to mention even giving them the opportunity, you risk making a poorly informed decision that can often surface compliance at best instead of commitment from your teams. Be careful how you may be pressuring people to conform. Third, make sure you're aware of the power and dangers of advocacy. This filter says that the information is presented in such a way as to advocate for a certain position. Information that might not reinforce the position is held back. Whether from politicians, your senior management, advertisers, a supplier, or someone on your team, keep your eyes wide open for not just what is presented but also for what is not being presented. I've learned to deal with this by asking questions, digging into the data that is presented, and watching for influence techniques such social proof. It's not that I don't trust people when they're making a pitch. But whether it's a resume, a request for something to buy, or an argument for why we should take action, there's almost always some advocacy going on. Make sure you look for dissenting or alternative points of view. Fourth, remember that sometimes it's the other person advocating. Other times it's you and me only taking in the data we want. Confirmation bias is an easy trap to fall into. Make sure to not fall in love with an approach or decision because it is ours. Cathy Davidson's collaboration by difference is her solution to this, which basically recommends we surround ourselves with diverse points of view that are intentionally looking at different aspects of what's going on. Confirmation bias can be deadly to decision-making. Beware. Fifth, and to many of the previous points, remember Michael's suggestion about getting out to the periphery. One way to help know what's important is to get out of your office and spend time with customers, or people in remote offices, or with stakeholders. I interviewed Todd Williams earlier this summer about rescuing problem projects. You may recall his advice that, with troubled projects, your team knows the answers. They know how to help you but you need to spend time with them. Extended time. Michael Roberto is obviously a big Churchill fan and his story about Churchill going out and spending time with the frontlines provided helpful insight that had less filtering through the ranks. Of course you have to be careful to not undermine your direct reports or senior management, but getting to the edges or periphery, spending time with those who don't normally have a voice, such as the younger people as Michael talked about. In my interview with Dev Patniak regarding his book Wired to Care, he basically said we don't have to be innovative if we have an intense understanding of our customers--what he refers to as empathy. Stop trying to live off your own wisdom and insights. Get to the edges and you'll get fresh insights. Finally, remember Michael's suggestion about talking to the Non's. That means spending some time with people who aren't currently using the services or your team or company but potentially could. Or maybe they're not fans of you or your team or your project. Why is that? Don't write them off. Insights from the Non's could just help you turn them. I trust it's obvious that I really like Michael's book Know What You Don't Know: How Great Leaders Prevent Problems Before They Happen. Get a copy and enjoy it--it's a great read.   You can learn more about Michael and read his blog by visiting http://michael-roberto.blogspot.com/. Hey, take a minute to stop by our podcast Facebook page! I invite you to Like it and the join the discussion. Thank you for being a premium subscriber to The People and Projects Podcast. Please let me know what questions you have and if there's anything I can do to help you lead and deliver. Thank you for joining me for this premium episode of The People and Projects Podcast! Have a great week!

Total Duration 22:23 Download episode 61 Have you ever heard this quote?"There's an inverse relationship between your level in a company and your ability to see reality." We joke about that at times when it seems like the people above us are out of touch. But why is it more difficult to see reality, the higher you get in an organization? Sometimes it's just because the people higher up are focusing on longer term issues. By virtue of their scope of responsibility, they're not in the day-to-day. But that's not always it. I was facilitating a project management workshop at a company a couple years ago discussing this very topic. A participant said it this way: "Around here, it's crap down at our level but it's fertilizer up there! It's not a problem, it's an opportunity!" Information gets filtered as it travels up and down and around an organization. What gets through and why can make all the difference between making good, informed decisions or barreling over a cliff with what we thought was an accurate map. Those of us who have the privilege of leading people and delivering projects need to understand filtering and my favorite expert for how this works is Dr. Michael Roberto. Michael's book Know What You Don't Know: How Great Leaders Prevent Problems Before They Happen continues to be one of my highly recommended books for project managers and leaders. In this episode I talk with Michael about Chapter 2 of his book: Circumvent the Gatekeepers. You can learn more about Michael and read his blog by visiting http://michael-roberto.blogspot.com/. By the way, don't miss the free Premium Episode that I'm including with this feed. Normally these extra episodes are only available for Premium Subscribers but I wanted to give you a flavor for the additional coaching you can receive with each episode when you become a Premium Subscriber. Visit http://bit.ly/PremiumSubscribe to learn more about premium subscriptions. Thank you for joining me for this episode of The People and Projects Podcast! Have a great week!

Download the episode I hear it all the time when people describe themselves in a work setting: "I'm a good problem-solver!" Are you a good problem-solver? I'm guessing you would say "Yes!"Well, guess what? According to Michael Roberto, author of Know What You Don't Know, maybe we're all focusing on the wrong thing. According to Michael, it's not about becoming better problem-solvers. We need to be better problem finders!I had the opportunity to catch up with Michael by phone recently and look forward to sharing that discussion with you in this cast.To learn more about Michael, I invite you to check out his blog at http://michael-roberto.blogspot.com/. Also, don't miss Michael's other highly recommended book, Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus.One way that project managers become better problem finders is through risk management. Have you ever been trained on how to more effectively manage risks?I have an e-learning module entitled What You Need to Know About Risk Management. You can learn how to use risk management to become a better problem finder and earn two PDUs while you're at it.And as a thanks for listening to The People and Projects Podcast, you can save $20 off the $49.95 list price. Just use a coupon code of PODCAST1009 when you order. Go to http://www.i-leadonline.com/eRiskMgtWorkshop.asp to learn more.Before we wrap-up, may I ask you a favor? I invite you to tell a friend or colleague about The People and Projects Podcast. I continue to be amazed at how many people still haven't started using podcasts as part of the professional development strategy. Send them a link or tell them how to find us on iTunes. Thank you very much!Thanks for joining us for this episode. Enjoy the cast!