Title: The Go Point

Author: Michael Useem

Publisher: Three Rivers Press      Year: 2006 

Reviewed By: Terry Link

What were the overall strengths of this book?

Useem analyzed several “real world” situations where decisions were made that had significant positive or negative consequences. For example, Useem discussed in detail certain key decisions made by a smokejumper during the 1994 Storm King mountain fire in Colorado that helped saved lives but put other lives in peril. Other examples included decisions made by the CEOs of Cisco Systems and Boeing. The book is full of good examples and offers a template for leaders on how to make tough decisions. 

What were the drawbacks, if any, of this book?

You often hear leaders say “follow your gut” or “use your instincts”. Useem did not offer much insight into the emotional side of decisions. I would have liked to have seen Useem further explore this aspect of decision-making. Also, Useem seemed to offer too much detail and too much analysis with respect to a few of the examples used in the book.

How does this book tie into the workplace and/or our community? How might you apply the insights in this book to your own leadership?

This book offer leaders a framework to make decisions in a fast-paced environment.  The practical, straightforward examples used in the book have broad application to any organization, whether for-profit or non-profit, large or small, public or private.   I think the decision making template contained in the book could assist me with my own leadership development.

To whom would you recommend this book and why?

Anybody who is responsible for making decisions in his or her organization would benefit from reading this book. Individuals who are analytical in nature and take a methodical approach to solving problems and making decisions would particularly enjoy this book.  

What is the “bottom line” of this book?

This book is worth reading. It is interesting and informative, although some readers may be tempted to skim or skip a few of the examples discussed in the book. The decision template discussed toward the end of the book has broad, practical application.

Is there anything else you would like to add that stands out about this book?

Chapter 7 – Unforced Errors – reviews common problems to effective decision making and offers tools to overcome these problems. This is a useful chapter that I will most likely revisit from time to time.

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