Being a leader involves getting buy-in for your decisions, even from those who may not agree with you. In recent research by Harvard Business School professor Laura Huang and Harvard MBA student Ryan Yu for Huang’s new book, Edge: Turning Adversity Into Advantage, 60 leaders were observed and interviewed as they tried to change minds of people who initially disagreed with them. Depending on what was driving their detractor’s resistance, they approached the situation with one of the following three targeted strategies:
What strategies have you used to identify the source of a colleague’s objections to your ideas and change their mind? To join the conversation, click "comments" above.