The way most of us go about trying to influence others is exactly backwards, says a new book. Here's how to get it right.
FORTUNE -- Dear Annie: I read your recent column on overcoming employees' resistance to change with great interest, because my situation is similar to that of the reader who sent that question, but with a twist. I was recently moved into my job from another division of the company and told to "turn around" this under-performing department.
The trouble is, because I'm the new guy, people here doubt that I really understand the business, so I feel like I'm constantly fighting this lack of credibility. The other problem is that I'm not the first person in this position. The last guy they brought in to fix things here tried for a year or so and then quit. So every time I explain what we need to do, I can tell that people are thinking, "Here we go again." They nod their heads and then go on doing everything the same old way. I have a couple of great mentors who are giving me some advice on how to handle this, but I'm curious about what you and your readers think. -- Stuck in Neutral