How to Deal With People Who Have Strong Opinions at Work

Strong opinions in knowledge work are not a problem to eradicate; they are signals that can reveal hidden assumptions and unmet needs. The core insight is to treat these opinions as data, listening deeply to uncover the real problem behind the volume and certainty. By mapping assumptions and asking probing questions, leaders can turn confrontational moments into opportunities for shared understanding.

The first tactical step is to listen without reacting. When a consultant shouts down alternatives, the leader should ask, "What are you really trying to solve?" and trace the hidden assumptions. This reconnaissance separates the idea from the person and often surfaces valuable insights that were buried under certainty. Recognizing that strong opinions are rarely personal frees the leader to stay grounded and avoid escalation.

Next, respect the belief without endorsing it. Acknowledge the conviction, then introduce alternative perspectives backed by data and case studies. In a field note, the author listened, mapped a consultant's rigid method, and gradually introduced new approaches, leading to improved outcomes without a full agreement. The leader's calm, kind, and structured communication-focusing on ideas, not personalities-defuses tension and keeps the conversation productive.

Finally, conserve energy by choosing battles wisely. Not every opinion deserves a response; sometimes silence, documentation, or forward motion is the most effective leadership move. By holding their own views lightly and allowing multiple approaches to coexist, leaders cultivate an environment where diverse opinions contribute to better decisions rather than noise.

Technical leaders should adopt this mindset to improve communication, reduce conflict, and make smarter decisions. Listening first, detaching from personal offense, and responding with clarity transforms strong opinions from disruptive forces into actionable intelligence.