How Leaders Can Achieve Employee Buy-In: The Story of Professor Mostafa Golbaba
February 10, 2025
Summary: Effective leadership is gaining employee buy-in through honesty, vision, communication, and empowerment. Using Professor Mostafa Golbaba’s story, this article highlights how leaders can foster trust, provide resources, and inspire employees to take ownership of their roles. The key principles include accountability, listening to employees, tracking results, and improving continuously. Leaders who successfully achieve buy-in can drive meaningful change and create lasting impact. Professor Golbaba’s legacy is a testament to the power of leadership that uplifts and transforms lives.
When I arrived at Langston University as the new Dean of the School of Business, Professor Mostafa Golbaba was the first to meet me—not with skepticism, but with passion. He had been an educator for over 38 years, working under different deans and department chairs, yet he immediately embraced my leadership and vision.
His passion was deeply rooted in serving the underserved, particularly the incarcerated students at the Dick Conner Correctional Center. He had no official title or authority, yet he relentlessly pushed for these students to have access to higher education. He advocated for change, knowing education could be a gateway to redemption and opportunity. Though I had only known him for five to six months, he believed in me enough to share his mission and to trust me with his vision. His family later told me that he talked about me all the time. This is a testament to the fact that leadership is not about the length of time but about impact.
Leaders who want to gain buy-in from their employees and followers must understand that influence is built through trust, vision, and commitment. Using Professor Mostafa Golbaba’s story, this article highlights how leaders can foster trust, provide resources, and inspire employees to take ownership of their roles.
Below are key strategies for gaining buy-in and making a lasting difference.
1. Be Honest with Employees, Especially During Change
People appreciate honesty, especially in times of uncertainty. Transparency builds trust, and trust fosters commitment. As a leader, you must communicate openly about challenges, changes, and expectations. Professor Golbaba trusted my leadership because I was upfront with him about our obstacles and the available resources. I didn’t make empty promises—I provided a path forward that he could believe in.
2. Have a Vision That Employees Can Embrace
Vision gives people a reason to follow. It must be clear, inspiring, and attainable. Professor Golbaba already had a vision, but he needed a leader to endorse it and provide the support necessary for execution. Once I recognized the power of his work, I gave him an unofficial title—‘Program Coordinator’—which gave him the confidence and legitimacy to push forward. A strong leader doesn’t just create a vision; they empower others to contribute to it.
3. Communicate Frequently and Consistently
Lack of communication breeds uncertainty and disengagement. A leader must ensure their message is heard, reinforced, and understood. I engaged with Professor Golbaba regularly to refine our approach, adjust where necessary, and celebrate milestones. This consistent communication strengthened our working relationship and reinforced the belief that his work mattered.
4. Listen to Employees and Followers—and Make Changes When It Makes Sense
True leaders don’t just dictate; they listen. Employees are likelier to buy into an initiative when they feel heard and valued. Professor Golbaba had years of experience in correctional education, so I trusted his insights and adjusted our strategy accordingly. We made the change when he proposed shifting from an Oklahoma City-based faculty model to an adjunct model in Tulsa. That adjustment resulted in a record number of students enrolled in the fall.
5. Be Accountable and Hold Others Accountable
Leaders must set the standard for accountability. I ensured that we followed through on commitments, ensuring we didn’t disappoint the incarcerated students who had already faced so many broken promises. Professor Golbaba upheld these same standards, holding himself and others accountable for delivering on the program’s objectives.
6. Empower People to Succeed
Empowerment is one of the most excellent tools a leader can use. Giving Professor Golbaba an unofficial title wasn’t just about recognition—it gave him the authority to lead the change he envisioned. Leaders must give employees the necessary tools, resources, and autonomy to succeed. When people feel empowered, they become invested in the outcome.
7. Track Results
Change must be measurable. I worked with Professor Golbaba to track the number of students enrolling in courses and progressing toward graduation. By monitoring results, we ensured the program was effective and could justify continued investment. Leaders must track progress to demonstrate the impact of their initiatives and keep employees motivated.
8. Make Continuous Improvements
The best leaders don’t settle for ‘good enough.’ They refine, adapt, and push for better. Even after Professor Golbaba fell ill and could not return, his legacy continued. His vision didn’t die with him—it evolved. The program continued to grow, ensuring that more students received the education they deserved. Leaders must continually seek ways to improve and innovate.
The Power of Buy-In: A Lesson in Leadership
At a recent leadership conference, I co-presented with another dean. She listed an impressive array of accomplishments from her organization. Then, she ended with a shocking statement: ‘Just imagine what we could have done if we had employee buy-in.’
Her words serve as a reminder that no matter how strong a strategy or ambitious a goal, success will always be limited without buy-in from employees. People must believe in the mission, trust the leadership, and feel like active contributors to the vision.
Conclusion: The Legacy of Professor Golbaba
As I reflect on the impact of Professor Golbaba, I am reminded of a moment that sums up his essence. One day, he stood before a group of inmates and asked, ‘What will you do with your second chance?’ When one of them answered, ‘I want to make my children proud of me again,’ Professor Golbaba, with his trademark kindness, said, ‘Then let us begin today. Because every step you take forward makes the world a better place—not just for you, but for those waiting for you to come home.’
And so, in the words of the great Persian poet Rumi:
‘Be like a tree and let the dead leaves drop. Stand tall, give shade to others, and let your fruits nurture the world.’
Professor Golbaba was that tree. He stood tall, provided shelter to the underserved, and left a legacy of growth and hope that will inspire future generations. May we all strive to lead in a way that fosters buy-in, builds trust, and changes lives—just as he did.
© 2025 by D. D. Green
