Edge: Turning Adversity into Advantage

Edge: Turning Adversity into Advantage

by Laura Huang


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Laura Huang, a preeminent Harvard Business School professor, shows that success is about gaining an edge: that elusive quality that gives you an upper hand and attracts attention and support. Some people seem to naturally have it. Now, Huang teaches the rest of us how to create our own from the challenges and biases we think hold us back, and turning them to work in our favor.

How do you find a competitive edge when the obstacles feel insurmountable? How do you get people to take you seriously when they're predisposed not to, and perhaps have already written you off?

Laura Huang has come up against that problem many times—and so has anyone who's ever felt out of place or underestimated. Many of us sit back quietly, hoping that our hard work and effort will speak for itself. Or we try to force ourselves into the mold of who we think is "successful," stifling the creativity and charm that makes us unique and memorable.

In Edge, Huang offers a different approach. She argues that success is rarely just about the quality of our ideas, credentials, and skills, or our effort. Instead, achieving success hinges on how well we shape others' perceptions—of our strengths, certainly, but also our flaws. It's about creating our own edge by confronting the factors that seem like shortcomings and turning them into assets that make others take notice.

Huang draws from her award-winning research on entrepreneurial intuition, persuasion, and implicit decision-making, to impart her profound findings and share stories of previously-overlooked Olympians, assistants-turned-executives, and flailing companies that made momentous turnarounds. Through her deeply-researched framework, Huang shows how we can turn weaknesses into strengths and create an edge in any situation. She explains how an entrepreneur scored a massive investment despite initially being disparaged for his foreign accent, and how a first-time political candidate overcame voters' doubts about his physical disabilities.

Edge shows that success is about knowing who you are and using that knowledge unapologetically and strategically. This book will teach you how to find your unique edge and keep it sharp.

Product Details

ISBN-13: 9780525540816
Publisher: Penguin Publishing Group
Publication date: 01/28/2020
Pages: 272
Sales rank: 121,992
Product dimensions: 5.90(w) x 8.40(h) x 1.10(d)

About the Author

Laura Huang is an associate professor at Harvard Business School; previously, she was an assistant professor at the Wharton School, University of Pennsylvania. Her research has been featured in the Financial Times, The Wall Street Journal, USA Today, Forbes, and Nature. Her research has won awards including a 2016 Kauffman Foundation Fellowship; Huang was named one of the 40 Best Business School Professors Under the Age of 40 by Poets & Quants. Her speaking and consulting clients include Google, Uber, BlackRock, Keystone, Bionic, and the Level Playing Field Institute. This is her first book.

Read an Excerpt


A colleague recently told me about a person who had managed to get a face-to-face meeting with Elon Musk, the entrepreneur famous for founding Tesla and SpaceX. Getting a meeting is not an easy feat. This is a man who once told his alma mater (the Wharton School of the University of Pennsylvania) not to call him more than once a year, and that even then, the answer is probably no. Musk’s net worth is around $20.2 billion, so each minute of his time is worth thousands of dollars, even calculated conservatively.

But the reason this story is noteworthy is not because an unknown, unimportant individual was able to get a meeting with him in the first place. It’s because Elon ended the meeting not more than thirty seconds later. As the story goes, he took one look at his visitor and said, “No. Get out of my office.”

It shows how difficult it is to actually get access to someone of that stature. (And how even if you do, it doesn’t ensure that you’ll be heard.) It emphasizes how the rich and powerful must be blunt and maintain unyielding focus on what furthers their own careers. It demonstrates that the time and resources of someone like Musk are so well protected that access—let alone any gains that might result—is near impossible.

As this person finished telling the story to me, he commented, “Anyway, I don’t know if this story is even actually true.”

To which I replied, “It’s true.” And I know it’s true because the person who got kicked out of Elon Musk’s office was me.

The meeting with Elon happened serendipitously. A friend of mine was in the audience when Elon was giving a university commencement speech and lucked his way into getting the billionaire’s contact info. And that was how this friend of mine, Byron (who generously invited me along), and I found ourselves waiting for our appointment with Elon, sitting in his SpaceX office.

Byron knew I was working on research that examined the challenges that start-up companies in the private space industry face as they go up against massive players such as Boeing, Lockheed Martin, and even the US government and NASA. We planned to talk to Elon about his thoughts on the future of private space tourism—the opportunity for normal people (“normal” meaning those who have two hundred thousand dollars to spend on a trip aboard a space shuttle) to take a suborbital flight to experience three to six minutes of weightlessness, a view of a twinkle-free star field, and a vista of the curved earth below.

Knowing how special this opportunity was, Byron and I had prepared well. We had put lots of hard work and effort into our research. We knew an immense amount about SpaceX and the private space industry. We knew Elon’s entire life history. We had a list of well-researched, intelligent questions on hand. We had specific topics in mind, an understanding of any current events he could have mentioned, and thoughtful perspectives on all aspects of his business (not just SpaceX but also Tesla, PayPal, and even Hyperloop). We even had some ideas for how we could help his companies, and we had a small gift for him. We were prepared.

Except that none of our hard work was going to make much of a difference. Because as I alluded to earlier, we got kicked out of his office (which was really just his cubicle in the corner of an open office floor plan, in case anyone was interested).

Almost. That’s where the story got it wrong. Elon did try to kick us out of his office. But somehow we were able to regain our composure and turn what was quite nearly a thirty-second disaster into an invigorating hour-long conversation.

It’s true that the first word he said to us was no. Literally, we sat down, he looked at me, and he said, “No.” I was totally disoriented, and looked at him blankly and asked, “No?” To which he replied, “No.” And then he told us to leave.

Somehow during this rather disorienting “oh shit” moment, I suddenly realized that his eyes weren’t, in fact, on us. They were on something Byron was holding: the gift that we had brought him.

I realized that Elon didn’t know we were academics. He thought we were entrepreneurs trying to pitch him and that the gift was a product prototype. He thought we wanted something from him: his endorsement, or his money, or some sort of support for the company that we were presumably starting. Of course he said no. This is a man who is constantly getting asked for things and constantly barraged with requests. His default response has to be no. Even when the requests come from completely legitimate and powerful people—but especially when they come from two young and seemingly unimportant people.

And so it was that this meeting almost ended disastrously—except that I did something out of the blue that somehow humored him beyond belief.

It was nothing special. It certainly wasn’t premeditated. I just started giggling. Maybe I should have simply nodded politely and left, but the giggling gave Elon pause. I sputtered through my uncontrollable laughter: “You thinking we’re pitching you? [more uncontrollable laughter] We don’t want your money. . . . What, like you’re rich or something?”

That threw him off completely, and then he started laughing uncontrollably.[1] He realized that we didn’t want anything from him (or at least, not his money or endorsement for our “product”), and we endeared ourselves enough to him to at least not get kicked out of the meeting.
Truth be told, we crushed the meeting. We chatted, debated, riffed, and by the end, we were like old friends (okay, not really, but he did give me a hug on the way out).

And upon leaving, Elon gave us a card with the contact details of someone who headed up operations for SpaceX. He told us that he could help us obtain more information about what we were studying. In the end, he offered up exactly the kind of resources and connections that he thought we had initially wanted.

Why were we able to turn it around and endear ourselves to him?

We gained an edge. We gained an edge over one of the richest, most powerful men in the country.

What do I mean by “edge”? Having an edge is about gaining an advantage, but it goes beyond just advantage. It’s about recognizing that others will have their own perceptions about us, right or wrong. When you recognize the power in those perceptions and learn to use them in your favor, you create an edge.

Certain people seem to be endowed with a unique advantage in which they can execute faster and better and get the things they need, because they are positioned in such a way that others help them move forward. These people have a well-oiled path to success, something that just makes success and achievement flow more easily. It is like rowing with the current carrying you.
In some circumstances, this might be you. But in many circumstances—those that are nonetheless important and critical—it’s not.

Gaining an edge is about knowing that even without certain endowments, you can create an advantage for yourself, especially in the circumstances that are most challenging and consequential.

Let me say more.

People generally underestimate two things:
1. How hard it is to get your foot in the door as an outsider (whatever “outsider” means to you).
2. How wide doors are open once you’re on the inside.

That is what this book is about. You can create your own edge and open doors—wide-open doors—for yourself.

Gaining an edge is critical in nearly all situations. Sometimes, it’s about taking charge of tough challenges in the moment, such as in pitch meetings, job interviews, or public presentations. But it’s also about furthering your career strategically over the long term. Structural inequity and bias are real, and we must acknowledge that they play a significant part in whether people will be successful. This book is about going beyond those whom we see as typically having an advantage, and how having an edge transcends gender, race, ethnicity, age, and wealth, so that you can thrive and flourish regardless of these factors. We will all find ourselves at a disadvantage from time to time. Creating an edge means that we give ourselves the ability to turn those disadvantages into unique assets—to turn adversity into an advantage.

Customer Reviews

Edge: Turning Adversity into Advantage 4.2 out of 5 based on 0 ratings. 6 reviews.
Anonymous 4 months ago
Fun, quick, and easy to read
Anonymous 4 months ago
DoubleZee 4 months ago
Edge is a fun, exciting read that takes you through research and personal anecdotes. Harvard Business School professor Laura Huang's first book is one that makes you excited for future publications! A great gift - either for yourself or a friend, colleague, or manager!
Bethany_F 4 months ago
Excellent book with great stories. New book from an academic author and hope for more books from Huang.
Anonymous 4 months ago
Edge is an insightful look into how we often are the ones selling ourselves short. Huang encourages us to get back into the driver's seat to better steer the various outcomes in our lives. After reading Edge, I found myself critically examining the role I play in perpetuating aspects of my identity that I have long believed hold me back from greater success. Rather than resigning to the perceptions of others, this book helped me predict and redirect them. Edge is a great read for anyone looking for a 'how-to' on reframing both internal and external perceptions. Huang writes in a way that deeply engages readers, by combining personal anecdotes, research, and stories of several people who embody what it means to have an edge in life.
Robbiebaxter 5 months ago
Read this book to harness your unique strengths and experiences to achieve your most ambitious goals There are some people whose skills and backgrounds make them obvious candidates for the best jobs and the juciest opportunities. But many of us feel overlooked because our backgrounds don’t match with the expectations of hiring managers, teachers and investors. Author and Professor Laura Huang has researched what gives some people their ‘edge’ and allows them to transform challenges and setbacks into advantages. She shares her analysis in this excellent book, and illustrates her points with engaging and accessible stories from her students, colleagues and even her own experience. One of my favorite sections talked about how to identify your trajectory—how the path you’ve been on connects to the path you’re aiming for in the future, and how important it is to share that trajectory so others can see you in this new light. That alone was worth the price of the book. Anyone who wants to go far by building on their authentic strengths and past experiences should buy and read this book. I promise, you’ll be glad you did.