Dealing with a team member who challenges your authority. How can you regain control as a manager?

Understand why and authentic conversations are the best way to start an improvement cycle. Then have a clear double sided expectation conversation, before setting some milestones.

In order to reclaim control as a manager when confronted with a team member who challenges your authority, it is important to address the matter privately and in a composed manner. Clearly articulate your expectations and the consequences of their actions. Reiterate your leadership role, provide constructive feedback, and listen to their concerns. Strive to establish a shared understanding and cultivate mutual respect.

It’s all part of the game, it happens! The best way to deal with it would be to stay calm and don’t take it to heart. Have a private chat with them to understand their side and address any issues. Clearly lay out your expectations and the team’s goals. Show respect and listen, but also remind them you’re the manager. Encourage open dialogue, but set clear boundaries so everyone knows their role. With some patience and clear communication, you’ll get things back on track!

This behaviour is most probably a symptom that something else is happening, so to deal with these situations, I would aim to dig deeper and focus on the root causes rather than the problems. It could be a potential lack of trust? Take some time to reflect on what might be causing the lack of trust. Is it lack of communication? a misunderstanding? If you can identify the root cause it will aid in finding the right approach to address this issue.

First and foremost, always treat everyone with respect and be a good example, as this is a quality of a leader. Consider why someone might be challenging authority - they may have a different perspective. Sometimes they may need to be reminded of the company's mission and values. However, communication is always the key to regaining control.

I once managed a team where one member frequently challenged my decisions. At my wit's end, I invited them to a private discussion to try to understand why. After a little awkwardness, I simply said, 'I appreciate you vocalizing your opinion because it shows you care, but we consistently disagree. Why do you think that is?' It turned out they felt undervalued, had ideas to improve our processes that were not being heard, and were frustrated. I learned a lot and wished I had done it sooner. By opening the dialogue, he became one of the most positive people in the room, and it turned out his ideas were good. A double win.

I feel communication is key with any relationship. One on one’s can be a powerful source for understanding each other better. Why not, the person that is challenging you may have better ways of getting the job done more effectively. However, you will never know unless you communicate and listen. Most people don’t listen. So I would recommend giving it a try with an opened mind. Best Colleen

One thing I have always found helpful is to say good morning to all work family members on a daily basis… as in make a point of it. Sure gossip dialogue stems from it but so do a lot of laughs and work happiness. It also builds trust and confidence within one another. Flowing on from that, in theory, a conversation about delicate matters (like the one raised) should be more natural and honest - anything less is a disservice to all. Dialogues surrounding these issues should be held privately (that’s just pure common sense) but the trust and confidence built up by being a work family should help the conversation happen. Communication is key in all levels of business.

In my work career I have found it very import to Listen , Respect, understand, involve and talk with all races no matter what religion or culture if we nurture and teach explain why and what for you will see them grow in life with confidence big words but that’s all it takes. A lot of Managers miss the quality in a person because they don’t know what to look for now we are in the new ( A I ) it will push people to the back of the queue and put the team or individuals in the wrong position or place

In my previous response, I cover my methodology for addressing the power void created when a subordinate is not held accountable for their position, and how a team leader can successfully counter a correct challenge without ceding the respect that comes with leadership.

My initial advice is to Listen, listen, listen, to what the subordinate is actually saying. Too often we are tempted to enforce our authority without determining [1] if there is some validity to the challenge [2] if it is because the member is experiencing personal difficulty and using you as their venting point. Empathy toward the member and often gets us much further towards a good resolution. Explaining in rational and calm terms that as in all businesses there must be a pecking order but that you welcome their contribution with respect and expect them to show the same respect when you make a decision that may not always be in line with their train of thought. Always let them know their opinion is valued.

I would remind the team member that although all team members are very important, regardless of where they sit in the ‘chain of command’. Without polite interactions in the workplace it’s difficult to be productive and for the team to enjoy their time working together, which is also important for productivty.

This can be a challenging issue, particularly when there is financial risk or liability. Even though you listen, ultimately the decision and the liability is yours. You need to explainthat to the subordinate and decide. If choosing between a client and a subordinate, the client normally wins. I am not myopic enough that I think I am always right. Hear them out and decide. They need to understand it's your choice.

I think with this specific situation, it depends on what the problem is. So you need to find out what issue the employees having and if it’s something that you can help with. Once that happens, then you do need to establish boundaries in order to make sure the employee understands that you’re doing this as a manager. And not be rude about it in the process, but firm.

When addressing a team member's mistakes, ensure it is done privately on a one-to-one basis, but when offering praise, do so publicly. This approach reinforces positive behaviours, shows you recognise and appreciate their efforts, and can help improve team dynamics by encouraging good behaviour and demonstrating that you notice and value their contributions.

In your discussion, reinforcing the positive impact of the team member who is going against you can also help. They may be playing up as they don’t feel heard. I have experienced team members attention seeking from someone in a position of authority much like you might see in a family setting. By reinforcing what you like about their general behaviour and work ethic before addressing the issue you are experiencing now may set the stage for a more positive interaction.

This is the Process, this is the actions you took. Where in the process would you make any changes and why, we will take a look at you ideas, but for now we require you follow the set process and if your changes are approved we will ask you for your input when we revise the Standard Operating Procedure.

Sometimes some people end up becoming managers, leaders or owners of an establishment that employs workers without having the right skillsets, mindset and ability to deal effectively with conflicts and crises that are bound to arise in the workplace. Some managers and employers lead from a position of authority and enforcement, without understanding the importance of context, tone, attitude and constructive criticisms. No one would be happy if they are spoken to with disdain or their opinions,concerns and feelings are neglected, downplayed or dismissed. Also, workers will not be willing to engage in any negotiation if they are aware that their views will be greeted with victimisation. Balance is crucial for a healthy workplace.

While this may be a challenging option to choose, I find it to be the most rewarding and beneficial. When a team member challenges your authority, it often stems from underlying issues like misunderstandings or a desire for growth. By investing time in mentorship, you build trust and respect. This approach encourages open dialogue, helping to address concerns and align goals. Supporting their development not only empowers the individual but also strengthens the team. In the end, fostering a culture of mentorship leads to a more cohesive, motivated, and high-performing team, turning challenges into opportunities for growth.

I think it's important to praise in public but correct in private. If you critique in public you'll destroy team morale, and if you praise in private the feedback won't be as effective as public reinforcement of your approval.

Building good relationships with your team through 1-1s can prevent these kinds of scenarios happening. Building all 4 levels of psychological safety means team members should be able to challenge their managers without fear or repercussions. Questions to ask is what you are experiencing - is it real or imagined? If you have a hefty dose of imposter syndrome then how is this showing up. If in fact the employee is out of line it comes down to setting your judgements aside and getting to the heart of the matter. A calm, open minded one 1-1 can bring you both to a level where you can grow from this situation and forge a stronger relationship. A difficult conversation when handled well is an opportunity for personal growth.

This is a little confusing because we are not in the wilderness, changes to our hierarchy are not generally based on the outcome of a challenge. We are given our position in an organization (correctly or otherwise). Holding on to that position should be based on performance, not challenges. Authority, at the same time, is given based on the position but earned based on leadership. And challenges can be deserved (healthy conflict) or encountered based on ignorance. Either way, handling them with self-reflection, communication, establishing boundaries, and mentoring should all be considered. It also may include, doing what is necessary to earn one’s authority. I see very few people who have earned their authority, being challenged.