Your authority is challenged by a stakeholder during a project meeting. How will you assert your leadership?

While interacting with leaders in various forums what I have observed is; it is important to be good listener. Listen thoroughly, understand the concern of the stakeholder and provide enablers for the stake holder to address the concerns. Some one challenging authority n you reacting is not a way to address the situation. When the situation is diluted, you can have one on one discussion with the person directly to make him understand how to handle situations going forward.

If you lead projects, deliver training, facilitate meetings or just show up in front of a room as a person of authority, inevitably you are going to be challenged at times. WHEN this happens, I like to consider concepts I learned from dabbling in a Martial Art called Akido a few years back. Rather than meeting force with force, you use the room to your advantage to mitigate the effects of the challenge. First, I thank the person for sharing. Next, I ask the group, "Does anyone else agree with ........? If someone raises their hand, I encourage them to form a small group and come up with a proposal that can help the group move past the impasse. If no one raises their hand, the challenger knows he/she stands alone and the group can move on.

One thing I have found helpful, when possible, let the situation breathe. Often when we immediately react or respond, it is done from a place of emotion instead of logic. It is ok to take pride in your work but let yourself feel your emotions, give yourself a moment. Then when you are able to focus on the facts, write down the response and read it back to yourself. Does it come across as emotional to you? Are you focusing on the project or the feelings you are having? If it is feeling based, give yourself a little more time.

Composure is key, and that includes projecting confidence in a calm, non-threatening way. Acknowledging opposition and concerns without necessarily yielding ground shows the team you're up for any challenge. Instead of debating who has authority, stick to explaining why a particular path forward is the best option. Direct attacks on your authority or leadership in front of the team should receive a decisive but non-defensive response, followed by a proposal to have a secondary meeting to discuss it further outside of team meetings.

It is important to stay composed however, you must look to give sone input. It is perhaps a good idea to wait and let tge stakeholder finish and a KEY tip is to always start with a positive sentence about the stakeholder. This will help yourself cool down and show integrity.

Many times we are focusing on our response to what we believe is being said instead of the actual information being given to us. I find it helpful to listen closely and if I feel myself looking for a response, I will repeat back to the speaker what I believe I heard and ask politely if I'm understanding their concerns clearly. This ensures my focus is on them, not my response to them. I am also able to ensure I'm not misinterpreting anything being said.

Sometimes after listening it is good to confirm any point being said about you. Then answer with your feedback. Listening intensively is key but also maje sure you utilise positive body language, like nodding your head to promote your presence

It is important to reiterate the pints with the stakeholder. However make sure you involve the stakeholder by involving them in the conversation. For example, this will help outline what needs to be answered and what doesn't have to be said

It is good to reiterate and then display your expertise. However maje sure you do mot get involved in a tit for tat conversation. Ensure that you give your expertise but also make stakeholders acknowledge your points.

When seeking consensus please take time to reflect and then speak. Outline the positive contribution of the stakeholder, as well as, more importantly your values and positive work.

One thing I have found helpful is to be vulnerable and try to reiterate the other party's side as accurately as possible right there and then. This will create an opportunity to hear the issue at stake from another person's mouth therefore isolating the issue and removing the personalities out of it.