Examine a Leader's Response When a Colleague Challenges Their Expertise

A challenge to expertise can make a leader move quickly into defense, even when the other person is raising useful evidence. Coaching can slow that moment down and help the leader choose a response that protects both the decision and the working relationship. The focus belongs on what happened in a specific exchange.

During a product review, Ravi told a peer that her market estimate was “too theoretical.” He later tells his coach he felt she was questioning his experience. The coach asks, “What did she say before you responded?” Ravi recalls that she had cited two customer interviews. “What did you need from her in that moment?” Ravi says he needed to understand how the interviews were selected. The coach asks him to try an opening: “I see the evidence points somewhere different from my view. Can you walk me through the sample and what you think it changes?” Ravi hears that the question would keep the discussion on the work.

The coach can also ask the leader what conduct they want in meetings when colleagues disagree. Useful norms include naming the evidence, testing assumptions, and separating an unfinished idea from a personal verdict. It is wise to address a pattern of disrespect through appropriate leadership or people channels when needed; a coach does not investigate colleagues or determine misconduct.

Before the next review, Ravi will write down one question that he can use when he feels his expertise is under pressure. After the meeting, he will note the trigger, his first response, and whether the question produced new information. His coach will review the record with him and ask what he wants to repeat, change, or discuss directly with the peer.