LISTEN, LISTEN, LISTEN. Invite them to explain more, and listen deeply-- beyond their surface tone and words. Before you listen, put aside defensiveness and any personalising. Remember that when people talk, they speak about themselves, what they want and need. So, invite listening when you are in a mental space to really listen and accept what they say with openness and without judgment. To do that, ask yourself: - What is the most important thing here for them? - What do they need? What would they love? - What matters to them here? - What are they fighting for/ about? People soften and open up when they feel truly listened to. Once you know their need (the WHY), you have the clarity you need to know how best to respond.

For a long time, I was perceived as someone who challenged authority. My love for conflict helped to hold the tension in those moments. What I typically discovered was that my bosses and I were different. We saw things differently. I worked on my ability to hold that tension to create a space and enable conversations through which we could get to know each other. Intent is driven by values. When those values are not heard and seen, people's behaviour can be difficult. If you learn to see the values behind the behaviour you will be more curious about the challenge.

To address subordinates challenging authority, assess their intent and motivations behind the behavior. Set clear boundaries and expectations, leading by example while fostering relationships with your team. Provide support and opportunities for growth, resolving conflicts constructively. Additionally, confront them directly about their behavior and follow up with future conversations to ensure understanding. Practice consistency between words and actions, and avoid mistaking personality differences for insubordination. By implementing these strategies, you can establish a positive and respectful work environment while addressing challenges to your authority effectively.

Nip it in the bud by asking them what the issues may be so you can correct. If that fails, go the HR route to warn of expected behavior and issues with job performance and the consequences if process is not corrected.

Few keywords here 1. Subordinates, so not just one person 2. Constantly, so it happens on multiple occassions 3. Authority, meaning they are not challenging your decisions, but your authority to give them direction. From my experience, these often occurs when one gets promoted ahead of peers or was hired from another dept/company. I suggest, 1. Assess if (a) each individual is independently feeling this way or (b) is there a gang up? You need an ally to let you know what's said behind you. If (a), then build yourself, if (b), then... 2. Build your competence, think and seek advice on situations and decisions 3. Involve the team in decison making to drive collective ownership 4. Don't take it personal, focus on issues rather than people

Be open to dialogue, but once a decision is reached, it's crucial to establish boundaries and adhere to them. There's a time, place, and manner to present their case respectfully, taking into account the context and circumstances. A savvy subordinate discerns when to cease arguments, especially when they verge on insubordination, recognizing the importance of maintaining professionalism and fostering a positive working environment.

The management directives must be observed. Perhaps it is you personally who is ineffective. I have some specific managers from my past in mind who were weak in character and purpose and simply did not exude authority without being a tyrant. Success is also a major factor. A struggling manager with poor results is another factor to consider for a lack of success. There must be a managerial vision with purpose that is shared with the team.

The proper examples must be demonstrated at the outset. It is difficult to recover later in the game which is why the first steps are critical to set the tone for your administration and the future. Simply stated, you either got it or you don't. I've seen too many ineffective managers come and go because they were the wrong choice in the first place. I never understood why weak people who were doomed to fail were placed in positions of authority. Again, I recall a number of managers who did not bond with their people at the very beginning of their office. Managerial skills emerge early. It always seemed like band aid fixes when the manager underwent additional training or another manager was assigned to oversee the incumbent's duties.

Take the time to understand the underlying reasons behind your subordinates' behavior. Listen to their perspectives, concerns, and grievances with an open mind. Address any legitimate grievances or concerns they may have to prevent further conflict.

Invest in team development initiatives, such as team-building activities, conflict resolution workshops, or leadership training programs. Foster a sense of unity, cohesion, and shared purpose among team members to reduce conflict and promote collaboration.