💡How to handle interruptions, like a leader

We’ve all been interrupted, whether in a work meeting, with friends, or even at the dinner table. It can be frustrating and, over time, feel really disempowering. But how we respond to interruptions can either defuse the situation and encourage respectful dialogue or escalate conflict and create unnecessary tension.

Just days after I watched the most inspiring talk by David Liddle, who has dedicated his life to conflict resolution, I watched a brief video by a New York Times best-selling author, a professional speaker, and coach sharing advice on LinkedIn about dealing with interruptions that, quite frankly, goes against everything we know about leadership, effective communication, and workplace wellbeing.

Her recommended approach? To slow your voice right down, speak a little louder, keep talking over the interrupter, and repeatedly use their name to maintain control of the conversation.

"I have not finished speaking yet, Mike, and I have some important points to make, which I would like to make, so I am going to share this and then, when I have stopped speaking, I would love to hear what thoughts you have on this, Mike."

Or something to that extent.

The advice is drawn from an HBR article (linked below), which she actually mentions, but I don’t think it quite tells the whole story. At first glance, her way might seem like an assertive and direct way to command attention, but in reality, it may actually create a conflict through its passive aggression.

Here I share why and, more importantly, what you may want to do instead.

1. It escalates conflict instead of resolving it

😶 If someone interrupts you, responding by talking over them, even if done calmly, turns the situation into a power struggle.

➡️ What to do instead: Use a brief pause and a non-verbal cue to signal that you are still speaking (such as a raised hand or steady eye contact – but use this carefully, as even this can create friction, and see the next points below).

2. It assumes negative intent behind every interruption

💕 Not all interruptions are meant to be rude. Some people interrupt because they are excited, process information verbally, or come from a culture where overlapping speech is a sign of engagement rather than disrespect. Have you ever been with your best friend and you have so much to tell each other, and are so excited about what you’re sharing, that you just end up talking simultaneously about two different topics while still being completely attuned to the other and finding it both hilarious but also hugely reaffirming? That.

➡️ What to do instead: Assume good intent first. If the interruption seems enthusiastic rather than rude, acknowledge their point briefly before steering back to yours.

3. It lacks emotional intelligence and adaptability

🧠 Effective communication is not about rigidly holding the floor. It’s about reading the situation, AND the people you’re in conversation with, and adapting accordingly.

➡️ What to do instead: Instead of doubling down, redirect the conversation smoothly: “That’s an interesting point, Mike. Let me finish this thought, and then I’d love to hear your perspective.” And please, say it like you mean it, because if this isn’t genuine, then this can be a huge passive-aggressive move.

4. It ignores the bigger personal, cultural and systemic issues at play

🤫 If interruptions are happening frequently with one individual, then it may be time to bring some awareness to this, in person, giving them feedback in a caring and supportive manner – IF you are the right person to do so. If interruptions are happening frequently in a team setting, the problem isn’t just individual behaviour, it’s a cultural issue that requires a broader solution.

➡️ What to do instead: When it seems a persistent personal behaviour, give the interrupter feedback in private. You can use a model like Radical Candor (Kim Scott, 2017) to deliver this well. For systemic or cultural change: Work on team norms that encourage turn-taking, such as structured speaking rounds or clear facilitation in meetings.

5. Respecting others means treating them how you’d like to be treated

😭 Interruptions often trigger an emotional response because they make us feel unheard. But just as we don’t like being talked over, it’s important to extend that same courtesy to others, even when we’re trying to assert our space.

➡️ What to do instead: Approach the situation with the respect you’d want in return. If someone interrupts you, listen to them, and then address it with calmness rather than dominance: "That is also an important point. Let me just finish what I was saying, and then we will come back to it." Make sure you really listen, as it builds tremendous trust and credibility if you return to the point and show them (and the others in the room) that you’ve listened, heard and are now responding.

By modelling this kind of behaviour, you set the tone for the conversation and demonstrate leadership that values both clarity and respect.

6. Be aware of cultural expectations around seniority and hierarchy

🌍 In some organisational cultures, interrupting a senior leader is unthinkable, while in others, it’s considered normal or even expected as a sign of engagement. The way interruptions are perceived can depend heavily on the cultural or industry norms within a workplace.

➡️ What to do instead: Take context into account. In hierarchical settings, politely reclaiming the floor without confrontation might be more effective: “I’d like to finish this point before we move on.” In less formal settings, allowing some natural overlap can make the conversation feel more dynamic and engaged.

Understanding these nuances can help navigate interruptions with greater awareness and effectiveness, ensuring that we’re not just asserting ourselves but also respecting the environment we’re in.

💡 Final thought: The goal is connection, not control

At its core, communication isn’t about winning, it’s about understanding and being understood.

The best communicators don’t just fight for airtime; they build trust, encourage dialogue, and create spaces where every voice is heard, including their own.

Instead of treating interruptions as a power struggle, treat them as an opportunity to set better communication norms.

Because in the end, leadership isn’t about being the loudest voice in the room—it’s about creating spaces where meaningful conversations can thrive.