How interrupting people became a workplace power move
The hidden power move you’ve been taught to avoid.
Interruptions are about power, not politeness
From as early as I can remember, I was taught: “Don’t interrupt others while they’re talking.” At school, you’d never dare interrupt a teacher and in social settings, the constant interrupters were often left without friends.
But when I started working as a lawyer, all that let-people-speak etiquette didn’t seem to matter. In meetings, deal negotiations and even casual chats with colleagues, people were constantly interrupting each other. I quickly realised that in the corporate world, those with power interrupt — and those without it get interrupted.
In other words, no one cares about manners or politeness. Interrupting someone is about influence and it’s a recognised power play.
That’s what this article is about: how interruption became a workplace power move, why it works and what it means for anyone trying to get ahead (or just get a word in).
Interruption as a status marker
Conventional ideas of power at work suggest status is denoted by job titles or other superficial markers (e.g. the corner office). And sure, that’s partly true. But in reality, there are quieter, more insidious signals of status that are overlooked. One of them is who interrupts whom in the office.
This was a tough lesson for me to learn — I used to think chronic interrupters just had quirky personalities. But as conversation analysis experts show, interruption is actually a reliable marker of status.
You can see how people use this regularly in day-to-day life. Doctors often cut off patients mid-sentence, reinforcing their authority not just through expertise, but through conversational control. Older siblings do it to younger ones. And in presidential debates, the nominees constantly interrupt each other to assert dominance.
In the workplace, the ability to interrupt, and do it effectively, lets someone with less seniority punch above their title.
Why interruption works: the psychology of dominance
Interruption works because it signals authority, decisiveness and control.
Psychologically, when someone interrupts, they’re not just speaking over someone. Rather they’re challenging the premise of the conversation itself. It’s a power move that lets them steer the discussion, decide who gets to speak, frame the narrative and control what’s being talked about. In other words, it shifts the balance of power in the interrupters’ favour.
When done repeatedly, it reinforces existing hierarchies, making it clear who holds the power and who’s expected to fall in line.
How interruption is used as a source of power
After observing countless private equity deal negotiations (which at times became a bit of a circus with all the interrupting going on), I noticed three distinct ways people used interruption to leverage their authority.
The first was the most direct: interrupting to shut down an argument completely. This was the most brash and aggressive form of interruption. People would cut off dissent before it gained traction, and it worked because most people avoid conflict. Those on the receiving end often just dropped the point and moved on.
The second was subtler: interrupting to steer the agenda. It wasn’t about winning a point, but about deciding what got airtime and what got buried. This kind of interruption redirected conversations away from uncomfortable territory toward the interrupter’s own priorities. Politicians do this all the time when asked an uncomfortable question.
The third was the most sophisticated. It involved subtly shaping the conversation by influencing not just the topic, but the way everyone thought about it. It meant jumping in at critical moments to reframe a problem or undermine a rival’s line of reasoning. In my experience, the smartest people were often best at this. They could anticipate what someone was about to say and cut in early to throw them off, forcing them to recalibrate mid-thought.
The key point here is that interruption doesn’t always need to be loud or brash (though, unfortunately, it often is). The most skilled power players interrupt with precision, through tone, timing and even body language. Whether spoken or implied, the message is the same: I decide what matters here. I decide when we move on.
How to handle being interrupted
It’s essential to learn how to effectively handle situations in which you’ve been interrupted. And while it may feel unjust, those who interrupt aren’t going anywhere, so there’s no point getting upset about it.
The first step is understanding that interruption is often less about conversational skill and more about control. So, when you are interrupted, the key is to calmly reclaim your voice without escalating the situation.
In these situations, here are a few phrases worth having ready:
“I’d like to finish my point”
“Let me complete this thought”
“I’ll wrap up this thought, then we can continue”
Saying this with calm clarity sends a strong message that you’re not willing to be sidelined. Pair your words with physical cues like steady eye contact and a measured tone. It reinforces your presence without appearing combative. In all circumstances, if you’ve been interrupted, do not ask for permission to continue (e.g., asking “Can I continue?”). It only reinforces your position as the less powerful person in the room
If you’re in a position of influence, it’s also worth being thoughtful about how you use interruption. There’s a big difference between guiding a conversation and shutting people down. The most effective leaders interrupt sparingly. They steer the conversation forward by asking sharp questions, summarising key points or gently redirecting when things go off track.
The caveats of using interruption
For all its power, interruption comes with caveats and when used poorly, it can do more harm than good.
One caveat is reputational risk. When used carelessly or too often, interruption can come across as arrogant or disrespectful, especially if you don’t yet have status to “get away with it”. Instead of gaining influence, you risk damaging relationships or being labelled as difficult to work with.
Another is the double standard. Research shows that women and minorities are judged more harshly for interrupting, even when their behaviour mirrors that of their male or senior colleagues. What’s seen as “assertive” in one person is often deemed “abrasive” in another.
There’s also the adverse impact on team dynamics. When people fear being cut off, they contribute less. This can lead to poor collaboration, resentment and disengagement across the team.
So yes, interruption can be a power play, but only if it’s used sparingly, strategically and with a sharp awareness of context.
Conclusion
At its core, interruption is about control over conversations, over narratives and ultimately, over influence. It’s a subtle but powerful lever in workplace dynamics. But like any lever, it’s all about how you use it. When done well, it can elevate your presence and assert your authority. When done poorly, it can isolate you or damage trust.
So if you’re going to interrupt, do it with intent, precision and respect for the room.
I found your reframe of interruption as a power game really interesting. I don’t think everyone who interrupts sees it that way consciously, but it’s likely a subconscious dynamic. And if we are operating on that subtle level, the small tweaks you suggest, like not asking permission to finish- makes even more sense
Interesting thoughts. Thank you!