Client hijacking isn’t always about control. It often stems from good intentions of wanting to be involved, feeling uncertain, or simply misunderstanding how collaboration works. The key is to maintain clear boundaries without damaging trust or enthusiasm.
It starts with the first team meeting. A strong presentation by the neutrals can reinforce these expectations. When everyone understands their role, they’re less likely to overstep it. Many clients think collaboration means constant back-and-forth or co-creating every element. True collaboration is structured, not chaotic.
Clarify:
- Where their input is vital (e.g., interests, concerns, motivations).
- Where your expertise leads (e.g., understanding of emotions, knowledge of the Process).
- When decisions are made together, and when they’re delegated.
By co-defining what a collaborative partnership looks like, you keep the process from drifting into indecision or gridlock.
Clients often hijack processes when they feel a vacuum of leadership. If you’re too flexible or accommodating, they may start driving simply because no one else is holding the wheel. Demonstrate confidence in your method.
Use language like:
- “Here’s what works best based on my experience…”
- “To stay on track, we’ll need to finalize X before moving to Y.”
- “That’s a great idea—let me show you how we can incorporate it within the scope.”
Being authoritative doesn’t mean being rigid. It means owning your role as the guide and expert.
Sometimes, collaboration becomes compromise in all the wrong places. If the client insists on decisions that undercut the goals of the clients, you need to step in.
Say no professionally:
- “That approach could weaken the impact we’re aiming for—here’s why.”
- “That’s beyond the scope of what we agreed to, but I’d be happy to explore it as a next-phase option.”
- “Let’s refocus on the objective we outlined, to ensure we don’t lose clarity.”
Saying no isn’t antagonistic, it’s a form of stewardship. You’re protecting the process and the outcome.
When a client pushes too hard, they may not understand the ”why” behind your Process. Share insights. Teach them how good collaboration works. Educated clients become better partners and less likely to derail the process.
Often, hijacking happens early when trust is still forming. Be transparent, communicate often, and show progress. Trust lets you say, “Let me handle this part,” and have the client agree without hesitation. The more confident they are in your expertise, the less they’ll feel the need to micromanage or steer the ship.
True collaboration is a dance, not a tug-of-war. Keeping the client engaged without letting them dominate the process requires diplomacy, clarity, and leadership. Your role is to guide not just serve. When you do it well, the result is a settlement that not only meets expectations but often exceeds them with both sides feeling respected and empowered.
Have you dealt with a hijacked Collaborative matter before? Share your story or tips, we’d love to hear how you handled it.
