A few weeks ago, I was coaching a new executive leader who shared with me how frustrated they were that their leaders were pushing back on just about everything he was trying to do.

And I told him what I’ve shared with many leaders over the years: People on your team, whether they’re leading or have been around the block a few times, will test you.

It’s what we humans tend to do.

In fact, research shows that testing boundaries is a natural part of how we build trust and understand where we stand (studies in both child and organisational psychology have found this to be true). Think about it. If you’ve got kids or know kids, you’ll know they test limits constantly – not because they always want to defy you, but because they’re working out what’s okay, what’s not, and how much they can rely on your consistency.

And it’s no different at work. When change happens – especially when a new leader steps in, people do the same thing. They test. Not always consciously, but often as a way to feel secure or understand the new rules of engagement.

And this week I thought I would share a few reasons as to why your people might be currently testing you or have tested you in the past:

1. Reassurance during change: Change makes people question what’s stable. Testing you can be their way of checking whether they can rely on you to stay calm, fair, and consistent while everything else feels in flux.

2. Fear of losing influence or status: For peers who once had equal footing, your promotion or new authority can feel unsettling. They may worry about losing their voice, their closeness to decisions, or their sense of control. Testing you helps them re-establish where they fit in the new hierarchy.

3. Trying to re-establish control: Some people simply don’t like uncertainty. When change arrives, pushing back or questioning boundaries gives them a sense of stability. It’s less about you personally and more about regaining predictability in a situation that feels unfamiliar.

4. Assessing your credibility: Especially if you’ve been promoted internally, people may be watching to see how you handle pressure, decisions, and differing opinions. They’re looking for signs of steadiness, clarity, and confidence – reassurance that you can guide them through what’s ahead.

5. Old habits die hard: If you’ve worked alongside your team before, it can take time for them to see you differently. Some may still treat you as a peer, not a leader – unintentionally challenging your requests or testing expectations until those new boundaries settle in.

So how do you respond? Here are a couple of my tips:

Accept it, and give it time – The first thing to do is accept that it’s going to happen. It’s part of the adjustment period. When a new leader steps in or the dynamics shift, people need time to work out how things are going to run and what you’re about. Don’t take it personally. Stay steady, stay curious, and remember – trust is built over time, not overnight.

Be clear about your approach – Testing often thrives in uncertainty. The clearer you are about how you lead, communicate, and make decisions, the quicker the testing fades. You don’t need a formal “leadership game plan,” but you do need clarity – about what you expect, how you’ll handle challenges, and the kind of culture you want to create. Clarity gives people confidence.

Address it if it continues – If the testing doesn’t ease after a few months, it’s time to call it out – respectfully and directly. Acknowledge what you’ve noticed, and open a conversation. Try something like, “I’ve noticed there’s still some hesitation around my decisions. Let’s talk about what’s sitting underneath that.” Often, simply naming it resets the tone and rebuilds trust.

As always, I trust this has got you thinking and has been helpful in some way, shape or form.

Until next week, be well and lead well

Kylie