3 steps to shut down mansplaining - no masterclass needed

In this blog post, you’ll learn how to handle mansplaining without losing your authority. You’ll discover how to steer the discussion back to what matters, assert your knowledge when needed, and help set a tone that encourages genuine respect.

Let’s get started.

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Why mansplaining persists in teams

Mansplaining doesn’t always come from bad intentions. Most of the time, it’s rooted in outdated ideas about who the “experts” are. Still, knowing that doesn’t make it less frustrating or less harmful.

Here’s why it sticks around:

1. Unconscious bias:

We often assume men are the experts without even realising we’re doing it. (Mary Ann Sieghart wrote a whole book on this subject of the authority gap).

2. Fear and unpreparedness:

It can feel risky to call it out—worrying about being seen as “difficult” or “too sensitive”—and it’s hard to know what to say in the moment.

3. Normalised behaviour:

It can feel normal if no one questions it, and some individuals do it repeatedly, making it seem pointless to intervene.

The good news is that there are ways to handle this. With the right mix of confidence and strategy, you can redirect the conversation and shift the team culture.

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Step 1: Redirect the conversation with polite authority

When someone starts explaining what you already know, gently guide things back to the main topic. Show that you understand the subject and that it’s time to move forward.

Why this works:

You signal that you know your stuff without sounding confrontational. It keeps the meeting on track and shows you’re in control.

What to say:

If you’re discussing a safety concern and someone starts re-explaining basic concepts:

"Thanks, but I’m already familiar with that. Let’s return to the safety issue I mentioned.”

This approach acknowledges their point but moves everyone back to what matters.

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Step 2: Assert your expertise when necessary

If someone keeps mansplaining, you may need to be more direct. Stating your credentials can stop the behaviour quickly.

Why this works:

Many technical environments respect facts and experience. Reminding others of your background isn’t boasting; it’s setting the record straight.

What to say:

"I’ve led structural design for a decade. Let’s focus on the specific issue at hand."

This makes it clear you know what you’re talking about and that it’s time to move on.

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Step 3: Build a culture that recognises expertise

It’s important to address mansplaining in the moment. But you can also prevent it by building a team culture that values everyone’s input.

Why this is important:

You reduce the chance that you’ll have to correct people in the first place. Which means more mental energy for your actual work.

How to do it:

• Document your work: Keep records of your decisions, create reports, and give presentations. When your expertise is visible, it’s harder for others to question it.
• Create allies: Ask supportive colleagues to help keep discussions respectful. For example: “If you notice someone re-explaining my points, can you help steer the conversation back?”
• Set clear norms: Agree on simple rules, like acknowledging who originally shared an idea. This encourages a respectful exchange of knowledge.

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Turning frustration into leadership opportunities

Mansplaining can feel discouraging, but it’s also a chance to show your calm, confident leadership. Each time you handle it well, you model respectful behaviour and help the team communicate better.

Action steps:

1. Identify where and when mansplaining happens most.
2. Prepare a few phrases you can use in those specific situations.
3. Practice using these responses so they feel natural.

Over time, these steps will change how others see you and how they behave toward you. Instead of feeling stuck, you’ll lead by example — turning what used to be annoying moments into proof of your leadership strength.

Your voice belongs at the centre — don’t let anyone sideline it.