He runs the meeting. He holds the title. He has carried real responsibility for years. His position is not decoration to him. When you acknowledge it clearly, conversations go better. When you ignore it, he spends the interaction proving it.
Practical Techniques
Address him by role when the setting calls for it.
Say: “Director Chen, I want to run something by you before we proceed.”
In casual settings, drop the title and match the room. The point is accuracy, not formality for its own sake.
When you ask for his view, say why his position is relevant.
Say: “As department head, your take on this would be useful before we move forward.”
This is not flattery. His role gives him real information others do not have. Naming that is just accurate.
Consult him before you act on things in his domain
He finds out-of-the-loop situations hard. Bring him in before a decision lands, not after.
Say: “Before I go ahead, I wanted to check with you. This touches your area.”
He does not need to assert himself if you already handled it.
Why This Works
Authority Preservation is about identity, not just power. Being the leader is part of who he is. When you acknowledge that clearly, he does not need to spend energy proving his position. He can focus on the actual topic.
Respect and Agreement Are Different Things
Acknowledging his authority is not the same as agreeing with every call. Say: “I understand your decision on this. I want to flag one concern first.” That is professional, not insubordinate. You can hold your position and still respect his role.