Whether we want to acknowledge it or not, in many colleague relationships there is a power differential, often based on each party’s status in the organization and who has more control over what the other needs at a given time. For instance, the engineering leader whose team ultimately determines a product line’s time-to-market may hold more power over the sales leader trying to deliver for impatient customers, and the leader of a mature and “unexciting” business unit may find their needs consistently deprioritized by the IT department, which is rushing to support a fast-growing division, instead.