A new colleague has arrived in the team: he has a fair amount of experience behind him, he comes from a large multinational and seems to know the facts about him.
Maybe too much, considering that not even the time to place the stationery on the desk, and he has already started giving directions: “meeting reports are not structured like this, in my old company we did them differently”, “what analysis program do you use? But no, I know a better one ”,“ maybe we should cancel the monthly confrontation meetings, rather we keep track of the activities on a shared file. Come on, I’ll make it! ”.
In short: the classic “I know it all” has just landed within your team, a time so balanced.
When a new resource becomes part of a team, he experiences a first – physiological – moment of disorientation: he breaks into a situation of cohesion and complicity and is experienced as an element stranger.
Often in order to react to this uncomfortable condition, the most insecure professionals tend to make a space for themselves, imposing rules that delimit their presence on the territory.
How do they do it? Showing themselves in control of the situation and trying to get in command immediately, to rewrite the rules according to their habit. By bringing a little of their world into the new reality, they feel less disoriented.
The team, however, can experience this attitude as an invasion of the field, starting to show discontent.
Responding to the onslaught, calming the riots of the newcomer, is not easy, but in some cases it is essential.
Here are the tips of career coach Priscilla Claman to act safely.
A new entry or the boss: presumption is multi-level
The presumption virus makes no job position exceptions.
It often affects newcomers, but frequently also affects know-it-all managers, who in order to assert leadership tend to dictate rules on processes, times and activities.
How to behave in front of a Mr. “I Know Everything”?
The right attitude varies depending on the position of the know-it-all : we evaluate, role by role, what is the best reaction to calm tensions and protect the integrity of the team.
1. The “I Know Everything” is an employee
The training of an employee also involves teaching the right attitude to deserve esteem and respect.
If your resource is approaching the team too pretentiously, do not delay correcting their behavior: make sure you give the right feedback at the right time, explaining how their attitude is likely to have a negative impact on their career. When giving the evaluation, avoid abstraction: be concrete, basing yourself on facts actually observed – for example, explain that you have noticed too much arrogance on how to set up a presentation document – so as to avoid misunderstandings and misunderstandings.
2. The “I Know All” is a peer
If the know-it-all is a colleague, consider the nature of your relationship before speaking. Deciding to “beat” a professional you are not familiar with could make you appear intrusive, competitive and pedantic, in turn.
If, on the other hand, there is knowledge, you could expose yourself, always proceeding with caution.
Speak conversationally, advising your colleague to be more liberal for the benefit of team growth that, under its shadow, risks losing the spirit of initiative and proactivity. Use a relaxed tone of voice and converse calmly, alternating veiled criticism with positive reinforcement.
3. The “I Know It All” is the boss
The issue is delicate: criticizing the manager’s presumption risks getting you into trouble. Therefore, carefully consider what to do.
Avoid exposing yourself to trivial matters and save your breath for when it’s worth it.
If you believe the boss’s presumption is likely to seriously harm the team or the Company, act, but with caution. Try to make the boss change his mind, hinting at possible alternatives: “In your opinion, if we opened a consultation between suppliers, rather than hiring the usual partner, we could get more competitive prices?”.
To have credibility, bring with you concrete supporting data: “Launching a new product could be interesting: I would like to conduct an analysis to evaluate market opportunities and be sure there are no risks. I plan to send you the results next week. ”
And if successful, publicly make the “I Know Everything” an active part of the success: “The boss has instructed me to carry out an industry research to evaluate the potential for launching a new product, and we encountered concrete risks that made us change our mind ”.
In all cases, be diplomatic and empathetic, burying any competitive nuance.
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