Get Over Yourself

Over the span of my career, I've interacted with any number of professional Compensation practitioners, but also with a host of wannabes, career transients and dabblers, along with more than my share of HR generalists thinking that "Anyone can do this."? But the hardest profile I've had to rub shoulders with is the self-proclaimed expert who thinks that they know all and have seen all.

They know that they have the right answers.? Even if they're not a Compensation pro.

I’m sure you've seen this type of individual before; they're the "answer man" for every challenge that an organization can throw at them.? They always seem to know what needs to be done, and how it should be done, and their supreme confidence in themselves allows no reluctance to let you know how proficient they are.? To put icing on the cake they typically compound their arrogance by insisting that their approach, answer, stratagem is the right way. The only way. And that other suggestions or perspectives are simply . . . wrong.

These people can technically be effective at what they do, but they often think too much of themselves and want to make sure that everyone else knows how effective they are as well. ?Which is irritating, isn't it?? ?These are the types you see at professional conferences, blog sites and association gatherings, arguing over issues like the Cost of Living vs. the Cost of Labor, lamenting over the death of the performance appraisal process and pushing their solutions for the latest hot topic compensation issue. ?They also are convinced that the answers they used in the past are definitely the right course to take with today's problems.?

They're not the personality type I'd like to have a drink with. Too full of themselves and much less interested in whatever you have to say.

But I can forgive all of that (ok, most of that), if only they would show a bit of humility. If only they would get over themselves.

Management Come-Uppance

Presenting a personality of arrogant expertise in the face of all challenges can sometimes blind you to the realities of the situation being faced.? To the point where you start to force fit so-called solutions to match the problem.? These folks forget that, when you're dealing with people, not simply with figures, formulae, and spreadsheets, the correct solution becomes less of a cookie cutter "let's do this again" methodology and more how to handle a unique manifestation of specific challenges grown out of the organization, the culture, the demographics and even the management biases within their business.

So that what worked somewhere else yesterday may not work here, today.

Long term, the problems faced by these self-proclaimed experts are that....

1. They alienate lesser mortals (staff and colleagues) with their arrogance, self-righteousness, stubbornness, and know-it-all demeanor.? Which is not a good recipe for building an effective team effort.
2. They tend to lecture senior management on what is the (only) right course of action.? Because they know. Which can be a career limiting move.
3. They are not good losers, believing that a decision going against them is a major mistake.? They can then become passive resistors.
4. They often rely on political connections vs. reasoned arguments to push their point of view.

Take a Lesson

No one likes to be lectured, to always be told that their ideas fall short of the proper way to do things.? If that behavior describes your approach when working with others, stop it!

When you were young and first started school, your mother likely told you, "Try to get along with the other kids," or words to that effect.? In other words, don't stand apart but become part of the group.?? In later years, by the time you gained a leadership role that admonition can be converted into "Learn the environment and listen to employees, colleagues and other interested parties - only then should you speak."

Show a little humility by listening to others, by planning for unintended consequences and by anticipating "gotcha" questions and the doubt of inevitable nay sayers.? Try to understand that others, even subordinates, can have effective ideas and possible problem solutions that are worth considering. ?And that senior management may have a more complete view of an issue than simply the compensation perspective.

But most important - get over yourself.