The Know-It-All Leader: A Cautionary Tale

All of you, at one time or another in your career, would have spotted a "know-it-all" leader. I recently visited the back-office operations of a large bank, where I encountered a Senior Vice President of the company. After speaking with him at length, it became clear he viewed employees as simply this: additional hands on deck to get his tasks done. In his mind, leaders set goals, and workers execute plans. Period. He didn’t acknowledge their knowledge or value the experience they brought to the table. Employees were worker bees that could carry out his vision and tasks. While it’s true, that employees are meant to execute on the leader’s vision, that’s only half the equation. They also provide the intelligence and skills the leader doesn’t (and can’t) have..

I must say that these know-it-all leaders aren’t bad people. In fact, this particular gentleman is a kind person who, I was told, treats people with dignity and respect and has no bias. He cares deeply about his community. However, when it came to understanding people’s business value, he demonstrated a major blind spot. He subscribed to a few common delusions that know-it-all leaders often have.

First, he believed a leader is required to know everything. Second, he believed that employees don’t bring unique skills or natural abilities, only acquired knowledge that can easily be learned by others. He’s wrong on both counts.

The pressure on the know-it-all leader is real. They believe they were hired because they demonstrated more knowledge or experience than the other candidates for the job. Because of this, maintaining that value depends on them knowing more than everyone else. They worry that if they fail, someone else who knows more than they do will take their place. This is why know-it-all leaders don’t open up about what they don’t know. And this is the reason why they take new ideas as a challenge to their authority. If someone has a better idea than them, they see it as a failure on their part.

The reality, of course, is that the most significant leaders on the planet drive amazing companies because they are fully aware that they don’t know everything and actively seek out others who know more than they do. They also welcome challenges to their thinking. To have an employee contradict or challenge you without getting upset requires a lot of self-respect and confidence. It’s much easier said (or typed) than done.

Know-it-all leaders also have a major blind spot when it comes to acquired knowledge. They have a deeply held belief that employees simply bring knowledge that any person can acquire over a given period. They fail to see that people are naturally good at certain tasks, instead choosing to believe experience determines skill. If they genuinely listened to their teams, they would see that individuals have strengths baked into their DNA. But they don’t listen because they have a deeply rooted belief that everyone is like them and simply don’t have the experience they have.

The Psychological Factors Behind Know-It-All Leaders

Several psychological factors contribute to the development of know-it-all leaders. One significant factor is insecurity. Deep down, these leaders fear that admitting ignorance or weakness will make them appear less competent. This insecurity drives them to project an image of infallibility.

Another factor is a fixed mindset. Know-it-all leaders often believe that intelligence and talent are static traits. This mindset prevents them from embracing growth and learning opportunities. They see admitting a lack of knowledge as a threat to their perceived intelligence.

?Ego also plays a critical role. Leaders with inflated egos are more likely to dismiss others' ideas and contributions. They are driven by a desire to be seen as the smartest person in the room, which stifles collaboration and innovation.

The Impact on Teams and Organisations

The attitude of know-it-all leaders can have detrimental effects on their teams and organisations. When employees feel their knowledge and skills are undervalued, it leads to decreased morale and engagement. They become less likely to contribute ideas or take initiative, fearing their input will be dismissed.

This environment stifles creativity and innovation. Employees are less likely to think outside the box or challenge the status quo when they believe their leader knows everything. The organization becomes stagnant, missing out on opportunities for growth and improvement.

Moreover, the lack of psychological safety in such an environment can lead to higher turnover rates. Talented employees are more likely to leave if they feel their contributions are not recognized or appreciated.

Helping Know-It-All Leaders Mend Their Ways

To help know-it-all leaders realise their issues and mend their ways, it’s crucial to create an environment that encourages self-reflection and growth. Here are some steps to achieve this:

1. Promote Self-Awareness: Encourage leaders to reflect on their behaviour and its impact on the team. Self-awareness is the first step towards change.

2. Foster a Growth Mindset: Emphasise that intelligence and talent can be developed. Encourage leaders to embrace learning opportunities and view challenges as chances to grow.

3. Provide constructive feedback: Offer specific examples of how their behaviour affects the team. Frame feedback in a way that it focuses on improvement rather than criticism.

4. Encourage listening: Teach leaders the value of active listening. Encourage them to seek input from their team and consider different perspectives.

5. Model Vulnerability: Show that it’s okay to admit not knowing something. Leaders who model vulnerability create a culture where others feel safe to do the same.

6. Highlight the Benefits: Emphasise how diverse perspectives and skills can drive innovation and success. Show that collaborative leadership leads to better outcomes.

7. Support Continuous Learning: Provide opportunities for leaders to develop their skills and knowledge. Encourage them to attend workshops, seminars, and training programmes.

By addressing these psychological factors and promoting a culture of growth and collaboration, organisations can help know-it-all leaders transform into effective, empathetic leaders who value their team’s contributions.