Got a know-it-all in your life who knows everything except, perhaps, how to act like a real human being? Read on for tips on how to deal.
According to the author of this article, Susan Davis, the Know It All (KIAs) are part of the most difficult people in the world to deal with, along with :
*The stealth destroyers
*The “yes” people
There are KIAs everywhere but it is particularly annoying when this type of person is your boss, employee or co-worker.
So what can you do when you are engaged in a dead-end conversation with a KIA or worse with a clique of KIAs?
No matter what you say, those people will never be interested in your ideas if they don’t think like you. They usually use criticism, condescending or sarcastic tone and even try to intimidate you.
KIA people lack basic emotional intelligence and are self-defensive trying to exclude anybody who are not admiring their intelligence or agree with their truth or faith.
As much as possible stay calm and relaxed not trying to argue at all. You will always lose if you try to battle with their ego. In addition, it is not good for your heart and well-being as you may feel frustrated and angry.
In case having a conversation is unavoidable, then ask the KIA person questions about their field of expertise they will be more than happy to teach you something.
See on Scoop.it – Global Leaders
Related Article : The 5 Signs of a Bad Leader
Image from Forbes Magazine: The Best Gift Leaders Can Give: Honest Feedback
Read original article “Find the Coaching in Criticism” from by Sheila Heen and Douglas Stone HBR Magazine, March 2014
Anne Egros‘s insight:
Learnings from the article:
What makes receiving feedback so hard? The process strikes at the tension between two core human needs—the need to learn and grow, and the need to be accepted just the way you are. As a result, even a seemingly benign suggestion can leave you feeling angry, anxious, badly treated, or profoundly threatened. A hedge such as “Don’t take this personally” does nothing to soften the blow.
The skills needed to receive feedback well are distinct and learnable. They include being able to identify and manage the emotions triggered by the feedback and extract value from criticism even when it’s poorly delivered.
Six Steps to Becoming a Better Receiver
1. Know your tendencies
2. Disentangle the “what” from the “who”
3. Sort toward coaching
4. Unpack the feedback
5. Ask for just one thing
6. Engage in small experiments
After you’ve worked to solicit and understand feedback, it may still be hard to discern which bits of advice will help you and which ones won’t. We suggest designing small experiments to find out. Even though you may doubt that a suggestion will be useful, if the downside risk is small and the upside potential is large, it’s worth a try.
See on hbr.org
The Best Gift Leaders Can Give: Honest Feedback
See on Scoop.it – Global Leaders
A study that shows intercultural competence as a factor in effectiveness of global virtual teams, and that building relationships, establishing structure, and having discipline are critical for success.
Anne Egros‘s insight:
To build a global team, first determine what needs to be done and then identify who are the best individuals for achieving the goals based on individual coaching and through intercultural training programs
See on gbr.pepperdine.edu
In the article ‘Global Mindset Secrets of Superstar Expats” published by Thunderbird School of Global Management, the authors argue that immersing executives in different cultures does not produce effective global leaders as they often fail to learn how to deal with the complexities of their work environment.
To lead is to be able to influence people who are not thinking and behaving like you. In my experience learning to lead across cultures is a mix of formal leadership development training aligned with corporate values and multiple international assignments in places with very different cultural values and dimensions (http://zestnzen.wordpress.com/tag/cultural-dimensions/ )
I challenge the concept of “‘global mindset” as it is often interpreted as an “ethnocentric” way of doing business aka “western”. You can have all the attributes listed in this article and fail to adapt your leadership style to one specific country. Applying participating leadership and asking employees to take initiatives doesn’t work well in Russia for example, while Americans appreciate leaders who grant autonomy and delegate authority to subordinates.
Successful leaders in developed economies are different from successful leaders in emerging economies.
In a Forbes’ article, How Does Leadership Vary Across the Globe? results of a study show that it is important to adapt leadership style to a specific culture and not try to apply “Americanized” management principles. The skills set and competencies of leaders in different countries vary.
The Global Leadership and Organizational Behavior Effectiveness Research Project (GLOBE) is an international group of social scientists and management scholars who study cross-cultural leadership. According to GLOBE researchers, leader effectiveness is contextual, that is, it is embedded in the societal and organizational norms, values, and beliefs of the people being led. In other words, to be seen as effective, the time-tested adage continues to apply: “When in Rome do as the Romans do.”
To gauge leader effectiveness across cultures, GLOBE researchers empirically
established nine cultural dimensions (adapted from work of Hofstede) to capture the similarities
and/or differences in norms, values, beliefs –and practices—among societies. The cultural dimensions can be used in intercultural leadership training.