At some point or the other, managers have been faced with team members who think they know it all and don't listen to any feedback. ET explores how to deal with this lot.
Look for the Cause
The know-it-all attitude of a team member can stem from a variety of reasons like restructuring of teams, a missed promotion, business reorganisation or a harsh assessment. There are times when the employee may feel he or she has been dealt with unfairly and the grievance may be genuine. "Managers should go beyond what is visible and try their best to understand the team member," says Vijay Bharadwaj, VP, HR, Dell India.
Build a Connect
Building an emotional connect and providing the professional more freedom can do wonders, says Bharadwaj. Getting to know a person better outside of work can build strong personal and professional credibility. "In any case, do not share your perception about the team member publicly as you might change your assessment as you get to know him better," he says.
Give Feedback Soon
Smart leaders cut to the chase and do not hesitate in providing prompt and firm feedback when required, feels Mohinish Sinha, leadership and talent practice leader at the Hay Group for South and South East Asia and Africa.
Assess Targets
Managers should not lose sight of the outcomes the team member is accountable for, and should assess how the team member impacts the team in the long run. "Be sure you are responding due to professional reasons and not a hurt ego," says Bharadwaj.
Performance reviews should be periodic. "If efforts have not worked basis the actions taken, and in cases of serious non-performance, insubordination or interpersonal issues, managers must take action as per organisational policies immediately," says Bharadwaj.
Provide Counselling
Most companies provide options of structured programmes, and mentoring and counselling for such professionals. "Sometimes hearing the same advice from different sources creates a stronger impact," says Bharadwaj. Managers could also turn to seeking feedback and advice from trusted peers or superiors on how to handle the situation.
The Economic Times
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