Someone Who Thinks They Are Always Right
Have you ever had the pleasure of working with someone who thinks they are always right? As a result, they don’t need advice, counsel, or other people’s thoughts, because they have all the answers. But what happens when they don’t, and their performance suffers? How do manage someone who doesn’t want to be managed, and get them to be more collaborative? Not easily. We’ll explore 3 approaches and give you the best one, equipping you for success when you are privileged to deal with this situation.
You are VP of Operations for a regional restaurant chain. Raymond works for you, overseeing six locations in one city. He is a hard worker who accomplishes a lot. You like his go-getter spirit.
But Raymond also exhibits a Q1 over-inflated confidence. He seeks autonomy in his job by keeping you at arm’s length. He knows what he is doing, so why waste time collaborating? His justification is that he has things so well covered, there’s no reason to bother you.
I Don’t Need Your Help
Inevitably, though, problems do occur. However, Raymond’s Q1 tendency is to downplay any issues. That takes the spotlight off of mistakes. But when he says “I don’t need your help”, he shortchanges the review process that could provide insight for avoiding future difficulties.
How Do You Help Someone Who Doesn’t Want Help
You feel Raymond has a promising future as a higher-level executive — if he can confront his Q1 tendency to go it alone. He needs to be a more collaborative problem-solver, not someone who thinks they are always right. How to manage someone who doesn’t want to be managed? As a Q4 leader, you want to have a coaching session with him about working together more effectively when problems occur.
What’s the most important thing you can do to begin your first discussion? How can you get Raymond’s buy-in for talking about how you should work together?