Know-it-all

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A know-it-all or know-all is either someone who has a large amount of knowledge or someone who professes to have a large amount of knowledge, but who actually knows very little at all.^[1][2]

Pincus offers managerial advice on handling difficulties caused by both types: she defines the know-it-all as the "Truly Smart Know-It-All", an employee with "a intellectual handle on the job requirements that is spectacular", but who "doesn't 'see' boundaries", and the omniscient deity as a person who "thinks nothing of imposing or intruding".^[2] Lloyd makes no such distinction, although he notes that ironically, Know-It-Alls can sometimes know what they are talking about, and simply have such a brusque style of communication that people are unwilling to listen. He characterizes Know-It-Alls as superficially domineering and controlling, but insecure underneath. The outward focus on the inferiority of their fellows is intended to mask the inner sense of their own weaknesses in knowledge, skills, and competence.^[3]

Pincus recommends different strategies for each type. For the case of the Truly Smart Know-It-All she observes that a manager might have to bend the rules somewhat to accommodate the negative aspects of such an employee, which include impatience, an exaggerated sense of self-importance, and other peculiarities, in order to retain the positive benefits of the employee's knowledge and experience. Although she also cautions that managers have to weigh the benefits against the taxing effects, upon managers and staff, of employing an "outlandish prima donna". She also recommends that rule-bending not extend to allowing the peculiarities of a true know-it-all with odd habits to be displayed to outsiders, such as customers and other visitors, and that such employees be clearly requested not to flout their eccentricities when such visitors call. She also states that managers should not be afraid of asking a genius employee questions, and should insist upon mutual respect and not adopt a self-deprecating attitude simply in order to placate such employees.^[2] Lloyd similarly advises managers to take a strong line against any form of intellectual bullying, either of others or indeed of the manager.^[3]

For the Know-It-All who doesn't, Pincus recommends to managers that they give praise where it is due, and that they assign such employees to work together with one, or two, other people, and regularly check for signs of stress.^[2] Notess observes that the last tactic mentioned can be unsuccessful if a Know-It-All is paired with a novice, since the Know-It-All quickly takes control away from the novice.^[4]

LLoyd observes that getting a point across to a Know-It-All can sometimes be difficult, and require much repetition, because such people are more interested in what they themselves are saying than in listening to others.^[3]

See also

• Whiz kid
• Smart alec
• Mr. Know-It-All
• Polymath
• Cliff Clavin

References

1. ^ Marion Ledwig (2008). "Inconsistencies in the Christian Tradition II: The Paradoxes of Onmipotence and Omniscience". God's Rational Warriors. ontos verlag. pp. 201. ISBN 3938793872. 
2. ^ ^{a b c d} Marilyn Pincus (2004). "The Know-It-All". Managing difficult people: a survival guide for handling any employee (2nd ed.). Adams Media. pp. 75–86. ISBN 1593371861. 
3. ^ ^{a b c} Kenneth L. Lloyd (2002). Be the Boss Your Employees Deserve. Career Press. pp. 187–188. ISBN 1564145891. 
4. ^ Greg R. Notess (2006). Teaching Web search skills (2nd ed.). Information Today, Inc.. pp. 17. ISBN 1573872679.