In the boardroom of a tech giant, a confident young manager, Swati, presents her ideas with unwavering certainty. Sharp, ambitious, and undeniably talented, she embodies the ‘know-it-all’ archetype. Yet, when feedback is offered, her posture stiffens, signalling resistance to any suggestions that challenge her self-assured stance. Swati, like many others in corporate environments, thrives on her expertise but struggles with openness to other perspectives. Her attitude, while often admired for its confidence, can be a roadblock in receiving guidance. How can leaders break through this resistance and provide meaningful mentorship?
The ‘know-it-all’ persona is prevalent across organisations. These individuals, often seen as invaluable assets due to their deep knowledge and ambition, can become difficult to coach. Their strong self-perception and resistance to feedback pose unique challenges for mentors and leaders.
As Chandrasekhar Mukherjee, senior HR leader, observes, “‘Know-it-alls’ operate from a position of strength. They are less receptive to advice from peers, listening only to those they view as having significant authority.” While this attitude can block collaboration, moments of vulnerability—such as encountering challenges they cannot solve—present the best opportunity for mentorship. “When the ‘know-it-all’ faces a problem, they break the fastest,” says Mukherjee. These moments offer the perfect entry point for coaching.
“‘Know-it-alls’ operate from a position of strength. They are less receptive to advice from peers, listening only to those they view as having significant authority.”
Chandrasekhar Mukherjee, senior HR leader
Effective mentorship for the ‘know-it-all’ requires three key qualities: patience, empathy, and exceptional communication skills. Sriharsha Achar, former CHRO at Star Health and Allied Insurance, notes that such individuals often have a counterpoint for every suggestion and resist advice. “They feel deeply about their knowledge and contributions to the business,” Achar explains. Building trust by acknowledging their expertise is crucial to gaining their openness to constructive feedback.
One key strategy for mentoring ‘know-it-alls’ is to encourage reflection and self-awareness. As Achar points out, their limited self-awareness often strains relationships with colleagues. Mentors can help them reflect on how their behaviour is perceived and its impact on the work environment. This process is most effective when these individuals face significant professional setbacks, such as career stagnation or performance gaps. “If their career path gets into a logjam, they are willing to go for mentoring and coaching,” Mukherjee explains.
Another strategy is fostering a collaborative environment. ‘Know-it-alls’ often prefer to work alone, viewing themselves as more capable than their peers.
Mentors must create spaces where these individuals feel safe sharing their knowledge without fear of being overshadowed. Google’s ‘Project Aristotle’ highlighted the importance of psychological safety—creating an atmosphere where employees feel comfortable taking risks and sharing opinions without fear of embarrassment or punishment. This approach can help self-assured employees understand that collaboration, rather than individual dominance, leads to
“Such individuals often have a counterpoint for every suggestion and resist advice. “They feel deeply about their knowledge and contributions to the business,”
Sriharsha Achar, former CHRO at Star Health and Allied Insurance
Balancing empathy with assertiveness is also crucial. Mentors should strive to understand the ‘know-it-all’ perspective, offering guidance that doesn’t undermine their confidence. Achar emphasises the importance of “forward feedback”—feedback that focuses on future growth rather than critiquing past actions. This method encourages them to consider their potential for improvement rather than defending their past behaviour. Statements like, “If you do this, you could reach here,” keep the conversation constructive and focused on personal development.
Netflix CEO Reed Hastings has cultivated a workplace culture that embodies this approach, combining empathy with high performance. The company encourages open, respectful feedback, helping employees embrace growth rather than simply relying on their existing knowledge. Netflix’s ‘Keeper Test’, where managers reflect on whether they would fight to keep an employee, reinforces the value of empathy alongside high standards.
Mukherjee also highlights the effectiveness of the life-coaching method in mentoring ‘know-it-alls’. Rather than prescribing solutions, this approach encourages individuals to find answers themselves. “A know-it-all person would be happier to go through that process than a coaching process where someone tells them what to do,” he says. The life-coaching method helps create a safe environment where these individuals feel secure enough to share their knowledge and vulnerabilities without fearing they will lose their edge.
Mentoring ‘know-it-alls’ involves recognising their strengths while gently guiding them toward greater self-awareness, openness to feedback, and collaboration. With the right mix of patience, empathy, and forward-thinking guidance, these individuals can transform from ‘know-it-alls’ into ‘learn-it-alls’, helping them reach their full potential. In doing so, organisations not only retain top talent but also foster a culture of continuous growth and innovation. By cracking the code of mentoring these confident individuals, companies can unlock a powerful resource for sustained success.
2 Comments
It is important to remember the dimension of acceptability of the mentor. The ‘Know-it-all’ itself is a wrong term used here. If the mentor approaches the subject with the awareness that the person in question is ‘Know-it-all’ he drops objectivity. That’s dangerous.
Very good explanation