They usually speak first. They usually speak with total confidence and, annoyingly, they’re usually right. They’re the know-it-all board members. Most boards have at least one, heaven forbid two or more, at some point. While these individuals add value, they often inhibit trust and can drain a positive board culture. So, how do we encourage these individuals to contribute without overpowering the board meeting? First, let’s make sure we understand where they’re coming from.
It’s fun to be smart
Before we dig into how to curb the know-it-all behavior, it’s important we understand what is driving it. Dream with me a moment…go back to the last time you played a game…Is there anything more satisfying than knowing the answer and knowing it first? My inner Jeopardy contestant’s pulse quickens at the thought of it. It is undeniably fun to be smart. In fact, for some, it’s downright addictive. We may assume ego and arrogance are driving the know-it-all’s response, and that may be the case; however, it’s also likely a behavior they’ve received affirmation for in the past. Being smart has helped them “win,” and winning is fun. Each interjected solution carries the same satisfaction as a buzzer slam in a game. So, bear with them, exude patience, and give these a try…
Concur vs. Congratulate
As annoyed as we may be with the know-it-alls in our lives, we often condone if not encourage their behavior. When a board member swoops in with the solution ahead of discussion and we affirm their response, we’ve given them the “atta-boy/girl” they need to feel encouraged to do it again. Should we affirm a positive or correct input? Yes, absolutely. The fine line is that we can concur without congratulating the individual. This slight nuance in response can shift the behavior from a “win” to a meaningful contribution accepted in pace and with regard for other opinions.
Spark Debate
An experienced and savvy chairperson will recognize know-it-all behavior and leverage their role as the governance moderator to mitigate it. This may include calling on individuals to provide counterarguments and, at times, sparking debate. While this may feel like a waste of time if the know-it-all is obviously right, it’s not. Debate is a healthy habit for boards, and while it may not change the answer, it may reveal new dimensions and lenses through which we explore issues on the table. No matter how smart or right one individual is, they should never dominate or individually dictate a board’s response.
Don’t assume they’re right
Early in my career, I succeeded an executive director who had been integral to the organization’s growth over multiple decades. Let’s call him Pinocchio. During my training phase, he spent an afternoon showing me a closet full of newspapers (yes, this was a loooong time ago). Each newspaper featured an article about the organization I was taking over, and most included quotes from him. As we went through them, I noticed a particular statistic was often provided by Pinocchio. I had recently graduated from grad school and, ironically, had done a research project which proved this statistic was false. Gently…oh, so carefully…I brought this up to Pinocchio and asked if I was misunderstanding the numbers. His response provided a cautionary bit of wisdom I’ve carried with me since. He smiled slyly and said, “The stat is true by nature of me saying it’s true. The public trusts me.” Hmmm…, but should they? Confidence does not equal truth.
Know-it-All vs. Doubt-it-All: Curbing the Hole-Pokers
Do you know what is more annoying than a know-it-all? A hole poker. The persistent pessimist who sabotages innovation and derives joy from finding the holes in an idea. While a know-it-all can be hard to manage and kill efficiency, a hole poker is downright dangerous because they express doubt with confidence. While knocking around ideas is good, healthy even, the ideas must be allowed enough debate and discussion to develop. If every idea is killed before it evolves into something real, a culture of innovation cannot survive. Here are some of my favorite responses to combat and curb hole pokers:
I appreciate that perspective. Let’s talk this through a bit further and see where it leads. Perhaps the wisdom in the room can overcome your concerns.
Those are important considerations; however, fleshing this out a bit more may give you more confidence. Shall we keep discussing?
I understand your hesitation. Of course, a pilot or test would allow us to explore this opportunity in a controlled environment. How do you feel about that?
In Closing: Pursue Patience, and Avoid Eye-Rolls
Governance would be so easy if not for personalities! When dealing with a know-it-all or hole-poker, try to assume the best. It’s likely the board member you’re dealing with may be unaware of their dominance or pessimism. Try the methods above, talk to your board chair (assuming they’re not the culprit!), and find ways to move past the annoyance. At the end of the day, there are far worse governance issues than having a smart, vocal person on your board!
