It really has more effect when you say it like the 6-year old girl says it to her brother: “You’re just a Mister Know It All!” It’s cute when you hear two kids saying it back and forth. It’s much sadder when you see an elected official actually practice it.
A Cowardly Leader Looks At It Differently
Of course, a cowardly leader doesn’t admit that he is a know-it-all. He or she says,
- I was elected, therefore the people told me I know more than they do
- I’m in a position of power, therefore my authority proves I know more than they do
- I’m a public figure and people cater to my wishes, therefore I’m obviously more intelligent, otherwise why would they have elected me
- They should treat me with respect and deference or they will pay the price at decision time
It’s embarrassing. Yet it happens, and the cowardly leaders who do it don’t want to-or can’t- see it. As Lord Acton said, “Power corrupts, and absolute power corrupts absolutely.” That corruption works in many ways, not the least of which is judgment. Citizens who never held an office are elected, and with some magic wave of the wand, become “Mr. Know-It-All.”
Yes, it is cartoonish. Which makes the fact that it happens, even more laughably……….sad.
Qualifications Take a Back Seat
Cowardly leaders who “know” certainly don’t need expert advice. Or wise counsel. Or intelligent and thoughtful assessments. After all, they were elected or appointed to their important position, and with that comes the automatic and inherent wisdom that goes with it. Any official who is it a know-it-all often makes decisions in a vacuum, and/or relies on fellow officials who may know even less.
We assume, or at least hope, that elected officials surround themselves with the most capable, competent expertise they can. Simon Sinek (www.startwithwhy.com) recently said:
“The genius at the top doesn’t make the team look good, the team makes the person at the top look like a genius.”
Dr. Jeff Polzer, Professor at Harvard Business School, says, “It’s really common sense: You want to surround yourself with talented people who have the most expertise, who bring different perspectives to the issue at hand. Then, you foster debate and invite different points of view.”
Then he adds the kicker:
-“It requires an openness to being challenged, and some self-awareness and even some humility to acknowledge that there are areas where other people know more than you do.”
Dr. Polzer from Harvard Business School says that even though you might be an elected official, it requires some humility to acknowledge…other people know more than you do.
Imagine that.
One of the measuring sticks I’ve used in my career is, how long does it take for someone new in a position to acknowledge they don’t know as much as they thought, and to seek guidance and assistance. There is an inverse ratio that is unfailing in every case:
The less time it takes someone to realize they don’t know-it-all, the smarter they really are. And visa versa.
As K eloquently reminds us all:
II-15
