Strategies for Managing a Knowitall Boss at Work

The workplace can often feel like a battlefield, and learning to collaborate with different types of leaders is a crucial skill for every professional. Have you ever encountered a boss who seems to know everything, tolerates no mistakes, and struggles to understand emotional reasoning? These "Expert-Know-It-All" bosses can be particularly challenging to work with, but with the right strategies, you can turn these challenges into opportunities for growth.

In his book Coping with Difficult Bosses , Robert Bramson provides a detailed analysis of the "Expert-Know-It-All" boss. These individuals typically view precision and thoroughness as hallmarks of competence. They have little tolerance for even minor errors and often lack patience for emotional, intuitive, or other non-rational aspects of human behavior. Because they are highly knowledgeable and meticulously plan every action, they can make subordinates who don't excel in linear thinking feel inadequate. The most frustrating aspect of working with such bosses is that they are usually correct.

While their "I'm always right" attitude can be irritating, this isn't what makes them particularly challenging. The real issue lies in their ability to turn competent employees into seemingly incapable ones.

Bramson writes: "These fact-and-logic heavyweights are described by their subordinates as unstoppable, immovable, and uncaring enough to earn them the name of their mechanical cousins—bulldozers. For example, they always have the right answer to every question, not a right answer, but the right answer. When someone disagrees, they react as if it were a personal affront rather than a simple difference of opinion, breaking off the conversation with visible anger. Bulldozers are indeed often accused of behaving in a very 'superior' manner, dismissing others' ideas as if they were the muddled thoughts of confused children. Why shouldn't they? They're convinced their plans and ideas are better than anyone else's."

How do subordinates typically respond? Bramson notes: "The bulldozer's overbearing manner—patronizing, condescending, and pontifical—often calls up memories of impatient parents who always knew better, and otherwise competent employees find themselves slipping into a kind of childish underground rebellion. They demonstrate their 'independence' by refusing to function at full capacity. In a sense, they are 'showing off' their incompetence. Thus, the strange circle is completed, and the know-it-all's opinion of most other people's inadequacy is confirmed. It's not hard to see why they would be reluctant to trust others and would only allow them to perform the most routine or mental tasks."

Bramson observes: "Of all the difficult bosses I've studied, the Expert-Know-It-All is the hardest to influence. I suspect that their awareness of their own competence, coupled with subordinates frequently lapsing into resistant sloppiness, leads them to believe they are the standard to which all should aspire. From that lofty perch, the babblings of subordinates usually go unnoticed. Of course, it's not impossible to get a bulldozer's attention, but doing so may require more effort and persistence than you're willing to invest."

Bramson offers several practical suggestions for managing this challenging relationship:

• Be thoroughly prepared: Expert-Know-It-All bosses are more critical of incomplete, sloppy, or careless work than most other managers. Before presenting any work or ideas, ensure your arguments are well-founded and your data is accurate.
• Set limited autonomy goals: Given their cautious nature, restrict your autonomous actions to a clearly defined area. If possible, choose tasks with measurable outcomes that don't directly relate to your boss's personal interests.
• Respect their expertise: Acknowledging their knowledge won't necessarily help, but it certainly won't hurt. This approach can lower their defenses and make communication easier.
• Use questions to highlight issues: Directly challenging your boss's conclusions will likely lead to arguments rather than consensus. Instead, use "wide-eyed innocent" and "extension" questions. The former typically end with "Could you explain that to me?" For example: "Mr. Smith, I don't quite see how your marketing plan gives us an edge over competitors—could you explain that to me?" or "Ms. Jones, our problem is that our line managers aren't reading the management manual—could you explain that to me?" After asking these innocent questions, maintain a wide-eyed, innocent expression while your boss explains (often at length). Extension questions simply ask the person to expand their thoughts or plans over time or space. For instance: "I think I understand your plan for improving our performance evaluation process, Tom. Now could you describe how this would work in each of our seven departments, since they're all slightly different?"
• Help your boss save face: When you must correct factual errors, cushion the blow with a face-saving explanation. For example, suggest they "might not have considered last year's budget" or refer to "the tentative budget we discussed earlier."
• Unexpected benefits may emerge: Working with a bulldozer boss can ultimately be rewarding. By being well-prepared, acknowledging their expertise, and asking thoughtful questions, you may gain increased autonomy and even find your boss seeking your input before finalizing plans.

• Working with an Expert-Know-It-All boss can be painful but beneficial.
• Conduct a cost-benefit analysis to determine whether changing bosses is worth the potential impact on your self-efficacy.
• The goal is to secure enough breathing room to do your work while improving your preparation and avoiding confrontational intellectual battles.

By employing these strategies, you can not only manage your relationship with an Expert-Know-It-All boss more effectively but also grow professionally and enhance your value in the workplace. Remember, challenges often present opportunities—the key lies in how you approach them.