We’ve all been there before. You’ve either worked with or for THAT person; “The smartest guy in the room.”
They can make you feel small, disregarded, uncomfortable. They have ways of expressing their thoughts to make your ideas seem so wrong.
I once knew an executive who was always the smartest guy in the room. His IQ was off the charts. He could dissect any argument, slicing and dicing his way to outcomes that were usually his.
The story is told of this man one day actually being stumped by a new topic that had been brought up by a junior member of his team. He seemed stunned but undaunted.
The next day a follow-up meeting was held. This gent had gone home, opened his vast libraries and began studying the topic. His academic prowess proved once again superior.
As the new meeting began he was now and would evermore be the smartest guy on the subject. And he was.
Being the smartest person in the room is not just about academic skills alone. It can come from vast experience through years of exposure to all aspects of a business or industry. The knowledge that gets captures is retained.
Typically executives who are tagged the smartest guy have very little interpersonal skill. They plow through the day problem solving and sharing their superior knowledge, leaving hard working souls in their wake.
Working with these people is very hard to do. When they are stakeholders on a project, they can become the derailer.
What can you do?
Finding ways to work with or through these special people can be very frustrating. If you’re not intimidated by their knowledge, you might be put off by their behaviors. They often make terrible bosses.
So what can you do?
Over the years, I’ve had several clients who reported being frustrated by TSGITR (the smartest guy in the room). Whenever I hear this, I recommend one solution.
Arrange a one-on-one. Present to TSGITR the following comments or whatever version of this works for you.
“Look, whenever we meet to talk about ____________________I want to acknowledge you are the smartest guy in the room. You are an important stakeholder in the project. Whenever I try to explain the alternative ways we are working on this problem, I’d appreciate your help resolving it, not just dismissing ideas that don’t stand up to your standard.”
“I am sure no one is trying to challenge your wisdom on these subjects. I’d like to find a better way for you and me to work together. Is that ok?”
Whenever a client has used this approach, they tell me it worked well. The senior person stopped and admitted they had no idea their communication was impacting people that way. I’ve even heard of situations where TSGITR asked for help being called out when they start down that domineering path.
Managing Up the Organization
I don’t believe in the concept of managing up the organization. See my mention of that here.
However, those who are true leaders, regardless of your level in the organization, can garner respect and thereby influence those above you.
To have that kind of respect, you have to bolster your confidence, speak boldly but gracefully. Don’t find fights to fight. But likewise, don’t shrink away from objections and stronger personalities. Create your boundaries. Fight for what you know needs to get done.
If you discover that important information is missing, you can change your position. But don’t do it because of intimidation and boldness from TSGITR.
Try this out next time. Let me know how it went. Then if you’d like to discuss it further, feel free to schedule a call or leave a comment.
Also, I am offering coaching on demand through my sister site at FLASHCOACH.ME
Coaching on demand is the ability to arrange professional coaching support without a long term, ongoing contract. You can buy blocks of hours on specific topics you believe a coach could help you with. Try it out!
