How to Manage People Who Know More Than You
Don’t assume a defensive position towards your employees or extrapolate that they’re going to be jealous, disrespectful, and bitter toward you.
Let go of your assumptions, check your ego at the door, and convey how much you respect and value your employees so they will be more accepting of you. Remember, it’s only combining skills that you can move the company forward.
SIMILAR ARTICLES & IDEAS:
When you're building a team or company, you simply can't afford to lose great people. Treat them with respect and you're one step closer to keeping them on your team long-term.
To do great things, you and your people need to consistently think outside the box. You need people who feel very comfortable disagreeing with you, trying new things, tossing out new ideas, and being okay with the fact that several of their ideas may turn out to be outright awful.
If you are the manager, make final decisions. And to do so decisively: evaluate all the options in front of you, hear and absorb everyone's arguments, and ultimately make the final call, with arguments.
Even if you've expressed dissent as an employee, it'll benefit you to let your manager make their call and then focus on what's next, rather than staying preoccupied with past decisions.
You must reward the same behaviors every time they appear, discourage the same behaviors when they appear and treat every member of your team with an equal, level-headed view.
How you communicate with your team can dictate your eventual success. To avoid miscommunication and to keep your team updated, always strive for clarity, accuracy, and thoroughness on your communication.
Have your team work for something together.
Setting goals just for the department or one individual breeds isolation and a limited mentality. Instead, give staffers a unified focus and purpose, to inspire them together.
“Avoiding (office) politics altogether can be deadly for your career. Every workplace has an intricate system of power, and you can—and should—work it ethically to your best advantage.” --...
Aim to become something of a “corporate anthropologist,” observing the relationships between co-workers and superiors and paying attention to informal social networks.
By observing the communication and relationships that surround you at work, you might discover that instead of hiding when the team gets competitive, you would do better to hang in there, go toe-to-toe with them, and ultimately earn their respect.
Look for people who are not necessarily in high-level roles, but who have the ability to make things happen. Who are the movers and shakers in your organization, and what can you learn from how they get things done?
For example, you might discover that before voicing an opposing opinion in a global teleconference, it pays to have influential backers present.