Whole Foods CEO Jason Buechel’s least favorite type of employee is the know-it-all

“Someone thinks they know the answer to everything,” said the CEO of the Amazon-owned grocery chain. CNBC Make it happen. “Someone thinks it has to be exactly like this because this has always happened before. It always happens this way.”

Why? Because believing that you always know best will not only hinder your personal growth but also that of your business.

But he is not always the most receptive to new ideas and ways of doing things.

“Sometimes I can be that person from my past on certain issues,” said Buechel, who took the helm of Whole Foods in September 2022.

“I learned the hard way that you have to be flexible, especially in today’s world,” the 48-year-old added. “Customer needs are always changing, things are always changing the business.”

Perhaps unsurprisingly, the director of an organic supermarket chain said he “attracts” solution-oriented workers who like to “solve things that help the organization, help the parties.” our connection”. [and] our team members.”

“Ultimately, I am a problem solver. It’s something I love and am excited about,” he concluded.

What to do if you are a know-it-all

Of course, knowing everything is mostly good. After seeing what works (and what doesn’t) over time, it’s natural to share that expertise instead of watching your boss struggle.

That’s why career experts say Luck that having knowledge isn’t the problem – often it’s the way ideas are communicated that can cause problems.

John Lees, former director of the Institute of Employment Consulting, is the author of 15 books on careers. He advises you to impart knowledge as cautiously as you brag about yourself.

“Tone and brevity are important,” says Lees, adding that it’s better to start contributions with “This might be helpful” rather than ‘The answer is’.

Finally, he emphasizes that your knowledge in one area “can easily point out another person’s shortcomings,” which is why that knowledge can come across as insulting. violation.

Avoid accidentally criticizing others by starting with: “I’m sure you know.”

“If you think your wisdom is offensive, save it for a few key moments where your contribution will make a difference,” Lees concludes. “Having an opinion on everything is a surefire way to ensure that you are never heard.”

Una Doyle, business strategist and impact coach for SMEs at Creative Flow, echoes that there are three factors that determine whether feedback is perceived as helpful rather than annoying : timing, relevance and approach.

“First, schedule a time to talk about it or choose a time when they seem to be in a good mood,” says Doyle. “Second, focus on what it gives them and lead with that.”

“Finally, make sure you are calm, focused, and attentive to their response to your feedback,” she adds. “Most people don’t like feedback, even when it’s constructive, so be kind and, if possible, guide them to the same perception you already have instead of just telling them how you see it. how is it.”

How to manage know-it-alls

Other career experts say Luck that managers can be held accountable if they have deep knowledge within their teams.

“Oftentimes, when people are trying to position themselves as a dominant force in the workplace,” warns Tim Mart, career coach and founder of employee coaching and training provider Know You More, office, there is usually some underlying reason.”

For one person, he says, it could be a sign of imposter syndrome, which leads people to want to prove their worth to colleagues or superiors.

“So instead of criticizing them, you should discuss why they might be giving unsolicited advice,” Mart adds. “They may also have many good ideas but not communicate them properly.”

His advice to managers is to find out where this behavior is coming from before giving feedback on how they can present their ideas better.

“This employee clearly has a lot of knowledge, so let’s find a way to take advantage of it,” Mart concluded. “Helping people play to their strengths is a win-win situation, for both employer and employer.”

Dan Buckley, CEO of Cognexo, works with companies such as DHL, Cover Energy and Zenith to enhance employee engagement. He reiterated that management is the key to turning vociferous workers into useful subject matter experts.

His top advice? Implement regular employee surveys.

“This method helps know-it-alls present their insights in a more objective and less aggressive way, promoting constructive dialogue,” says Buckley.

It’s a win-win for businesses that really want input on specific areas of the business: “Structured questions ensure that feedback is specific, relevant and consistent , making analysis and action easier.”