People mistake arrogance for self-confidence. Arrogance attracts people, while self-confidence attracts them. There is a thin line between the two. Assess the contribution of each member of your team to determine their attitude. Managers can be successful in managing complex, large-scale, and global projects. However, everyone can learn from other managers. If they can help the project, any tips or advice are welcome.
If the resource is trying to be a leader and has nothing to contribute, then it is best to put him in his place and explain his role in the project. I believe the resource can be made to play an individual contributor role, rather than a member of a team. Mentoring him is also advisable and will help him understand that knowledge should be shared for the benefit of all and the success of this project.
Use what you can from these resources, even if it is difficult. They can greatly contribute to your project objectives and what you need. In such situations, patience and vigilance can be very helpful. You can sit down with them, explain the situation, offer mentorship and then monitor their progress over a short period. If they don’t make progress, you should let them go. You might find the team more productive if you stop treating them as a resource and start talking to them like a human being with feelings. It is self-destructive to view people as resources. You should treat him as a person with both good and bad sides. It is a good idea to try to understand his point-of-view and discuss it.
There are many ways to deal effectively with people like this. When managing a project, think in the best interest of the project. We all know that every resource can be better utilized as an individual contributor.
How to deal with these resources
These people should be identified early in your project
Meet with them immediately.
Ask them to describe their position within the project team.
You should try to understand their approach to tasks, and how they work with others in the team.
Next, explain to them your view on their position within the team. Give them homework to go through a Project Guide again.
Set up a follow-up appointment with them.
In the next meeting, ask them the same questions. They might change their mind or approach to the project.
If people believe they can learn from their elders, it is a good idea. These suggestions won’t work if the person refuses to accept that they don’t have the experience and still believes that they know everything. This case can be compared to SWOT and I don’t know if it is considered weak or dangerous. If you assign some issues to a member, but he performs very badly, it is a sign that he is not fulfilling his job description. This attitude and behavior is rare. If he is honest, or if he threatens to lie, I consider the case a strength point.
Keep in mind that the individual who believes he is winning the power battle will be more disruptive to the work. He will also disrespect you more and more.