By Junias Erasmus
Experience is undeniably valuable in any workplace. Employees who have been with an organization for many years often carry deep institutional knowledge, historical context, and a sense of loyalty that can be priceless.
However, experience alone is not always an asset, especially when it morphs into arrogance. The concern arises when long-term employees begin to see themselves as immune to feedback or incapable of error simply because they’ve “been around the longest.”
These so-called know-it-all employees cannot even complete their own tasks, and their behavior has far-reaching negative consequences on team dynamics, productivity, and organizational culture.
Such employees often operate under the assumption that their tenure equates to superior insight. This mindset makes them difficult to work with, as they frequently disregard new ideas, challenge authority, and resist change. They become defensive when flaws in their work are pointed out, taking constructive criticism as a personal attack rather than an opportunity for growth.
Over time, they create a hostile environment where others feel discouraged from speaking up, collaborating freely, or suggesting innovative solutions. Their unwillingness to accept input, coupled with a tendency to deflect blame and make excuses, erodes trust and cohesion within the team.
What makes this behavior especially toxic is that it can go unchecked for years, because they have too many corridor friends in the organization. These individuals are often incompetent in their tasks, but their deeper impact on organizational performance cannot be overlooked. Even one irrational and defensive employee can cast a long shadow.
They may not sabotage projects intentionally, but their dismissiveness, condescension, and resistance to feedback alienate colleagues and create a culture of resentment. In time, morale plummets, communication breaks down, and productivity takes a hit because people can’t do their jobs effectively, and the environment no longer supports healthy collaboration or innovation.
It’s important to remember that organizations are not static entities. They evolve continuously in response to external market shifts, technological changes, policy reforms, and internal restructuring. What was effective or correct ten years ago may no longer be relevant today.
Longevity in a company doesn’t guarantee that an individual understands the current landscape or the nuances of newer systems, processes, or strategic goals. When seasoned employees refuse to learn, adapt, or accept that others may have valuable contributions, they become obstacles rather than assets.
This doesn’t mean that long-serving employees should be marginalized or excluded. On the contrary, they should be encouraged to lead with humility, curiosity, and a willingness to grow.
Experience should be paired with openness, not used as a shield against accountability. Managers must create environments where feedback is normalized, not feared, and where respect is based on contribution and character, not just years of service.
An organization thrives when every member, regardless of tenure, remains a student of change, willing to listen, learn, and lead with empathy. True expertise lies not in knowing everything, but in knowing that there is always more to learn.
By addressing the challenges posed by know-it-all employees and fostering a culture of continuous growth and mutual respect, organizations can unlock the full potential of every individual and build high-performing, harmonious teams equipped for the future.
*Junias Erasmus works in the Financial Sector. He is a Management Scientist, a Strategic Scholar & a Motivational Speaker. This article is written in his personal capacity. For inquiries, contact him at Junias99@gmail.com
