Technical teams – such as IT, finance, HR, engineering and so on - are comprised of many senior individual contributors who are experts in their respective fields. Do mean leaders need to approach them differently? Why, and how?
As experts rise in seniority, they increasingly need to understand strategy, your commercials, executive sponsorship and relationship building to be effective. Otherwise they get "stuck" in a role that does not keep them effective or happy. An intervention to coach the expert with better business skills can help them get "unstuck".
A “Master Expert” is a technical specialist who has mastered the relationship and commercial elements of a senior technical role - not just developed their technical expertise. Here are two tools for self-assessing your progress on that journey.
The expertship model self-assessment, instructions, and an extract of chapter 1 of master expert
Without formal training, many experts are not aware of the different methods of influence available, and they may not use the most appropriate method at the best time. Here's a tool to help select between techniques, and plan for better results.
An a4 self-assessment of your influencing style, and chapter 23 of master expert, which explains how to use it
Leading teams of technical subject matter experts (SMEs) that often know more about things that the leader does is really challenging. We have created this FREE series of articles to assist leaders of experts lead them brilliantly.