SUBJECT MATTER EXPERT
WHY IT MATTERS
Leaders need to lead from the front. This implies they are skilled at what they do. They have mastered their profession to the point that those around them look to them for direction, teaching, decision-making, and guidance. Leaders that are subject matter experts garner trust and followership from their people and win the ability to lead them because people know they know what they are doing. Because their employees feel their leader is an expert, they are quick to line up behind them and take their counsel. Leaders that don’t have high levels of subject matter expertise will find themselves trapped in their own incompetence, and will ultimately be consumed by the complexity and intricacy of the work they lead but can never seem to unravel.
WHAT IT LOOKS LIKE
Leaders that are subject matter experts are never content with knowing just enough to get by, or only looking like they know what they are doing. They invest in their own learning, explore new ideas, question their thinking, and second-guess their understanding. Their goal isn’t to be good at what they do, but to be the best. They love what they do, and they love learning how to do it better.
Leaders who are subject matter experts know the history of their field of work and its evolution, theory, and scientific background. They know that history paves the way for the future. They believe in innovation and readily accept new advances in how work gets done. They rise above how things have always been done to find new answers to new problems. They have transitioned from being implementers of best practices to being authors of best practices. They can assess any need and apply their knowledge to create a customized solution. They solve problems others have a hard time solving.
Leaders that are experts know the thought leaders in their field and industry. They follow their thinking and ideas. They read broadly, looking for new thoughts, concepts, or ideas. They are more than a passive receiver. They proactively enter the public conversation in their field of expertise. They become instigators of evolution within their field through the sharing of their experiences.
Leaders that are subject matter experts know the technologies available to assist them in their work and how to apply them correctly. They stay current with technology advances. They see the doors of possibility technology can open.
Leaders that are subject matter experts guard against becoming so narrow in their expertise they can’t contribute in other areas. They are well rounded in all the areas they lead. They impart of their experience to others through coaching and mentoring. They want to share their knowledge to grow others instead of hoarding it for themselves.
Leaders that are subject matter experts want to be liked, but they want to be trusted even more. They are careful to not show off how smart they are. They are humble. They win the confidence of their people because of the quiet steadiness and safety their expertise provides. Everybody knows their leader has the ability to get the job done right the first time, and how to do it to the highest standards of excellence.
BELIEFS
BEST PRACTICES
SELF-REFLECTION
Leaders need to lead from the front. This implies they are skilled at what they do. They have mastered their profession to the point that those around them look to them for direction, teaching, decision-making, and guidance. Leaders that are subject matter experts garner trust and followership from their people and win the ability to lead them because people know they know what they are doing. Because their employees feel their leader is an expert, they are quick to line up behind them and take their counsel. Leaders that don’t have high levels of subject matter expertise will find themselves trapped in their own incompetence, and will ultimately be consumed by the complexity and intricacy of the work they lead but can never seem to unravel.
WHAT IT LOOKS LIKE
Leaders that are subject matter experts are never content with knowing just enough to get by, or only looking like they know what they are doing. They invest in their own learning, explore new ideas, question their thinking, and second-guess their understanding. Their goal isn’t to be good at what they do, but to be the best. They love what they do, and they love learning how to do it better.
Leaders who are subject matter experts know the history of their field of work and its evolution, theory, and scientific background. They know that history paves the way for the future. They believe in innovation and readily accept new advances in how work gets done. They rise above how things have always been done to find new answers to new problems. They have transitioned from being implementers of best practices to being authors of best practices. They can assess any need and apply their knowledge to create a customized solution. They solve problems others have a hard time solving.
Leaders that are experts know the thought leaders in their field and industry. They follow their thinking and ideas. They read broadly, looking for new thoughts, concepts, or ideas. They are more than a passive receiver. They proactively enter the public conversation in their field of expertise. They become instigators of evolution within their field through the sharing of their experiences.
Leaders that are subject matter experts know the technologies available to assist them in their work and how to apply them correctly. They stay current with technology advances. They see the doors of possibility technology can open.
Leaders that are subject matter experts guard against becoming so narrow in their expertise they can’t contribute in other areas. They are well rounded in all the areas they lead. They impart of their experience to others through coaching and mentoring. They want to share their knowledge to grow others instead of hoarding it for themselves.
Leaders that are subject matter experts want to be liked, but they want to be trusted even more. They are careful to not show off how smart they are. They are humble. They win the confidence of their people because of the quiet steadiness and safety their expertise provides. Everybody knows their leader has the ability to get the job done right the first time, and how to do it to the highest standards of excellence.
BELIEFS
- The highest levels of subject matter expertise will never be achieved by only going half way or investing part way.
- You have to have the mindset that you will never arrive, never know enough, never be good enough, and can always learn more.
- If you are content to just get by it won’t be too long before others pass you by.
- If you aren’t continually progressing in your level of expertise, you are actually digressing.
- If you choose to become a subject matter expert in something you love you set yourself up for a lifetime of adventure.
- Experts know when they have graduated to the next level because others will start coming to them to seek their help.
- Being a subject matter expert means there isn’t anything in your professional field of practice you can’t do.
- Expertise is never an excuse to be arrogant. If you aren’t humble, your expertise might do more to hurt you than help you.
BEST PRACTICES
- Know when you don’t know enough.
- Be expert with the tools you use in your job.
- Acquire the skills required for your work.
- Stay up to date on new technologies.
- Don’t be satisfied just knowing enough.
- Have passion for your professional field.
- Know something about every area you manage.
- Build relationships with other experts.
- Do not be protective of your knowledge.
- Learn the science behind your field of expertise.
- Don’t ever be satisfied with what you know.
- Study the evolution of your field.
- Know and follow the industry thought leaders.
- Think about questions more than answers.
- Take the time to mentor others.
- Always be reading a good book.
- Stay up to date with new thinking.
- Stay one step ahead of others in your learning.
- Push the boundaries of current thinking.
- Achieve the benchmarks for excellence.
- Master an in-depth knowledge of your field.
- Exhibit humility despite being the best.
SELF-REFLECTION
- Do I always push myself to go higher, or do I feel content with my current level of expertise and understanding?
- Do I feel like I am the best at what I do, or do I feel like there are other people more qualified than I am?
- Do I create and prompt new best practices, or do I rely on the best practices of others?
- Do I have full working knowledge of the literature of my field, or do I only have a partial understanding?
- Do I know and follow the thought leaders in my field, or do I not follow the conversations taking place?
- Do I actively contribute to the discussions happening in my industry, or am I only a passive participant?
- Do I feel like other people rely on me for my expertise, or do I see them go to other people for help?
- Do I act humble even though I am the expert at what I do, or do I act arrogant and unapproachable?|
- Don’t think you already know everything there is to know, and stop pushing yourself professionally.
- Don’t be so good at what you do, and so vocal about it, that you get negatively labeled as a “know it all.”
- Don’t be so confident in what you know that you disregard the thinking and counsel of others who could help you.
- I love what I do for a living.
- I have significant expertise in my field.
- People come to me to ask questions about the work that I do.
- People look to me to give them answers.
- Even when the usual approach isn’t possible, I know what I need to do to get the job done.
- I have received recognition for being really good at what I do.