Many organizations spend millions developing the enterprise capabilities of people leaders, and rarely offer such opportunities to their subject matter experts, technical specialists and other individual contributors.
That talent divide robs organizations of the full value that experts create.
It also unfairly limits the career aspirations of experts, and their ability to achieve. Most experts live under poorly designed talent regimes don’t fulfil their full potential.
It is time to understand this talent divide, and to change the way organizations think about the potential of experts. If leadership is for people leaders, then equal time and attention should be paid to expertship.
How to be a Master Expert gives experts and development teams a plan to develop the most effective style of experts.
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