In early 2019, Rachael and her team piloted their first expertship program, Impact, to develop enterprise skills for technical specialists. Over breakfast, Rachael will share an in-depth review.
Bright and easily bored, experts are challenging to motivate, retain and keep engaged – and this is never more apparent than during annual reviews. But don’t panic. There are actions you can take to turn around non-performers; to correct weak spots of high performers; and to coach experts to become the leaders of expert teams.
As experts we work in highly complex ecosystems that are shifting and adapting all the time. To become Master Experts we need to work hard to identify and service all our stakeholder groups, and take a strategic approach to prioritizing who we work with and why.
If we are don’t understand our organization’s a strategy we will be seen as a necessary evil. Worse, we will be regarded as a burdensome cost or distraction from the main game. This reduces our perceived value and relevance of whatever ideas we putting forward.
Do you need charisma to win a seat at the direction setting table? Do you need to be a conniving political operator? No, but you do need break through. Here’s how.
Managers of experts may be unintentionally holding back their experts. Best practice suggests they should invest in building their experts’ enterprise skills.