Helping subject matters experts go from good to guru.
Our passion is to help technical subject matters experts - whatever your discipline, and wherever you are - to level up.
Most recent
An Expert Top Five Question – Where does all the time go? Coaching case study 2 explores a software engineers challenge of using their time more effectively.
Coaching Case Study #1: Rachel’s Challenging Stakeholder In coaching case study 1, a subject matter expert grapples with a difficult stakeholder.
👋 Your Virtual Expertship Mentor We’ve launched Alix, your completely free AI-driven Expertship Mentor. Ask Alix anything about building your Expertship capability.
Are you stuck in the Expert Trap? A new two-minute survey will enable you to check whether you have fallen into the Expert Tray (or are about to!). Each completed survey gets access to a free Escape Plan.
Exploring challenges experts face
What are enterprise skills, and why are they important for technical experts? Far more than the ‘soft skills’ you hear people talking about, enterprise skills make all the difference when it comes to technical experts delivering high performance and breakthrough value-add. Combined with their technical skills, they enable experts to fulfil their potential and make a big difference to their organization, their customers, and the wider world. By Dominic Johnson.
Overworked and underappreciated: your guide to surviving as a subject matter expert. Want to accelerate your career as a trusted subject matter expert? Want to be more involved in strategic work rather than routine stuff? Want to have more influence and add more value. These tactics may help you achieve your aspirations. By Dominic Johnson.
The Potential of Experts in Strategic Planning Among the nine capabilities in the Expertship capability model, Market Context stands out as a critical yet often underdeveloped skill. Here’s why and how to develop this crucial capability.
Developing and maintaining a strategic focus as an expert How do master experts break out of the cycle of being perpetually tied up with other people’s requirements - and make room for their proactive and strategic value adds? It might seem heroic to allow oneself to be consumed in addressing others’ needs. But we often have more value to contribute that requires a different type of focus. By Dominic Johnson
Networking for Intelligence Many more introverted technical experts hate networking. But by reframing how we all think about it - imagining it as intelligence gathering - can take us to the next level of technical brilliance. By Alistair Gordon.
What experts can learn from Freddie Mercury Does Mastering Expertship suppose that we can all transform our natures from detail-oriented to big picture, from withdrawn to outgoing, from reticent to courageous? With a framework to practice and putting in the effort… it is possible.
The Advantages of Proactively Developing One’s Strategic Network Master experts reach beyond immediate (operational) networks to proactively develop strategic networks - with customers, industry experts, senior leaders - and thus add more quantifiable value such as improved customer satisfaction, growth, innovation and being part of the strategic conversation.
Building your capability - mindset-changing thinking
3 tips for earning a seat at the top table at your company Do you need uncommon 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. By Dominic Johnson
The Experience Cube - a powerful self-reflection technique Could understanding and leveraging the Experience Cube help you have more impact?
Master Experts: Slower means more speed If we want to be really effective subject matter experts, we need to slow down. Jumping to judgement is a derailing behavior for experts. We should spend less time judging opinions and more time seeking to understand others’ points of view. By Dominic Johnson
Networking for Intelligence Many more introverted technical experts hate networking. But by reframing how we all think about it - imagining it as intelligence gathering - can take us to the next level of technical brilliance. By Alistair Gordon.
Stakeholders - the 80 people in your network who can ruin your day. Here’s how to stop them. Most technical experts have 80, and probably closer to 100 stakeholders. Any one of them can decide to throw your business, your project, or you yourself under the bus. Or they can help enormously. How do you get on their good side? By Grant Heinrich.
Higher Intelligence - is it a blessing or a curse? Knowledge leaders tend to be intellectually gifted – but is this a help or a hindrance? By Dominic Johnson.
CIO: Experts are the people who do the real work A CIO tells it like it really is. By Mark Smith.
Stop “Solutioning” - it’s not helping your technical career ‘Jumping to the solution’ is a natural survival strategy in our busy world. But could this behavior be doing us more harm than good? By Grant Heinrich.
Back catalogue
Can technical teams effectively “learn on the job”?
What matters is not experience per se but “effortful study,” outside of training - continually tackling challenges that lie just beyond one’s competence. Reviewed: The Cambridge Handbook of Expertise and Expert Performance. The Making of an Expert - Harvard Business Review. “The Expert Mind”, Philip E Ross. By Darin Fox.
Exploring Our Personal Brand Looking from the inside out, we form opinions about those we work with. Are they ‘good’ to work with (and we’ll explore what ‘good’ means more precisely in these pages)? Are they reliable? Do they know what they are talking about? Do they work well with others? Do they have the right connections to get things done? The combination of all of these factors makes up what we think of them – their personal brand. We all have a personal brand (whether we like it or not). It is what people think of us, not how we think of ourselves.
How to Cultivate a Compelling Personal Brand What is our personal brand? What do others think of must? How does our brand define our career as a subject matter expert?
Why stakeholder maps can be an expert’s best friend 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.
What business skills do technical experts and individual contributors need to be effective? 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”. By Grant Heinrich.
Improve your collaboration skills. Download a nine-step guide to empathic listening Master Experts - the most effective subject matter experts - listen not just to the facts, but also to the emotional make-up of peoples’ messages. That helps them feel valued, understood and heard in a manner that builds trust and goodwill, and creates an atmosphere of collaboration. It’s called empathetic listening. Here’s nine steps to achieve it. By Alistair Gordon and Dominic Johnson.
Do leaders of technical experts need to have technical respect? In our research summary for 18 June 2021: Why organizations should focus on hiring managers of technical teams from within, and avoid hiring externally? This is good news for experts.
How do you use deliberate practice to develop expertise? In our research summary for 27 May 2021: How do you use deliberate practice to develop expertise? Why the rise of the anti-expertise movement? What power and influence to experts exert?
The Changing Meaning Of “Potential” In a dynamically changing workplace, are our existing processes designed to identify high potential employees still fit for purpose?
