Promoting Subject-Matter Experts Without Forcing Them into Leadership

The subject-matter expert (SME) in any business or organization is a prized employee regardless of their title. However, many SMEs are often forced into leadership roles, a progression that may be natural and welcomed for some but highly undesirable for others. It's evident why businesses desire SMEs in leadership positions as their unique knowledge is invaluable, potentially positioning them to nurture a team of future SMEs who can drive the company's thought leadership and growth.

Handling SME Progression

To effectively manage an SME's career progression within your organization, it's crucial to understand the differences between natural-born leaders, those with coachable leadership qualities, and individuals who would prefer to avoid leadership roles altogether.

The best approach for a savvy manager or executive is to observe and learn. SMEs often stand out by the line outside their office, the group of people around them in meetings asking questions, or the constant queries directed to them via email. By closely watching how the SME handles these interactions, managers can quickly discern their potential receptiveness to leadership responsibilities.

Initiate the Conversation

Once a manager has attentively observed their SME positively handling numerous questions and interactions, it’s time to initiate a conversation to gauge their interest in leadership. Informal conversations are generally more effective than sudden formal meetings.

Gradually seeding the idea of leadership allows the SME to consider the possibility without feeling pressured. This approach is essential because forcing a valued SME into a leadership role against their will might lead them to seek opportunities elsewhere, taking significant intellectual capital with them.

Discuss Career Aspirations

The discussion with the SME should focus on their career aspirations, desires for growth, and the manager’s assessment of their leadership qualities and coachability. If the SME is not interested in leadership, it's vital to reassure them that their preferences will be respected. Let them know that if they ever change their mind, the door is always open for further discussions.

Supporting SME Transition to Leadership

If both the SME and the manager agree that leadership is a viable next step, the SME should be provided with a clear runway for their transition. Promoting an SME to a leadership role shouldn't come as a surprise to their peers, as they have likely already been seeking the SME's guidance for some time.

However, the real challenge lies in developing SME's leadership style and coaching abilities. The savvy manager must maintain open communication, providing ongoing support to ensure the SME's successful transition into leadership.

Conclusion

Forcing any employee into a role can be risky, but forcing an SME into management can be disastrous. By observing, communicating, and supporting your SME, a good manager can foster a leadership transition that benefits both the SME and the organization. When done correctly, a savvy manager can elevate a valued SME into a leadership role that contributes to the organization's growth and the manager's success. For more information on optimizing your human resource management practices to promote profitability, visit HB Consulting, LLC to learn more about our services and to book your Free Consultation.

Disclaimer: The information contained hereinabove is offered for educational purposes only as it is general in nature, is a matter of opinion based upon information and belief, not predicated upon any person or organization’s specific facts or circumstances, should not be relied upon, nor should the writing hereinabove be taken by any reader as Legal, Financial, or Tax advice under any circumstance.  

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