They Know More Than I Do! Managing an Expert Team When You Can't Do Their Jobs

Overview
This article explains how leaders can effectively manage highly skilled technical teams without needing to execute the individual expert tasks themselves. It emphasizes trust, communication, and setting clear expectations to empower specialists while maintaining overall project direction.

Key Takeaways

• Focus on outcomes rather than micromanaging the process.
• Build a culture of psychological safety where experts feel valued.
• Use structured check-ins and metrics to stay informed without intervening.
• Delegate decision-making authority appropriately.
• Align team goals with organizational objectives to provide purpose.

Who Would Benefit

• Engineering managers leading senior engineers or architects.
• Technical leads transitioning to people-management roles.
• CTOs and VP of Engineering overseeing multiple expert groups.
• Scrum masters and agile coaches working with highly skilled teams.

Frameworks and Methodologies

• RACI matrix for clarifying responsibilities.
• OKRs to align team outcomes.
• Psychological safety frameworks (e.g., Google's Project Aristotle).
• Agile retrospectives for continuous improvement.