We often call subject matter excerpts “SMEs,” lumping them together into one thing—a sort of neutral monolith that walks in lockstep with us and “rows” in the same proverbial direction at all times. But nothing could be further from the truth!
In fact, SMEs are very different real people living real lives, and each has their own roles and responsibilities outside of the project you’re working on together. Also, their reporting structures are different. The flow of their work varies from yours. So do expectations of them. Likewise, they have their own set of competing priorities. Working together successfully requires establishing a foundation of trust over time. (Note: My June Last Word article—https://trainingmag.com/guide-your-smes-to-successful-outcomes-for-everyone/—offers information on how best to work with your subject matter experts).
Being Successful Together
Much of the time, working with “a” SME or a group of SMEs and stakeholder(s) embodies the continuous exchange of information and sharing ideas. For example, brainstorming, people information, timelines, schedules, what has and has not worked in the past, information on what is happening soon, new expectations and goals, new products or procedures—whatever informs the project you’re working with them to complete.
It also is seeking their feedback, as the phrase goes, “early and often.” But… does this sometimes (often?) go awry in your world? Are there times when you feel like pounding your head on a brick wall would be easier and more productive? Here are some ways to fix this:
- Always be open to discussing their ideas. Approach gathering information and design sessions as listening sessions. Arrive with an open mind—no preconceived notions of what you believe “they” need. Instead, just listen, ask insightful questions, and listen some more. Sometimes, they’ll do much of the work for you. Someone might present something brilliant that all agree should be the path forward. Even if their ideas aren’t brilliant or usable, what they bring up and engage with you about helps to inform you better as to what they envision for the project.
- Clarify expectations, dates, deadlines—continuously. At the project kickoff event, clarify roles, explain the project scope, and present schedules. Also, share how best to communicate with each SME and member of the project team. As the project unfolds, remain consistent in your communications, and adhere to the established communication plan, updates, and expectations. In other words, if it was agreed a biweekly update with project “to do’s” assigned is to be sent out on Friday before noon, then do that. Be concise, instructive, and specific.
- Ask for what you want. Wouldn’t this be nice every day and in all situations? When working with SMEs, this looks like:
- All existing materials that would be helpful to learning more about the situation or circumstances.
- Business analytics, metrics, and data as they support the need for the project, as well as establishing post-project success measures and goals.
- Access to people doing the work who can expand your knowledge and understanding of the current circumstances better.
- Be specific about what you need. Seek commitment from all SMEs and members of the project team. Ask them to:
- Set the time aside to complete their work on the portion of the project they are responsible for. For some, this means attending meetings and writing copy and then reviewing and commenting on prototypes. For others, it means ensuring software is ordered. And others might be tasked with hiring qualified contractors or vendors to bring the project to life.
- Agree and adhere to the project schedule, both as it relates to the full team and to them individually.
- Provide “by when” details in every request.
- Provide timely and qualitative feedback when requested.
Receiving Timely and Qualitative Feedback Begins with YOU
It’s missing something, though I’m not sure what.
There is just something about these pictures that I don’t like.
Can you add more text to this?
This is sort of what I’m going for…
I’ll get back to you.
Have you ever received SME feedback that looks, feels, and sounds like these examples? Annoying! Frustrating! Waste of time! To receive better feedback, you need to do the work up front. Don’t make them guess.
What to include: By when, whether required or optional, specifics on exactly how the feedback is to be provided (form completed, e-mail, online review tool) what to do when x or y happens, how best to contact you or someone who can best provide answers to any questions that come up.
Provide examples of helpful qualitative feedback, as it applies to your project. This may mean different things from project to project. These types of feedback should be provided no matter when they are needed along the project timeline:
- All errors and omissions
- Changes to sequence, process, procedures, and standards
- Clearer or updated screen grabs, images, and video clips
- Updated contact name(s) or information
- Text changes when what is presented is inaccurate or incorrect. However, late in the project just changing sentences around without affecting meaning is less helpful. (And when several people need to approve such changes, that may cause the schedule to slip.)
A Word of Advice
Don’t overwhelm the SME(s) and project team members. Not everything is urgent or an emergency. Give them a reasonable time to provide their thorough and specific feedback. Remember, they have other things they are responsible for.
