The Expertship360 stands out as the premier assessment tool for professionals with deep subject matter expertise. It is highly regarded because it is widely used, delivers superior results, and is based on the world’s most comprehensive capability framework for technical experts—the Expertship Model. Since its inception in 2016, over 2,500 experts have participated, contributing more than 2 million data points for analysis.

Key Insight from the Expertship360

One critical finding from this vast data set is that experts tend to rate their performance lower than colleagues and stakeholders rate them. In fact, immediate managers often give their experts their lowest scores in the 360 evaluations. However, even these ratings are generally more positive than the experts’ own self-assessments.

Reasons Behind Self-Criticism

Most experts (87%) feel they can perform better and add more value, leading them to rate themselves lower. This self-critical nature among experts such as engineers, IT specialists, finance experts (to name just a few) can stem from several factors:

· Complexity and Precision: These fields demand meticulous self-review and critique to ensure quality.

· Continuous Learning: The fast-paced evolution in bodies of knowledge requires constant adaptation, fostering a higher level of self-scrutiny.

· Problem-Solving Focus: Solving complex problems involves iterative testing and refinement, promoting a critical approach to one’s work.

· Error-Free Standards: Professionals like software engineers need to aim for error-free code, developing a critical eye to maintain high standards.

· It’s Magic! Author Arthur C. Clarke once wrote “Any sufficiently advanced technology is indistinguishable from magic”. To their non-expert customers or stakeholders, what an expert does can look like voodoo and magic. Experts know what is possible and can sometimes feel people are impressed by non-impressive results.

Potential Consequences of Self-Criticism

This frustration felt by experts can lead to several adverse outcomes:

· Decreased Job Satisfaction: If everyone appears to be happy with work that the expert believes is less than what is possible, it could lead to a lack of fulfillment and motivation to strive over time.

· Impaired Innovation: Lower job satisfaction may result in reduced motivation to push boundaries and explore new ideas.

· Underutilization of Skills: Low expectations can cause experts to align their performance with these expectations, leading to a decline in standards and ambitions.

· Low motivation for development: Experts may lack incentive to further their professional or personal growth. In “Peak,” Professor Anders Ericsson argues that merely spending time on a task isn’t enough to improve. Research by Robyn Dawes shows licensed psychologists aren’t more effective than minimally trained laypeople. A 2005 Harvard Medical review found only 2 out of 62 studies showing doctors improved with experience. Additionally, a 2004 analysis of 500,000 mammograms by 124 radiologists found no link between experience and diagnostic accuracy.

Managing These Consequences

To unlock the full potential of your experts, consider the following strategies:

1. Promote Diversity and Inclusion: Recognize that experts have different ways of thinking, working, and learning. Launch programs specific to developing experts, like Expertship.

2. Identify Innovators: Understand who in your organization creates and executes innovation, often your experts.

3. Engage in Conversations: While you don’t need to be an expert yourself, strive to understand what is possible and engage in meaningful discussions with your experts.

4. Enhance Influence and Voice: Increase your experts’ influence and opportunities to network with peers and mentors outside the organization.

5. Set Stretch Goals: Include stretch goals aimed at improving performance, not just increasing output. Ensure these goals are agreed upon and accompanied by rewards.

6. Invest in Expertise: Ensure your experts have the budget, time, and encouragement to stay at the top of their game.

7. Know Your Experts: Identify all your top experts, their fields of expertise, and the potential value they could bring to your organization.

By understanding and addressing these factors, managers can better support their experts, unlocking their full potential and driving greater innovation and performance within the organization.

Expertship is our flagship development program and the only of its kind in the world. We offer subject matter experts from all disciplines (IT, finance, HR, marketing, science, engineering etc.) transformative tools that enable them add value, stay longer, and fulfil their potential.

The Expertship360 is our 360-feedback assessment specifically designed to help deep subject matter experts identify their strengths and potential areas of development to increase their impact and influence in their organisations.

If you would like to see a copy of the Expertship360 report or have a free exploratory conversation about how you can start expertship at no or low cost, please contact me directly at Darin.Fox@expertunity.global.

You can read more of my articles and research at my blog.