Tips for Working With Subject Matter Experts Who Don’t Report to You

Why the SME relationship matters beyond this project

This is part two of the series on working with subject matter experts. The first post covered setting expectations and project management basics. This post focuses on the relationship itself.

Someone in a recent workshop swore that bribing their subject matter expert with chocolate was their most reliable technique. While it is a joke, this points to something real: people share more when they feel valued.

How you treat your SME shapes not just this project, but every collaboration that follows.

What fellow developers say actually works

These tips came from e-learning developers who were asked what they do to manage the SME relationship. No single approach works for everyone, but a few themes came up again and again.

Here’s the short version:

• They’re called subject matter experts for a reason. Don’t be patronizing. The whole project depends on what they know. They may not understand training but they do understand their subject matter.
• Respect their time. They’re usually helping you in addition to their regular work. Be prepared. Think ahead.
• Reduce their workload where you can. Do research and pre-work so they don’t have to supply every piece of content from scratch.
• Show that you care. People won’t share what they know until they know you care about the outcome.
• Keep a straight face when they say something you can’t use. Listen, record it, and sort it out later.
• Watch for terminology gaps. You may use the same word but mean different things. Get that aligned early.
• Explain your role in clear, concrete terms. Some SMEs feel threatened when someone starts editing their content. Define your function up front.
• Be ready for them not to recognize your skill set. It happens.
• Praise their input at every stage. People contribute more when they feel appreciated.
• Let their manager know how much they’re contributing. It goes a long way.
• Get buy-in at each phase, especially if they’re involved at a detailed level.
• Face-to-face beats email or Slack/Teams when things get complicated.

Building for the long term

The project is a short-term goal. The relationship is a long-term investment. The more people you know across your organization, the more value you bring to every future project.

A good SME relationship often becomes a standing resource. They refer you to colleagues. They answer quick questions without a formal meeting. They trust your judgment on what to cut. That kind of working relationship takes time to build and almost no time to lose.

Key takeaways

Every SME brings a different personality and a different set of pressures. The developers who work best across those differences share one thing: they show up prepared, they listen well, and they make the SME’s job easier. Keep building those habits and the collaborations get easier with every project. What do you do to manage the relationship with your subject matter experts? Share it in the comments.