The SME or not the SME... and other fine questions.

I received an e-mail announcement for the latest issue of TechCom Manager today. These web-based newsletters are generally good although are usually very short on content (usually a letter from the editor, an article, and a poll). I was a little taken aback by this issue (volume 1 issue 35) though.

I'd missed a previous issue (#32) in which part one of an article was written. The topic is pitched at "Managing SMEs", though after reading both part one and two, there is very little - dare I say any - information presented about managing SMEs. I was hoping this would be a primer series about managing cross-functional associates as a Technical Communications Manager, but what I found were general management guidelines about how to work with (to paraphrase) difficult or quirky people (SMEs).

Not only was I disappointed that the focus of the articles was different than I'd expected, but I was disappointed and even a bit put off at the notion that "SMEs" required special attention in order to work with them. That, and the missing notion of what a SME actually is. Here I am referring to a SME as a thing, but that's just how the articles seem to depict them. And what are SMEs, anyway?

They're subject matter experts. That's it. Any further definition of a SME is at that point subjective. They could be developers, or software architects, or product managers... Or they could be technical writers, or usability engineers, or testers. In short, a SME is a subject matter expert, and therefore can encompass just about anyone.

And to take on the software development angle (which is where these articles appear to be coming from), I'd argue that it's extremely important for full-time writers to be SMEs, and not regurgitators of information, armed with smarts that make information easy to understand and tools that make words pretty. Contract writers are in a different position as they are usually staffed short-term, but full-time writers really should be (or become) experts in the subject matter about which they are writing. And I'll admit that I took this point of view quickly since I was reading a newsletter tailored to the Technical Communication Management audience.

Since there doesn't appear to be a "talk back" feature for the articles on TechCom, I thought I'd add some commentary here. I'll attribute my quotations so as not to misinform.

I'll first share some thoughts after reading Managing SMEs - Part 1: A Primer for Success by Philip Rastocny, from Volume 1 Issue 32 of TechCom Manager.

The article opens by painting a very vivid, negative mental picture:

Just the thought of dealing with Subject Matter Experts (SMEs) can create stress in the life of any documentation manager. Some SMEs can be self consumed, preoccupied, distant, and even rude. But why do these behaviors exist?

I'm not sure what the desired effect of these statements was, but I was immediately put off. Time and time again, I hear such things on techcomm-related listservs, but I chalk it up to "trench talk" - people neck deep in the weeds of a situation who are venting out of frustration. I didn't expect to see this in a management article.

In its defense though, the article quickly shifts gears, explaining that it will discuss:

how to interact with people who might be difficult to motivate and how to work with people who have priorities different from yours

Well, that's different, and more what I would expect a management article to focus on. But, it's clear that this is an article not about managing SMEs, but about managing situations. There's a huge difference here, and I'm still wondering why the author chose to paint SMEs in such a negative light.

Overall, the article is good. It shares some good project management and morale boosting advice, although it's somewhat staple of what most project and people management training teaches. But for a quick read to teach or reinforce some basic management tips, this is a good article. Just ignore the SME-bashing.

I'll next share my thoughts on Managing SMEs - Part 2: Selling the Concept to Management by Philip Rastocny from Volume 1 Issue 35 of TechCom Manager.

The article again leads off with the same slam on SMEs as I quoted above, strengthening the notion that these are quite a difficult breed of people to work with. It then jumps into "selling professionalism", which is a great buzz phrase but hard to really wrap my head around. One key way, according to the article, to sell professionalism is with clothing.

Clothing? Really? Apparently so!

Something as simple as a watch or a shoe or a notebook and the way people appear can get an edge in the SME’s level of cooperation.

So change your wardrobe to what they like and respect to be professional? This seems a bit backwards to me. The article provides examples such as a t-shirt and jeans-clad SME may not warm up to a shirt and tie-clad person, and that the best way to size up a SME's clothing tolerance is by looking at their manager's ensemble.

I'm still scratching my head on that one. But the article does say not to dictate that your writers dress to appeal to the SMEs (it even hints that this might be a HR no-no). So I'm again scratching my head. If wardrobe matters, and there's not much you can do about it, but accessories might help... Ugh. I need a beer. The flat fact of the matter is that as long as the company dress code is being followed, everything should be fine. If the SME has an issue with your tie, watch, notebook, or shoelaces, it's not up to you to change, but is up to the SME's manager to handle the SME's performance quirk.

Anyhow, the clothing bit leads into general advice about professionalism:

Consistency in professionalism goes a long way in getting an SME’s cooperation. After all, if you don’t respect someone, you naturally place their needs lower than those you do respect.

I'd say that this goes both ways, and kind of illustrates why I have issue with the introductory statements made about SMEs in both articles. General rule of thumb is clear, though: be professional and treat people how you wish to be treated yourself.

I did stumble across another line that reinforced some rather archaic stereotypes concerning writers and SMEs:

As professionals, writers know how to effectively communicate and SMEs know how something works.

I'd argue that writers and SMEs should know both. At least writers who are employed full-time and who are part of a team or group tasked with bringing company products to market. You have to work together, and you have to know your stuff. Play nice and communicate.

One form of pain that a writer can inflict upon an SME to alter the behavior of procrastination is to serve as a conscience.

Oh dear God no... I said play nice! We're not inflicting pain or playing the role of Jiminy Cricket to their Pinocchio here, folks. Never assume procrastination on their part. It's a negative and no matter how you address it, your actions will appear to be combative in some manner. Further, let's take "pain" out of the equation, shall we? Aside from some fetishes (which I also don't quite understand), pain is a negative. We don't want to inflict pain to see results. That's not a motivational or an empowering approach.

One simple technique is to schedule reviews at a mutually-agreed interval. This gets buy-in from both the SME and the writer, reaffirms the professionalism in the SME-writer relationship, and allows the SME to actively participate in the process.

This is a far better approach. No pain, all gain. I do wonder, though, how doing this is being their conscience. But all things considered, this is good advice. As is this:

Maintaining a high-level of visibility during the entire development cycle is also important.

Well, of course. This plays right along with being a part of a team to get something done.

The final paragraph caused me to reflect upon the two part series as a whole:

Positioning your team as essential contributors to a product’s success always yields positive results. Create respect for your organization by motivating and inspiring your team and then selling your department’s value to other organizations. Managing SMEs is not that difficult once this respect is achieved.

I'm still at a loss for where the advice for managing SMEs lies. These articles were about managing writers, and how to manage difficult situations. I also didn't quite see where the selling of value to other organizations was discussed, though I did find some good fundamental advice for building cooperation skills among your staff.

Anyhow, after reading the articles, I looked at the current TechCom Manager poll...

Working with SMEs

In your organization, what is the most important thing that Subject Matter Experts (SMEs) could do more of to help make your techcom process(es) run more smoothly?

* Accept and treat techcom professionals as part of the team.
* Include techcom in ALL necessary meetings.
* Engage techcom in more testing activities.
* Involve techcom in more planning activities.
* All of the above.

Does this strike anyone else as a complete 180 from what the articles were discussing? The poll seems to indicate that the ball is in their court, not the writers' court. What of personal responsibility and accountability? And I fail to see any action to take away from this poll. There's nothing actionable here, and seems to fault the SMEs for decreased writer performance. Let's not play the blame game.

I also want to note some of the supplemental reading cited for this article series:

Anatomy of a Software Development Role: Subject Matter Expert by Robert Bogue

While this article is generally good, still there are some sweeping generalizations and assumptions presented. And, the SME definition seems counter to what Philip Rastocny was using.

SMEs in a Nutshell (no byline)

Good advice, though some quirky examples and contrasts (male vs. female SMEs, for example).

My advice regarding SMEs?

They're people. They have their quirks, as do you and everyone else. They play a role in getting product out the door. So do you. How to handle them? In no special manner. Continue to employ your interpersonal communication skills to build relationships as you would with any team player. Get your work done. Communicate problems as they occur. Ask for help when you need it. Help others with their problems as they need it (if you are equipped to help). In short, do all the things you should be doing anyway in your role.