If you’re a specialist then you probably have some expertise that enables you to objectively state a case for doing something or doing something in a certain way. And you should be able to persuade others that it is the right thing to do. Being the expert doesn’t give you the right to make unilateral decisions in a team. Give your knowledge freely. You have an obligation to help people learn from you. Be approachable and share.
If you go-it-alone you’re doing damage.
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Perhaps the great experts are those who know intuitively when their speciality does not apply to a given situation and then has the humility and good grace to defer any unilateral decision making to the team and, hopefully, its diverse expertise.
Incisive thoughts, Simon. Thanks for sharing.