I recently met an individual leading a project who claimed to be the primary expert for all facets of the project.
He claimed to be the technical expert, the marketing expert, the financial expert, the project management expert, and the legal expert.
How can this be?
It is understandable that he would have knowledge in all areas, as a leader. But being the expert in all areas? His claims shed a shadow of doubt on an initiative that is otherwise worthy, which was a pity.
Successful project teams draw from various experts who all understand the objectives, risks, and the plan to achieve the business outcomes.
In teams I have worked with on major new business, one of the first orders of battle is to identify who those experts are, and ensure they are onboarded onto the project, so that they can not only perform their function of expertise well, but they can add value to the overall solution.