Writer and Subject-Matter Expert — Establishing a Positive Relationship

by Peter Zvalo

The act of writing is a solitary activity, but professional writers employed in a corporate setting cannot afford to be reclusive. Writers who are successful in the corporate arena assert themselves as integral members of the corporate team by developing a positive relationship with subject-matter experts. This means honing interpersonal skills as well as writing ability.

In a typical documentation project, the writer’s role is not to express his or her own thoughts on paper, but rather the knowledge, plans, or ideas of someone else (usually a "subject-matter expert" or SME). The writer bridges the gap between the raw content that originates with the SME and the published product. In most cases, an SME does not have the time, interest, or ability to produce a polished document. It’s the writer’s role to obtain information from the SME and present it in such a way that is suitable for the intended audience.

The acquisition of raw information and the process of massaging it require considerable interplay between the SME and writer. The onus for conducting the primary research (that is, obtaining information, understanding it, obtaining any necessary clarification on the content) and instilling confidence in the SME that the published document captures the meaning and spirit of the raw information is on the writer.

When seeking information from the SME, the writer should be tactful but persistent. Tact and persistence are not necessarily contradictory. Tact refers to the way you present your queries; persistence refers to how diligent you are about ensuring that you have all the information that you feel you need to do a good job.

Seasoned technical writers, for example, will begin a relationship with an SME by assuming that the SME has never worked with a writer. You may want to briefly explain your role in the development of the document and what you perceive the SME’s role to be. A poor way of presenting your role would be: "I don’t have any knowledge in the subject matter; that’s your job. I’m only here to fix up your writing, because we all know that engineers are terrible writers, so I have to make all your technical mumbo-jumbo understandable to the rest of the world." This message would be better presented by avoiding criticism of the SME’s writing ability and focussing on how you can enhance the SME’s contribution. Try something like: "As a writer, I try to make complex technical concepts easier to understand by non-technical audiences. I am here to help you reach a wider audience so that users will benefit from the full range of features that you have incorporated in your product."

During the writing phase, you will probably need to obtain additional information or clarification from the SME. A good strategy involves compiling a list of questions so as not to constantly interrupt the SME and asking these questions in a more formalized setting, such as an interview. (Using this strategy, you may find that you ask fewer questions, as some answers may relate to one or more questions.) Again, the way you present your questions will affect the outcome of your meeting. For example, avoid statements such as: "I wish you had told me this before; it could have saved a lot of valuable time." Instead, encourage the SME to volunteer more information in the future: "This information is very helpful and clarifies a lot of ambiguities. Is there anything else I should know before dealing with the next subject area?"

Your interactions with the SME will be more effective if you can establish a friendly, relaxed atmosphere. Smile easily and begin your information gathering session with small talk. Have a sense of humour but don’t try to be a comedian — bad or tasteless jokes can backfire. Note that simple body language cues can break down barriers — or build them if you’re not careful — with the SME. Look the SME in the eye while he or she is talking. Show that you are paying attention by leaning forward in your chair. Avoid reclining in your seat and yawning, and crossing your arms or fidgeting.

While being friendly and courteous is important, you are still responsible for producing a quality product on time. Be accommodating when setting up meetings with the SME, but not so much so that you find yourself with no information with which to work. If the SME repeatedly cancels meetings, explain to him or her the constraints of the deadline that you are working toward and the importance of his or her input in producing an accurate and complete document. The SME will likely sense your urgency and respond appropriately.

Because the quality of the finished document depends, to a large degree, on raw information that originates with the SME, a good working relationship between the writer and SME is essential. Well-honed interpersonal skills — tact, persistence, and awareness of body language — contribute to a productive relationship that will eventually produce a good document within deadline.

Peter Zvalo is a Contributing Editor for Writer’s Block.

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