If I had a dollar for every time I had to work with someone who had more experience than me, more seniority than me, and yet was working FOR me I'd probably not have to work quite so hard. A laser focus on attitude is what's needed in these situations.
If you find yourself in these situations often enough you need to recognize something about yourself, this is probably a good indication that you're the kind of person who is good at channeling the expertise of others toward a common goal for the team. Also recognize that the attitude you display while directing that person's expertise is crucial. There is a fine line between leading and managing an expert to accomplish a goal they are expertly suit towards and using people to advance your career. One is the essence of practical leadership, the other leads to the dark side.
Next, it is essential to be aware of the the personality style of the expert you're leading. If they're used to being very directive then it may be most efficient to outline the parameters of the project and then let them assign other subordinate team members specific tasks. If they're more of a diplomat then the actual minutiae of the project and task assignments may require your input, but they may be more integral in determining how to manage the team from the stand point of casting the vision and where the project fits into the organizations over all mission.
Finally, at all times your expert team members are not just an essential resource, they are human beings with wants and needs of their own. Let them know explicitly how needed and trusted and helpful they are. It doesn't diminish you as a leader or manager to look someone in the eye and say, "This team wouldn't be where it is without your contribution. You make me look like a rock star!"
Joey E. Ploof
