How to Manage People Who Are Smarter than You

That dog looks like me after a couple weeks of no shaving.

Give then general guidance then let them make you look good.

COL Mikel J. Burroughs
One of the wonderful things about working with teams of people such as squads, platoons, companies, battalions, etc. is that each person's strengths and weaknesses can be leveraged to improve individual and team performance
Displaying an attitude which shows that we believe that virtually everybody is smarter at something that we are can go a long way to learn from others, share information and techniques, and build individual confidence and improve group performance. I was never a good typist; but, I always had somebody in the unit who could type very well. Similarly, I was not a competent wheeled or tracked vehicle mechanic; but, I had many soldiers in addition to the wheeled and tracked vehicle mechanics who were very useful when vehicles developed problems in the mud, snow, ice, etc.
My specific comments on the article are in [brackets]:
1. Face your fears [okay]
2. Seek counsel: Consider reaching out to other managers who may have experienced similar challenges. “Talking to peers, coaches, and mentors about your feelings and fears of inadequacy” will help you feel less alone and may also give you ideas on how to handle the situation, says Wallace. [I would add seeking specific advice from subordinates can also be very useful]
3. Get informed: In yesterday’s organization, the boss was the teacher and the employees were there to learn and do as they were told. Today, “learning is a two-way street,” says Schwarz. [Learning is actually multidimensional, we learn from and teach equals, seniors, subordinates, competitors, supported and supporting units, etc.]
4. Confront any issues: If members of your team express concerns about your ability to lead, or you hear that the office rumor mill churning with spite, you need to address the issue head on. When dealing with a direct report who is openly hostile or out for your job, you should be honest and “willing to be vulnerable,” according to Schwarz. [This is a situation most brand new leaders bump into whether young NCOs or 2LTs. Honesty is important; but, support from senior personnel and a willingness to learn and grow is probably more useful than “willing to be vulnerable.”
5. Give—and take—feedback: “It’s rather foolish to think about giving feedback” on your direct reports’ area of expertise when you don’t have the technical chops to do so, says Wallace. So keep your comments to areas where you have authority and legitimacy,” she says. “Find the issue that’s most relevant and be specific. [Giving and receiving criticism well is a very useful skill. Good criticism always provides a solution to the issue or at least a potential approach to address the issue at hand in a better way.]
6. Add value: Perhaps the best way to gain credibility and trust as a manager is to demonstrate “the value you add to the team,” says Wallace. ... Schwarz adds: “You don’t need to be the person’s mentor, but you need to help the person develop.” [Recognizing your own strengths is important. Realizing that you are probably good at mentoring some of your subordinates in some aspects of professional development but not all is a great starting point.]
7. Give employees room
As the leader, one of your most important responsibilities is to “create an environment for talent to be expressed,” says Hill. [In training providing room for failure is an important part of the team development process. We frequently learn more from our mistakes than our successes.]
8 .Project confidence, but not too much: ... Be calm. Be respectful. Take yourself and others seriously. Know when detail is necessary and when it’s not. “When your team sees you holding your own among other senior leaders they will give you credit.” [good advice to give credit where credit is due. Make sure you take blame as well when unit fails when following your guidance]
Principles to Remember:
Do
a. Talk to your manager about the attributes you bring to your role [good advice]
b. Find a way to add value to your team and help employees advance their careers [good advice]
c. Step back and enable employees to do their jobs without meddling too much [good advice]
Don’t
a. Ignore feelings of insecurity; confront your negative emotions and seek advice on how to deal with them [touchy feely - may work for some people]
b. Feel threatened by your direct report’s specialized knowledge; instead seek opportunities to learn from him [good advice]
c. Be arrogant; if you come across as overconfident, your team won’t trust you [good advice]

Simple. Tell them the objective and let them get it done.

Too late, COL. Never had that happen. (just kidding)

Excellent ideas. I also believe that a blended approach will work best for me.

Great share Sir. Excellent PD atricle.

I have managed countless people who were smarter, more gifted, more talented than me over the course of several decades. I took my lead from Walt Disney. He provided the one thing that even the smartest, most talented, and most gifted people needed: Leadership. He protected them. He provided an environment in which their genius could flourish. He guided them. He taught them how to play well with others (something that the smartest, most gifted, and most talented typically have difficulty with)
http://www.amazon.com/Walt-Disney-Inspiration-Entrepreneurship-Inspirational-ebook/dp/B014JWN5KQ/ref=sr_1_6?s=digital-text&ie=UTF8&qid= [login to see] &sr=1-6&keywords=walt+disney

I didn't read the 2 case studies, but the points all made here seem (to me) to be coming from either an insecure (or once insecure) person. All of the main points could easily be under the title of "How to resolve your insecurities"

Face your fears, Seek counsel, Get informed, Confront any issues, Give and take feedback, Add value, Give employees room, Project confidence, but not too much

This is the world the LTs live every day.