The Application:
Expose your expertise; don’t assume it’s self-evident
Two thousand years ago, the Roman poet Virgil offered this simple counsel to those seeking to choose correctly: ‘Believe an expert.’ That may or may not be good advice, but as a description of what people actually do, it can’t be beaten.
For instance, when the news media present an acknowledged expert’s views on a topic, the effect on public opinion is dramatic.A single expert-opinion news story in the New York Times is associated with a 2% shift in public opinion nationwide, according to a 1993 study described in the Public Opinion Quarterly. And researchers writing in the American Political Science Review in 1987 found that when the expert’s view was aired on national television, public opinion shifted as much as 4%.
A cynic might argue that these findings only illustrate the docile submissiveness of the public. But a fairer explanation is that, amid the teeming complexity of contemporary life, a well-selected expert offers a valuable and efficient shortcut to good decisions. Indeed, some questions, be they legal, financial, medical, or technological, require so much specialised knowledge to answer, we have no choice but to rely on experts.
Since there’s good reason to defer to experts, executives should take pains to ensure that they establish their own expertise before they attempt to exert influence
Surprisingly often, people mistakenly assume that others recognise and appreciate their experience. That’s what happened at a hospital where some colleagues and I were consulting. The physical therapy staffers were frustrated because so many of their stroke patients abandoned their exercise routines as soon as they left the hospital. No matter how often the staff emphasised the importance of regular home exercise – it is, in fact, crucial to the process of regaining independent function – the message just didn’t sink in.
Interviews with some of the patients helped us pinpoint the problem. They were familiar with the background and training of their physicians, but the patients knew little about the credentials of the physical therapists who were urging them to exercise.
It was a simple matter to remedy that lack of information: We merely asked the therapy director to display all the awards, diplomas, and certifications of her staff on the walls of the therapy rooms. The result was startling: Exercise compliance jumped 34% and has never dropped since.
What we found immensely gratifying was not just how much we increased compliance, but how
We didn’t fool or browbeat any of the patients. We informed them into compliance. Nothing had to be invented; no time or resources had to be spent in the process. The staff’s expertise was real – all we had to do was make it more visible.
The task for managers who want to establish their claims to expertise is somewhat more difficult
They can’t simply nail their diplomas to the wall and wait for everyone to notice. A little subtlety is called for. Outside the United States, it is customary for people to spend time interacting socially before getting down to business for the first time.
Frequently they gather for dinner the night before their meeting or negotiation. These get-togethers can make discussions easier and help blunt disagreements – remember the findings about liking and similarity – and they can also provide an opportunity to establish expertise.
Perhaps it’s a matter of telling an anecdote about successfully solving a problem similar to the one that’s on the agenda at the next day’s meeting. Or perhaps dinner is the time to describe years spent mastering a complex discipline – not in a boastful way but as part of the ordinary give-and-take of conversation.
Granted, there’s not always time for lengthy introductory sessions. But even in the course of the preliminary conversation that precedes most meetings, there is almost always an opportunity to touch lightly on your relevant background and experience as a natural part of a sociable exchange. This initial disclosure of personal information gives you a chance to establish expertise early in the game, so that when the discussion turns to the business at hand, what you have to say will be accorded the respect it deserves.
