So you say you're an expert?
Show up with your expertise

Let me illustrate this point with an example:

A client hires an advertising agency to design marketing collateral, including a brochure and a web site. However the expert from the agency isn’t proactively offering design ideas, but is simply taking the existing brochure and web site format, sending it to the client and asking him to mark up the material the way he wants it designed. As you might expect, a contract is in place and the project fee is hefty. The client grows increasingly frustrated that, despite a variety of meetings, the so-called experts continue to act as "order takers"rather than offering fresh, creative and authoritative counsel.

What to do if you’re the client
What to do if you’re the so-called expert

What to do if you’re the client or employer

Put the questions right back on the expert: "As the expert in the group, how do you recommend we design the marketing collateral and web site, and why?"

Revisit roles and expectations: People often avoid this tactic for fear of confrontation, but the outcome will undoubtedly be more positive and productive than if you let your disappointment linger. One way to start the conversation is, "Now that the project is in full gear, I want to take 30 minutes to revisit what each of us is doing, and review our expectations for the products and services each of us provides."

While this is a solid step to take during a project, we at IVC strongly recommend clarifying roles and expectations at the start of a project, too. Don’t wait until you’re in the middle of a project to find out you and your vendor are on different wavelengths with regards to approach and expectations.

Chunk expectations down to the task level: If you’re not getting the counsel or products you expect, create a clear list that details every item or action you’d like to be receiving from your expert. In our example above, your list for the vendor might include:

1. Confirm that he or she has all of the information they need to develop design comps.
2. Provide three distinct designs for your review by October 17.

A note of caution: This tip is not meant to burden you with responsibility, but to make your expectations clear to the expert. Ideally, the expert is thinking of all of this proactively. In reality, many so-called experts make the client work far too hard for mediocre counsel and products. Regardless, always associate the expert’s compensation with the action items, i.e., "as stated in our discussions and your proposal…"

Say it: Don’t be tactless or wimpy, since both approaches can muddy your communication and prevent a clear discussion of expectations. Rather, use keen interpersonal communication skills to frame your question. One phrase might be, "I’m puzzled as to why you’re asking me for design ideas when I’ve hired you to take care of that. Is there some other information you need to perform your job?" Or, "When you ask me to provide design ideas, I feel that I’m not getting your expert design counsel, which is why I hired you. I think that the project will suffer without a strong design lead — are you willing to take that lead?"

What to do if you’re the vendor or employee

Consider every interaction a presentation. You no doubt worked hard to win the job, so why slack off? Be ready to contribute fully to every interaction. This includes your demeanor, your understanding of the subject matter and your ideas. You can remain diplomatic and flexible while authoritatively presenting various options and rationales.

Discover why you’re hesitating to contribute authoritatively. Perhaps a personality trait or a group dynamic is making you feel timid. Perhaps you’ve assumed more than you’re qualified to deliver. Or maybe negative feedback has affected your confidence. Whatever the cause, figure out what it is — and be honest with yourself — and identify at least five ways to get back on track. If you don’t, you could lose the job, or worse, complete the job unsatisfactorily and tarnish your reputation.

Find a mentor. Pity the poor fool who can’t ask for help or doesn’t know he needs it! Learn from someone whom you and/or others think truly represents an expert. Most people are happy, when asked, to meet for a discussion over lunch or coffee. Identify the traits that lead you to perceive he or she as an expert, and emulate them.

Ask for feedback before the client or employer does. Conduct a mini pulse-check and ask straight-out how he or she feels you are delivering on the products and services you promised. The more specific your questions, the more valuable the response. For example, "Is everything going okay" won’t make it easy for some clients to offer feedback. Instead, try specific questions such as, "I’ve noticed that you seem to find it easier to get information via e-mail; would you prefer that I switch from voicemail updates to e-mail?" At IVC, we’d rather check in too frequently than not frequently enough.

Take action; don’t wallow in despair. The best response is to take immediate action toward rectifying any ‘wrongs’ — even if the ‘wrongs’ are perceived by the client or employer, but not by you. Collaborate with the client to create and agree on the suite of products and services you will provide. Your proactive tack on this will help bolster a client’s impression that you are an expert.