In simple terms, “I am not aware.”
Acknowledging one’s own limitations is a daunting task, but it is crucial to establish the Vulnerable Expert Framework. Disclosing feelings of helplessness, inexperience, or ineptitude could be the first step to building self-confidence and moving forward.
Eliminating the conceited expert
I believe that the issue of having overconfident experts in business dealings still persists, even with the abundance of type A personalities in sales. The individuals who think that showcasing unwavering assurance, proficiency, and supremacy all the time is the best way to impress a customer are the problem.
An undesirable consequence of this method is that one party may dominate the conversation. The expert may enquire, but after identifying a solution, they can end up being the only participant, putting forward suggestions until an effective one is achieved. This could result in a scenario where only one person speaks.
To be concise, there are two primary issues with such thinking:
- Firstly, they tend to assume aspects of the project without considering the client’s context or seeking their input. They persuade others that, due to their expertise, they know all potential problems that may surface.
- Secondly, those who are worried about their own reputation may tend to overpromise and underdeliver. A skilled individual who believes they can accomplish everything may have difficulty accepting defeat and may choose to maintain a friendly appearance all the time.
While some self-proclaimed experts may have malicious intentions, it is improbable that the majority intentionally assume this position. They intend to aid the individuals they serve, and they probably assume that the best approach is to present themselves as the ultimate consultant or developer.
If any, which expert is most susceptible to being a weak link?
Imagine an adept software developer who specializes in diverse application creation, programming tasks, and artificial intelligence. This person has worked with various groups and methodologies and has achieved an impressive success rate.
Now, envision the same individual with a child-like inquisitiveness, continuously pursuing new information, zealously embracing novel encounters, and never settling for a straightforward response. This is the description of an open expert.
Blair Enns summarises that the priority should be the customer’s demands, not our own. We should listen intently to the customer and gather details to ascertain the best approach to fulfil their needs, rather than making an effort to promote a product or service.
Besides the client’s proficiency,
The first stage in implementing the fragile expert model is for the client to acknowledge that the developer is a person with flaws and that the client is the authority in the subject matter.
The client possesses a distinct comprehension of their own abilities, accessible resources, and timeframes, and their personal standpoint may not be immediately apparent to us as developers.
Having the capability to ask appropriate questions, rather than possessing all the solutions, is crucial to being an adept vulnerable expert. Their proficiency can aid in steering the discussion in a productive direction and presenting potential avenues of inquiry.
Abstaining from asking can be a potent strategy.
The Dunning-Krueger effect is a well-known psychological occurrence, which is often summarised by the phrase – “the more restricted out knowledge of a matter, the more confident we tend to be about our proficiency.”
It may appear paradoxical, but there is a logical rationale for this. Normally, an expert in a specific area will be able to deliver more information and knowledge due to their level of proficiency. This implies that they are more probable to be aware of their own abilities and exhibit a discerning approach to their work, being familiar with the challenges, issues, and restrictions of their field.
Therefore, we can infer that being capable of responding to every question is not always a sign of expertise. In some cases, this may not be true. If a developer responds to a client’s query with “I don’t know, but I will revert with a response as soon as possible,” the client should not view this as a negative occurrence, but rather a sign of the developer’s realisation of their own restrictions and their dedication to delivering a responsible answer.
Maintaining a level of self-examination and consciousness
The expert who is halfway out the door is the antithesis of the salesperson who is keen to sell. Such experts listen meticulously to the client’s requirements, seek clarification where required, and make note of any significant details for future reference.
An adept professional may have the urge to interrupt or voice a contrasting perspective to their client, but they must be mindful that this may divert attention from the client and towards themselves and their proficiency. Instead of reacting with anger, they should withhold their opinion and deal with potentially contentious statements with a curious disposition.
Like a Zen master, the fragile expert empties their mind to make room for the client’s experience. They will provide recommendations if asked for, but they will not explicitly pitch what they consider to be the best solution.
Lastly, the expert is at a disadvantage due to their inability to communicate with others in their preferred language. By utilising the client’s vernacular and wording, the expert can become efficient in the client’s mother tongue. The expert adopts the role of a mirror, by echoing the client’s comprehension back to them.
Empowering our clients to accomplish their objectives
In conclusion, self-determination is at the heart of the matter. The ultimate aim of the fragile expert paradigm is to balance out the dynamics of the consultant-client relationship. This, in turn, enables a more just and candid exchange of power.
When executed proficiently, clients develop a greater awareness of their role in the process and become more engaged. Concurrently, the developer benefits from a comprehensive understanding of the project and the client’s conviction in their abilities.
Precisely, this is where the power of vulnerability lies.
