Your role as an expert is not to own a chunk of specialized knowledge and charge for that scarcity; your job is to help people make decisions.

That may be the most important mindset shift of this 90 day exercise.

Humans Make Decisions

Much has been made of robots replacing human workers.

Some of it is overblown, and some of it is underestimated. That’s because AI is not as far along as many of us fear but it also has a larger potential to disrupt than we realize.

Algorithms can process more information than humans and find connections too complex for our brains to understand. Similar to A/B testing, machine learning gives us answers without an explanation. It can predict medical outcomes from data that seems too distant and random. It sees patterns.

But—and this is key—humans make decisions.

If you see any report on future job prospects, they focus on the need for more human skills: empathy, design, collaboration, etc. That feels so out of touch for those of us who grew up being told that communications degrees are useless and we should all learn this new thing called “coding.”

But our relationship with technology is fundamentally one of amplification, not replacement. As long as that is true, you’ll need to help people make decisions. You’ll do that work amplified by technology.

We Trust People

I mentioned in a previous episode about Congress a conclusion from the book Field of Blood: we trust our congressperson way more than we trust Congress.

Meaning, we trust people more than institutions.

In decision-making, we need humans to guide us just so we can move forward.

David Weinberger wrote another book after Too Big to Know. It’s called Everyday Chaos. The central argument Weinberger makes is that the world’s complexity has killed the idea of a grand strategy. That is, we have to cultivate skills of constantly making agile decisions rather than sticking to one predetermined path.

For would-be experts like you, that means you can’t supply the “right answer” anymore. Instead, your function is to become great at decision-making in your area of expertise. You need to give sound and advice and understand how clients and leaders choose.

Experts don’t make choices for people anymore, they help people choose.

More tomorrow.

Help with Publishing

I’ve hinted at this before, but a key activity for any expert is creating content.

The reason is simple: for those people making decisions, they need to know you see the patterns that will help them choose. Content will allow you to develop insights in a public way, creating the kind of trust people will need.

But making content accessible requires more than just a habit of writing. You’re a publishing house now, a media giant, and that requires skills and time you probably don’t have.

If you want help with that work—turning your insight generation into accessible content—reach out to Lawyer Forward Media. We’ll do the work you shouldn’t so you can do the work that you must.