The Business of Expertise: How Entrepreneurial Experts Convert Insight to Impact + Wealth
von David C. Baker
When I looked deeper into why that was the case, I discovered that they just had a swagger combined with a killer instinct. They had that certain confidence that some other firms lacked, and their success came in spite of their positioning and not because of it. In a way, positioning is fake for a brief period of time. You’ve noticed just enough patterns to gain some credibility. Then you make the most of that driver’s permit to keep exploring, keep learning, and keep articulating insight. Eventually it feeds on itself and then you step into your expert clothes and really fill them out.
When I looked deeper into why that was the case, I discovered that they just had a swagger combined with a killer instinct. They had that certain confidence that some other firms lacked, and their success came in spite of their positioning and not because of it.
In a way, positioning is fake for a brief period of time. You’ve noticed just enough patterns to gain some credibility. Then you make the most of that driver’s permit to keep exploring, keep learning, and keep articulating insight. Eventually it feeds on itself and then you step into your expert clothes and really fill them out.
As noted above in Chapter 2, enjoying your work is a wonderful thing but it is a byproduct of doing many other things right, and it’s dangerous to make it a demand. A lot of what it takes to build a strong entrepreneurial practice around expertise involves doing things that aren’t fun but just flat-out need to be done. Do them and quit complaining. If you love what you do, be grateful.
When you need to correct a bad decision. This should happen more often than you think, really, because the two biggest dangers in decision making are not making enough decisions and then not correcting the bad ones.
Research is finding that greater distractibility and a reduced ability to focus — what scientists call decreased cognitive control — is often associated with greater creativity in problem solving. It also can facilitate learning new information, according to a review of more than 100 studies that was published in the journal Trends in Cognitive Sciences.
"When I looked deeper into why that was the case, I discovered that they just had a swagger combined with a killer instinct. They had that certain confidence that some other firms lacked, and their success came in spite of their positioning and not because of it."
"In a way, positioning is fake for a brief period of time. You’ve noticed just enough patterns to gain some credibility. Then you make the most of that driver’s permit to keep exploring, keep learning, and keep articulating insight. Eventually it feeds on itself and then you step into your expert clothes and really fill them out."
"As noted above in Chapter 2, enjoying your work is a wonderful thing but it is a byproduct of doing many other things right, and it’s dangerous to make it a demand. A lot of what it takes to build a strong entrepreneurial practice around expertise involves doing things that aren’t fun but just flat-out need to be done. Do them and quit complaining. If you love what you do, be grateful."
"When you need to correct a bad decision. This should happen more often than you think, really, because the two biggest dangers in decision making are not making enough decisions and then not correcting the bad ones."
"Let’s review: This chapter is about how experts act as entrepreneurs, surfacing an innate tension between those two roles. Experts want to be right, but entrepreneurs need to take risks. If you are combining those two in your business life, you’ll need to step out of your comfort zone at times and make more decisions, because the only trait common to successful entrepreneurs is that they take risks by making decisions."
"Smart fisherman may decide that shrimp fits their locale and experience. They’ll buy the right boat, learn about where the shrimp will most likely be, have premium buyers lined up, and only hire the right people. It’ll be an efficient and lucrative process from start to finish, and they’ll notice the patterns quickly as their expertise builds. Switching to fishing for haddock wouldn’t be much easier for them than switching to plumbing because they’re experts. Experts understand the proper role of marketing, and that includes understanding how it is that effective marketing is built on smart positioning. Which in their case means shrimp."
"Research is finding that greater distractibility and a reduced ability to focus — what scientists call decreased cognitive control — is often associated with greater creativity in problem solving. It also can facilitate learning new information, according to a review of more than 100 studies that was published in the journal Trends in Cognitive Sciences."
- →When I looked deeper into why that was the case, I discovered that they just had a swagger combined with a killer instinct. They had that certain confidence that some other firms lacked, and their success came in spite of their positioning and not because of it.
- →When you need to correct a bad decision. This should happen more often than you think, really, because the two biggest dangers in decision making are not making enough decisions and then not correcting the bad ones.
- →The idea that you should follow your heart and that success will find you is a fool’s errand. We could rewrite it, though. + + + Follow your heart. But do some research and planning first. Then save up some money so that you’ll have a cushion without having to compromise.
- →The most meaningful way to differentiate your company from your competitors, the best way to put distance between you and the crowd, is to do an outstanding job with information. How you gather, manage and use information will determine whether you win or lose. Bill Gates
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