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The Business of Expertise: How Entrepreneurial Experts Convert Insight to Impact + Wealth
This passionate expertise manifesto is intended to elevate the impact of advisors who sell insight as entrepreneurs. Three foundational chapters form the basis of the entire book: experts develop insight by isolating patterns in data; they convert those insights to wealth by crafting a unique positioning for which few available substitutes exist; and their confidence grows as the marketplace embraces their application of expertise. The next fifteen chapters--building on that foundation--each answer a single question, starting with the role of expertise in a developed society, how important it is for experts to love the hard work required to hone their expertise, and how to see all that in the context of their own purpose in the world. We pause to dig deeper by examining the very narrow overlap between expertise and entrepreneurship: the narrow slice of humanity for which this book was written, with a nod to how easy it is for those entrepreneurial experts to be pulled off mission to explore new things. What are the critical positioning mistakes to avoid? Are there helpful ways to keep your deep, narrow expertise from blinding you to a broader, wider relevance? How might you frame your expertise in horizontal or vertical terms or a combination of both? There are core principles for this and they start with distinguishing between strategy and implementation. What are the earlier and then later tests to validate your positioning? What are the most effective ways to demonstrate your expertise, and conversely the activities most important to avoid? If you are an entrepreneurial expert selling advice for a living, you ll absorb deeper and deeper insight each time you scour it. It emerges from the trenches, and is written for experts in the trenches. Following the three foundational chapters (A, B, C) that open the book, there are fifteen chapters that build on that: The Role of Expertise in a Developed Society; The Interplay Between Expertise and Fulfillment; The Why for Your Entrepreneurial Expertise; Combining Expertise and Entrepreneurship; The Relevance and Sustainability of Expertise; Positioning Mistakes and Why We Make Them; Practicing Expertise Within a Broader Context; Distinguishing Between Vertical and Horizontal Expertise; Principles for the Less Exchangeable Positioning of Expertise; Distinguishing Expertise from Implementation; Five Early Tests for the Positioning of Your Expertise; Demonstrating Expertise; Not Demonstrating Expertise; How Expertise Unfolds: A Recap; and The Long Game: Maintaining Relevant Expertise. The book is fully illustrated in color, is a hardback (case bound), and has a full-color dust jacket.
266 pages, Hardcover
Published July 11, 2017
344 people are currently reading
1872 people want to read
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Displaying 1 - 30 of 54 reviews
February 11, 2019
Originally published at https://timkadlec.com/read/2019/the-b...
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I have never liked the term "expert", and I've not been shy about it. So when a friend recommended The Business of Expertise I bristled a little. Still, the reviews were great and moving past the term, using my experience and the knowledge I've gained to help organizations is how I make a living so there was no denying the topic was relevant.
The book started off a bit slow. The first several chapters are pretty foundational and while there were a few nuggets there that were interesting, nothing was really blowing me away. Combine that with a few anecdotes that rubbed me the wrong way and I nearly put the book down.
But once Baker gets into the meat of positioning (starting around chapter 6), the book really takes off. There was so much valuable information here, and some of those most actionable and concrete advice I've ever seen on the subject. Baker talked about how to find your positioning, the pros and cons of positioning vertically versus horizontally and how to test your positioning (now and later) to make sure you're on the right track.
Baker also provides plenty of excellent advice around identifying what it is that you do that provides the most value and whether you're doing a good job (through positioning and the way you interact) of communicating that to prospective clients. Among the tips there, two stood out in particular. One was to stop and think about what part of your process you most often shorten when the client is pressed on time. If it's the research and analysis phase, it's time to rethink your approach a bit. That's both a critical step and the ability to do it well separates the wheat from the chaff (so to speak).
Another rock solid tip that I'm going to start doing immediately is to record your side of a conversation by setting a phone on your desk when you talk to a client. Baker advises listening back, without hearing what the client is saying, to zero in on how you are presenting yourself: Are you doing too much talking? Are you asking enough questions? Are you agreeing with everything the client says or are you pushing back when appropriate?
As I mentioned before, a few of his analogies and anecdotes rubbed me the wrong way, though as I've acknowledged before, that's a frequent occurrence anytime I'm reading anything around "business" so that could just be me. Ultimately the helpful, actionable insights in the latter parts of the book more than made up for the slow start.
April 22, 2018
Just not for me. When I picked up this book, I was excited. I thought it’d be filled with actionable insights I could put to use immediately. The excitement quickly faded.
I felt like I had to grind through page after page before I found any real nuggets of expertise. Baker talks about withholding advice before an engagement is crafted and that’s what this book feels like. It feels like the real advice is buried within so that you can’t pull out insights without spending a few hours reading cover to cover. Maybe it’s so people have to buy the book and enter into an engagement with him before they get the advice. Regardless of the reason, it was not easy to identify his key insights, and furthermore, there is very little about how to actually apply these insights. He kinda leaves it to you to figure out the implementation.
The only thing that prevented me from giving it a 1 Star was that when I did finally find the nuggets, they were useful.
I felt like I had to grind through page after page before I found any real nuggets of expertise. Baker talks about withholding advice before an engagement is crafted and that’s what this book feels like. It feels like the real advice is buried within so that you can’t pull out insights without spending a few hours reading cover to cover. Maybe it’s so people have to buy the book and enter into an engagement with him before they get the advice. Regardless of the reason, it was not easy to identify his key insights, and furthermore, there is very little about how to actually apply these insights. He kinda leaves it to you to figure out the implementation.
The only thing that prevented me from giving it a 1 Star was that when I did finally find the nuggets, they were useful.
December 8, 2019
This is a career and life-changing book for a very specific segment, of which I'm an aspiring member. “This book isn’t just about expertise. It’s about entrepreneurial expertise, or individuals who use expertise as their avenue to entrepreneurship."
David C. Baker played a crucial role five years ago when he helped my wife and I sell Yvonne's ad agency. He's thoughtful and helpful, and beyond just knowing the agency business, he's an "expert on being an expert." I quickly skimmed this book when he published it two years ago and recommended it to several colleagues. Having just re-read the book in light of a new initiative I'm considering, I am blown away by the insights - which I'm already applying.
The book is an easy read, with very practical, easy-to-understand advice based on work he's done with over 1,000 expertise-based entrepreneurs. It couldn't be more clear-cut and actionable. I found myself constantly stopping to take notes on how to apply his advice and techniques to my nascent project.
A while back I tried, and miserably failed, to launch and run an expertise-based business. Boy do I wish I knew David and/or had this book then. Here's to a better outcome based on the advice David dishes out in this book, and maybe a bit more humility.
David C. Baker played a crucial role five years ago when he helped my wife and I sell Yvonne's ad agency. He's thoughtful and helpful, and beyond just knowing the agency business, he's an "expert on being an expert." I quickly skimmed this book when he published it two years ago and recommended it to several colleagues. Having just re-read the book in light of a new initiative I'm considering, I am blown away by the insights - which I'm already applying.
The book is an easy read, with very practical, easy-to-understand advice based on work he's done with over 1,000 expertise-based entrepreneurs. It couldn't be more clear-cut and actionable. I found myself constantly stopping to take notes on how to apply his advice and techniques to my nascent project.
A while back I tried, and miserably failed, to launch and run an expertise-based business. Boy do I wish I knew David and/or had this book then. Here's to a better outcome based on the advice David dishes out in this book, and maybe a bit more humility.
August 11, 2020
О ЧЕМ КНИГА
Эта работа больше похожа не на бизнес-книгу, а на дневниковые заметки. У автора есть свой, достаточно интересный взгляд на то, как построить на своем профессиональном опыте консалтинговый бизнес. Книга неплохая и поднимает многие сложные вопросы консалтинга. Но, к сожалению, хорошие мысли бессвязно раскиданы по всей книге, а не собраны в систему, чтобы четко раскрыть тему.
ГЛАВНАЯ МЫСЛЬ КНИГИ:
Практически каждый профессионал в своей области может выстроить бизнес на своей экспертности. Главное выбрать свою узкую нишу, бить в одну точку и четко спозиционировать себя в сознании клиентов.
КАКАЯ БЫЛА ЦЕЛЬ ЧТЕНИЯ:
Понять как сделать более сфокусированной мою консалтинговую практику. Должна появиться ясная картина в какой области и нише я позиционирую себя как эксперта.
ИНТЕРЕСНЫЕ МОМЕНТЫ ИЗ КНИГИ:
- Самое главное в экспертности - это то, что вы видите определенные паттерны и модели и можете их сопоставлять между собой. Для этого и обращаются к дорогому эксперту, потому что сами не могут увидеть и распознать эти модели.
- Чем больше я сфокусирован в одной теме, тем больше у меня появляется в ней кейсов и экспертизы. В итоге, я могу сразу видеть и сопоставлять различные паттерны и делать правильные выводы.
- Если эксперта легко заменить, значит у него нет сильной переговорческой позиции и влияния на клиента. Поэтому надо искать такую нишу, где я буду незаменим.
- Надо перестроить свое мышление и понять, что я не в сервисном бизнесе, а в экспертном бизнесе.
- Клиентов в консультантах привлекает уверенность в себе. Они хотят опереться на знающего и уверенного в себе человека и переложить на него ответственность.
- Главное качество успешного эксперта - это умение брать на себя риски. В принципе, то же самое, что и у предпринимателя.
- Надо четко разделять работу консультанта на Strategy and Execution/Implementation. Если есть возможность, то никогда не соглашаться на никакую работу руками. Там можно завязнуть, потерять репутацию и эта работа обычно легко заменима.
- Нужно выбрать такую нишу и продукт для консалтинга, которые не подвержены влиянию времени. Спрос на этот продукт должен продолжаться минимум 5 лет, а вообще лучше 10 с небольшими изменениями и может быть с использованием новых технологий.
- Сейчас уже все кому не лень создают контент. Надо более четко позиционировать то, что я пишу и выкладываю. Там не должно быть материала, который легко могли бы написать другие.
ЧТО Я БУДУ ПРИМЕНЯТЬ:
- Интересная идея - сделать список из областей бизнеса, в которых я не разбираюсь)
ЕЩЕ НА ЭТУ ТЕМУ:
📗 Дэвид Майстер «Советник которому доверяют»
Эта работа больше похожа не на бизнес-книгу, а на дневниковые заметки. У автора есть свой, достаточно интересный взгляд на то, как построить на своем профессиональном опыте консалтинговый бизнес. Книга неплохая и поднимает многие сложные вопросы консалтинга. Но, к сожалению, хорошие мысли бессвязно раскиданы по всей книге, а не собраны в систему, чтобы четко раскрыть тему.
ГЛАВНАЯ МЫСЛЬ КНИГИ:
Практически каждый профессионал в своей области может выстроить бизнес на своей экспертности. Главное выбрать свою узкую нишу, бить в одну точку и четко спозиционировать себя в сознании клиентов.
КАКАЯ БЫЛА ЦЕЛЬ ЧТЕНИЯ:
Понять как сделать более сфокусированной мою консалтинговую практику. Должна появиться ясная картина в какой области и нише я позиционирую себя как эксперта.
ИНТЕРЕСНЫЕ МОМЕНТЫ ИЗ КНИГИ:
- Самое главное в экспертности - это то, что вы видите определенные паттерны и модели и можете их сопоставлять между собой. Для этого и обращаются к дорогому эксперту, потому что сами не могут увидеть и распознать эти модели.
- Чем больше я сфокусирован в одной теме, тем больше у меня появляется в ней кейсов и экспертизы. В итоге, я могу сразу видеть и сопоставлять различные паттерны и делать правильные выводы.
- Если эксперта легко заменить, значит у него нет сильной переговорческой позиции и влияния на клиента. Поэтому надо искать такую нишу, где я буду незаменим.
- Надо перестроить свое мышление и понять, что я не в сервисном бизнесе, а в экспертном бизнесе.
- Клиентов в консультантах привлекает уверенность в себе. Они хотят опереться на знающего и уверенного в себе человека и переложить на него ответственность.
- Главное качество успешного эксперта - это умение брать на себя риски. В принципе, то же самое, что и у предпринимателя.
- Надо четко разделять работу консультанта на Strategy and Execution/Implementation. Если есть возможность, то никогда не соглашаться на никакую работу руками. Там можно завязнуть, потерять репутацию и эта работа обычно легко заменима.
- Нужно выбрать такую нишу и продукт для консалтинга, которые не подвержены влиянию времени. Спрос на этот продукт должен продолжаться минимум 5 лет, а вообще лучше 10 с небольшими изменениями и может быть с использованием новых технологий.
- Сейчас уже все кому не лень создают контент. Надо более четко позиционировать то, что я пишу и выкладываю. Там не должно быть материала, который легко могли бы написать другие.
ЧТО Я БУДУ ПРИМЕНЯТЬ:
- Интересная идея - сделать список из областей бизнеса, в которых я не разбираюсь)
ЕЩЕ НА ЭТУ ТЕМУ:
📗 Дэвид Майстер «Советник которому доверяют»
March 14, 2024
Tri poglavlja zlata vredna i dosta filera između.
Može mu se koliko i štampa na plastificiranom papiru.
Može mu se koliko i štampa na plastificiranom papiru.
November 4, 2021
I couldn't get into it. There may be value on the book but I couldn't pass beyond the fillers, the writing style and the rambling. I wouldn't say a waste of money because I got one thing, no more free advice.
October 16, 2021
O carte bună pentru cei care vor să câștige mai mult prin afacerea lor bazată pe expertiză. Este perfect de citit la început de drum de către consultanți, traineri, experți sau orice freelanceri, dar o recomand și celora mai experimentați care simt că au ajuns la un punct în care stagnează.
NU este o carte despre modele de business, structuri de afaceri, sfaturi de cashflow sau HR, ci este o carte de marketing despre poziționare și diferențiere.
NU este o carte despre modele de business, structuri de afaceri, sfaturi de cashflow sau HR, ci este o carte de marketing despre poziționare și diferențiere.
July 12, 2021
Controversial since the very first moment (LOL - a foreword by someone who excused himself from writing a foreword) - BoE presents the expertise as something detached, like a separate discipline of being a professional expert, regardless of the topic. TBH I'm kinda allergic to this approach, so I simply disagree with many theses brought up by the author. The most outrageous (and symptomatic ...) is probably the one about the suggested separation of "expertise" (strategy) from "implementation" (execution) - seriously, this kind of thinking is so 90s ...
It's not that the whole book is rubbish, e.g. the suggestions are the "marketing" of expertise are actually non-bullshit, which I've found a real surprise.
In the end, it was pretty much a waste of time. This book will probably help no one, either in starting a consulting practice, climbing the "expertise" path or ... well, anything else. Fortunately it was a short read and I don't think I've spent a penny on it (it was offered as a free goodie in some promotional campaign, I believe).
It's not that the whole book is rubbish, e.g. the suggestions are the "marketing" of expertise are actually non-bullshit, which I've found a real surprise.
In the end, it was pretty much a waste of time. This book will probably help no one, either in starting a consulting practice, climbing the "expertise" path or ... well, anything else. Fortunately it was a short read and I don't think I've spent a penny on it (it was offered as a free goodie in some promotional campaign, I believe).
August 10, 2017
As the owner of a small (7 person) digital agency, I often felt like David was pulling directly from concerns inside my own head. Great insights, lots of practical information and written in a way that's engaging. I would highly recommend this to any entrepreneur or small business owner.
March 5, 2022
Solid book, though the author seemed full of himself quite often. I hear the wisdom but didn't care for the voice.
June 4, 2024
"This entrepreneurial enterprise of expertise will be successful if we move the needle on behalf of respectful clients who align with our mission, willingly paying a price premium for our hard-won, non-interchangeable expertise, letting us direct the process as experts who have found the most effective way to create change, all the while keeping us significantly engaged to keeping learning and growing" (xxvi).
"Positioning is all about putting yourself in a position to notice and capitalize on those patterns. Here are those same three steps, but now in chronological order:
1. You narrow your sphere of observation so that similar opportunities present themselves.
2. Those similar opportunities enable you to see the patterns.
3. Observations emerge as you notice the patterns, articulate the insight, and apply the findings in your speaking, writing, and advising" (6).
"The best business relationships are comprised of distributed control. The only control you have is to withhold your expertise. If it's easy to find a replacement for your expertise, you have no control (or power of choice) when you withhold it" (13).
"There are certain business practices that stand as clear evidence of that lack of belief [in your work]:
Discounting your fees.
Modifying your terms.
Allowing unusual invoicing procedures.
Providing advice before an engagement is crafted.
Letting clients determine the problem while just looking to you for transactional solutions.
Presenting multiple equally viable solutions and letting clients choose, ceding your expertise.
Changing your positioning to fit what prospects want to hear (in presentations and proposals)."
"The right size is always this: slightly smaller than the amount of opportunity within reach" (27).
"1. Good positioning allows you to compare similar situations and then notice the patterns that lead to expertise.
2. Ultimate control stems from withholding that expertise, which is only meaningful if your expertise is difficult to replace.
3. Most of us need marketplace acceptance, which comes from more opportunity, which comes from good positioning to attract it" (29).
"Your expertise business exists for three reasons, in this order: to make money, to move the needle on behalf of clients, and to create a culture where people can thrive" (58).
"Money is the currency of respect, and the customer of an expert treats the advice more seriously if it comes with a hefty bill. So charge a lot for them or charge a lot for yourself, but whatever you do, charge a lot" (70).
"To be an effective leader, try to master the timing of your decisions rather than the criteria for your decisions" (82).
"You are not a leader because you have better insight--you are a leader because you make decisions" (84).
"The sooner you find the truth, the better: in relationships, in business, in creativity, in your own skills. Welcome the truth. It's always your friend" (99).
"Positioning is about occupying a space in the prospective client's mind that would justify a price premium because the client needs the expertise badly and can't easily find it elsewhere" (113).
"Positioning is not about saying 'yes,' either; primarily it's about saying 'no.' Because you are smart and learn quickly, the possible avenues for your expertise far outstrip your ability to apply those options and thrive in the process" (149).
"Craft your positioning entirely on your strategy and not your execution" (174).
"Experts are not too busy to articulate thought leadership. There are many reasons why experts don't write and speak, but none of them are legitimate. If you don't have the time, you aren't making enough money. If you don't know what to say, you aren't an expert. If you don't know how to say it, you haven't practiced enough. If you find too many audiences when directing your writing, you haven't focused enough. Aside from the content itself, having the time to write it sends just as powerful a message. Developing and sharing insight not only implies that you make enough money to engage in this activity that doesn't generate immediate cash, it also positions you as someone who wants to help. They may not hire you right ways and pay those ridiculous fees, but they'll certainly know how you think and how you approach problems, shortening the sales cycle once they do engage with you" (216-7).
"Experts are very relevant in only some situations, and you should exercise the power of saying 'no' frequently so that your 'yes' means anything at all" (219).
"Combine impact, money, and culture ad be ready to love your life as an entrepreneurial expert. Believe in the value of your expertise and charge for it accordingly--or find other work" (233).
"Positioning is all about putting yourself in a position to notice and capitalize on those patterns. Here are those same three steps, but now in chronological order:
1. You narrow your sphere of observation so that similar opportunities present themselves.
2. Those similar opportunities enable you to see the patterns.
3. Observations emerge as you notice the patterns, articulate the insight, and apply the findings in your speaking, writing, and advising" (6).
"The best business relationships are comprised of distributed control. The only control you have is to withhold your expertise. If it's easy to find a replacement for your expertise, you have no control (or power of choice) when you withhold it" (13).
"There are certain business practices that stand as clear evidence of that lack of belief [in your work]:
Discounting your fees.
Modifying your terms.
Allowing unusual invoicing procedures.
Providing advice before an engagement is crafted.
Letting clients determine the problem while just looking to you for transactional solutions.
Presenting multiple equally viable solutions and letting clients choose, ceding your expertise.
Changing your positioning to fit what prospects want to hear (in presentations and proposals)."
"The right size is always this: slightly smaller than the amount of opportunity within reach" (27).
"1. Good positioning allows you to compare similar situations and then notice the patterns that lead to expertise.
2. Ultimate control stems from withholding that expertise, which is only meaningful if your expertise is difficult to replace.
3. Most of us need marketplace acceptance, which comes from more opportunity, which comes from good positioning to attract it" (29).
"Your expertise business exists for three reasons, in this order: to make money, to move the needle on behalf of clients, and to create a culture where people can thrive" (58).
"Money is the currency of respect, and the customer of an expert treats the advice more seriously if it comes with a hefty bill. So charge a lot for them or charge a lot for yourself, but whatever you do, charge a lot" (70).
"To be an effective leader, try to master the timing of your decisions rather than the criteria for your decisions" (82).
"You are not a leader because you have better insight--you are a leader because you make decisions" (84).
"The sooner you find the truth, the better: in relationships, in business, in creativity, in your own skills. Welcome the truth. It's always your friend" (99).
"Positioning is about occupying a space in the prospective client's mind that would justify a price premium because the client needs the expertise badly and can't easily find it elsewhere" (113).
"Positioning is not about saying 'yes,' either; primarily it's about saying 'no.' Because you are smart and learn quickly, the possible avenues for your expertise far outstrip your ability to apply those options and thrive in the process" (149).
"Craft your positioning entirely on your strategy and not your execution" (174).
"Experts are not too busy to articulate thought leadership. There are many reasons why experts don't write and speak, but none of them are legitimate. If you don't have the time, you aren't making enough money. If you don't know what to say, you aren't an expert. If you don't know how to say it, you haven't practiced enough. If you find too many audiences when directing your writing, you haven't focused enough. Aside from the content itself, having the time to write it sends just as powerful a message. Developing and sharing insight not only implies that you make enough money to engage in this activity that doesn't generate immediate cash, it also positions you as someone who wants to help. They may not hire you right ways and pay those ridiculous fees, but they'll certainly know how you think and how you approach problems, shortening the sales cycle once they do engage with you" (216-7).
"Experts are very relevant in only some situations, and you should exercise the power of saying 'no' frequently so that your 'yes' means anything at all" (219).
"Combine impact, money, and culture ad be ready to love your life as an entrepreneurial expert. Believe in the value of your expertise and charge for it accordingly--or find other work" (233).
December 28, 2024
A short, well-written book, filled with just the right balance of humor and insight. Highly recommended reading for any expert-entrepreneur.
It was a bit eerie to read through this book. The author's personal journey in the world of consulting so closely mimics my own—he's just a little bit farther down the path. The anecdotes and observations from his work with other consulting firms elsewhere in the text resonated just as well.
Some of the lessons in the book I'd already learned elsewhere, either from friends in the consulting business or through hard experience of my own. Recognizing their value and applicability gave me a great deal of confidence in the advice and lessons I haven't yet internalized. In this respect and others, the book practices what it preaches:
This book probably isn't going to tell you anything that sounds counter intuitive or revolutionary, and that's a good thing. It just provides a very solid and well-reasoned foundation for thinking about the fundamentals of your consulting business.
Though everything rang true—especially the personal anecdotes—the best, most actionable chapters for me were "Foundation" at the start of the book and the chapters starting with "Positioning Mistakes and Why We Make Them," with an emphasis on the "Distinguishing Expertise from Implementation" chapter.
My Notes on "Distinguishing Expertise from Implementation"
Client Compartmentalization
- Clients mentally separate “thinking” from “doing.” In their minds:
- Strategy = high-level expertise, insight, and analysis.
- Implementation = nuts-and-bolts execution under intense cost, deadline, and operational pressure.
Pressures on Implementation
- Implementation invites more competitors and narrows profits. It's a volume game, typically demanding scale and efficiency (not creativity).
- Needing more workers magnifies HR headaches—turnover, benefits, morale issues. There's also a conveyor-belt mentality that can arise, and bored minds have more time to gripe or jump ship.
- Execution sees much greater deadline stress.
Clients Like One-stop Firms
- Many clients prefer a solitary vendor who both thinks and does—it keeps accountability simpler and fosters continuity from strategy to execution.
- It's easier to manage a single partner. A one-stop shop means fewer contracts, fewer handoffs, and just one point of contact to strangle if something goes sideways.
- Vendors can point fingers at each other when things go wrong. If results don't get delivered with a one-stop shop, they know exactly who to call out. It streamlines blame (and credit).
- Strategy flows straight into execution with less miscommunication, since the same team that mapped the plan also builds it. No knowledge gaps or relaying instructions across separate agencies.
Position on Thinking, Not Doing
- Clients will reflexively see you as a doer, so you must actively emphasize your strategic chops.
- The website—and other sales-enablement marketing materials—should focus on the thinking work you do, barely mention the doing.
- Start new clients with a deep assessment or strategic analysis—avoid leaping straight into implementation.
- Drop the irrational fear that you need to meet all a client's needs in order to win or keep them.
Start Engagements with Strategy
- Craft every first-time engagement to assess the client's situation and determine in great detail what they need
- No Implementation-Only Onboarding: Resist taking on pure doer gigs for brand-new clients. If they won’t hire you for strategy, it’s probably not a good fit.
It was a bit eerie to read through this book. The author's personal journey in the world of consulting so closely mimics my own—he's just a little bit farther down the path. The anecdotes and observations from his work with other consulting firms elsewhere in the text resonated just as well.
Some of the lessons in the book I'd already learned elsewhere, either from friends in the consulting business or through hard experience of my own. Recognizing their value and applicability gave me a great deal of confidence in the advice and lessons I haven't yet internalized. In this respect and others, the book practices what it preaches:
You don't want to think of good leadership as looking at mountains of confusing data and pulling out that surprise insight that changes the world. No, most of the time it looks more like this: 'That was smart. I figured he was going to do that. No big surprises there, and I think that makes sense.' You are not a leader because you have better insight—you are a leader because you make decisions.
This book probably isn't going to tell you anything that sounds counter intuitive or revolutionary, and that's a good thing. It just provides a very solid and well-reasoned foundation for thinking about the fundamentals of your consulting business.
Though everything rang true—especially the personal anecdotes—the best, most actionable chapters for me were "Foundation" at the start of the book and the chapters starting with "Positioning Mistakes and Why We Make Them," with an emphasis on the "Distinguishing Expertise from Implementation" chapter.
My Notes on "Distinguishing Expertise from Implementation"
Client Compartmentalization
- Clients mentally separate “thinking” from “doing.” In their minds:
- Strategy = high-level expertise, insight, and analysis.
- Implementation = nuts-and-bolts execution under intense cost, deadline, and operational pressure.
Pressures on Implementation
- Implementation invites more competitors and narrows profits. It's a volume game, typically demanding scale and efficiency (not creativity).
- Needing more workers magnifies HR headaches—turnover, benefits, morale issues. There's also a conveyor-belt mentality that can arise, and bored minds have more time to gripe or jump ship.
- Execution sees much greater deadline stress.
Clients Like One-stop Firms
- Many clients prefer a solitary vendor who both thinks and does—it keeps accountability simpler and fosters continuity from strategy to execution.
- It's easier to manage a single partner. A one-stop shop means fewer contracts, fewer handoffs, and just one point of contact to strangle if something goes sideways.
- Vendors can point fingers at each other when things go wrong. If results don't get delivered with a one-stop shop, they know exactly who to call out. It streamlines blame (and credit).
- Strategy flows straight into execution with less miscommunication, since the same team that mapped the plan also builds it. No knowledge gaps or relaying instructions across separate agencies.
Position on Thinking, Not Doing
- Clients will reflexively see you as a doer, so you must actively emphasize your strategic chops.
- The website—and other sales-enablement marketing materials—should focus on the thinking work you do, barely mention the doing.
- Start new clients with a deep assessment or strategic analysis—avoid leaping straight into implementation.
- Drop the irrational fear that you need to meet all a client's needs in order to win or keep them.
Start Engagements with Strategy
- Craft every first-time engagement to assess the client's situation and determine in great detail what they need
- No Implementation-Only Onboarding: Resist taking on pure doer gigs for brand-new clients. If they won’t hire you for strategy, it’s probably not a good fit.
October 18, 2019
This book had some really interesting challenges to those building a business from their expertise. It began with how expertise is earned, then how to position yourself in a way that you are recognized as an expert, and then how to build the business around it.
He had very specific insights, like the pros and cons between writing and speaking when trying to show expertise (writing is safer, speaking is more impactful--if you have the skill). He also challenged experts to pick a truly focused niche--with a couple of tests to see if you have narrowed it enough that were really helpful. He also talked about the pros and cons of delivering advice only or adding implementation.
All in all, this was a great book for practitioners of this field. Too many of these books are motivational in style, helping you get started. This book was for people in motion with advice on how to do it better.
He had very specific insights, like the pros and cons between writing and speaking when trying to show expertise (writing is safer, speaking is more impactful--if you have the skill). He also challenged experts to pick a truly focused niche--with a couple of tests to see if you have narrowed it enough that were really helpful. He also talked about the pros and cons of delivering advice only or adding implementation.
All in all, this was a great book for practitioners of this field. Too many of these books are motivational in style, helping you get started. This book was for people in motion with advice on how to do it better.
August 10, 2017
The Business of Expertise is a call-to-action for business owners and consultants who want to become valuable experts and make more money from their expertise. From the essential "Why" questions to choosing where you focus your expertise, David helps you with each and every step, tieing in his own experience on what it took for him to become a highly-sought expert. The book will make you uncomfortable, challenge you, and push you outside of your comfort zone. That's why it's so valuable. Taking direct, confident action on principles David outlines in this book will change the trajectory of your business in the most positive and enjoyable way. If you're serious about turning your expertise into your main selling point, then this book is for you.
July 17, 2025
Worth a read. I like David’s definitions of value, purpose, mission, and vision for an organization. He also has a good list on how to deliver expertise.
I found his tone a bit…pessimistic? Insecure? For example, when describing his observations of general incompetence in the workplace in the USA (which maybe that’s true in his experience), he then goes on to say “the bar is set pretty low and it makes it pretty darn easy to be an expert.” Hmm, okay.
He does have a lot of great insight throughout the book, but I felt the insight was undercut by a lot of these “jabs.”
The book is also pretty targeted to creative firms.
A of valid points and ideas, just not my favorite writer. 3.5/5 stars
I found his tone a bit…pessimistic? Insecure? For example, when describing his observations of general incompetence in the workplace in the USA (which maybe that’s true in his experience), he then goes on to say “the bar is set pretty low and it makes it pretty darn easy to be an expert.” Hmm, okay.
He does have a lot of great insight throughout the book, but I felt the insight was undercut by a lot of these “jabs.”
The book is also pretty targeted to creative firms.
A of valid points and ideas, just not my favorite writer. 3.5/5 stars
September 10, 2020
In a style both lively and irreverent, David C. Baker unpacks what it means to be a purveyor of expertise and how entrepreneurial experts convert their insight into impact and wealth.
The book explores the following core concepts, among others:
1. Pattern matching is the foundation to expertise
2. Good positioning renders your work less interchangeable
3. Saying “no” is an important skill
4. You need to become a “T-shaped” expert
5. Constantly share your expertise through your writing
Full review:
https://www.heliosdesign.com/blog/web...
The book explores the following core concepts, among others:
1. Pattern matching is the foundation to expertise
2. Good positioning renders your work less interchangeable
3. Saying “no” is an important skill
4. You need to become a “T-shaped” expert
5. Constantly share your expertise through your writing
Full review:
https://www.heliosdesign.com/blog/web...
December 3, 2021
Lots of questions I had about expertise were answered in this book. Solid advice on how to pick a profitable niche, position yourself and test the positioning, and, well, how to become an expert.
A complimentary reading to Robert Greene’s “Mastery”, exploring the business part which is essential to anyone who wants to make money from intelligence (AKA pattern recognition).
Expertise is about being widely irrelevant, something hard to digest and accept, but essential to do meaningful work that has great impact on the few clients you work with.
“The common trait experts have: they are risk takers, wrong about lots of things, but right about a few important ones.”
A complimentary reading to Robert Greene’s “Mastery”, exploring the business part which is essential to anyone who wants to make money from intelligence (AKA pattern recognition).
Expertise is about being widely irrelevant, something hard to digest and accept, but essential to do meaningful work that has great impact on the few clients you work with.
“The common trait experts have: they are risk takers, wrong about lots of things, but right about a few important ones.”
January 3, 2022
Very boilerplatish.
And the book seems to try to cater to all experts, but 99% of the examples and discussions focus on advertising agencies. Different niches feature wildly different behavior, e.g., startups.
Only the first third of the book features useful stuff, the rest is very obvious even to newbies.
He doesn't even take the time to define most of the technical terms very well, expecting the reader somehow catch the nuances. Right from the get-go he is talking about "positioning" for example. Could you give us a very sharp definition? No. Could you work us through how this concept differentiantes itself for different types of experts? Nope.
And the book seems to try to cater to all experts, but 99% of the examples and discussions focus on advertising agencies. Different niches feature wildly different behavior, e.g., startups.
Only the first third of the book features useful stuff, the rest is very obvious even to newbies.
He doesn't even take the time to define most of the technical terms very well, expecting the reader somehow catch the nuances. Right from the get-go he is talking about "positioning" for example. Could you give us a very sharp definition? No. Could you work us through how this concept differentiantes itself for different types of experts? Nope.
December 15, 2018
Understanding expertise is clarified
Have you been running a business for a number of years on your own? Do you feel like you are offering your clients exceptional value without the reward? I felt this way before I read this book. Once I read it twice in a row it became clear to me what my next move was as a business owner. This book is eye opening and inspiring. A must read for any soloprenuer.
Have you been running a business for a number of years on your own? Do you feel like you are offering your clients exceptional value without the reward? I felt this way before I read this book. Once I read it twice in a row it became clear to me what my next move was as a business owner. This book is eye opening and inspiring. A must read for any soloprenuer.
March 9, 2019
The book starts slows with establishing David’s framing of expertise In a broad sense. I suppose it’s necessary, but drags on a bit.
There are good “aha” lines midway to the later stages of the book although they are more thought provoking than actionable.
Overall it was interesting and had some motivational chapters in it. I just wish there were more tip of the iceberg exercises and advising moments within in.
Was worth reading.
There are good “aha” lines midway to the later stages of the book although they are more thought provoking than actionable.
Overall it was interesting and had some motivational chapters in it. I just wish there were more tip of the iceberg exercises and advising moments within in.
Was worth reading.
March 10, 2021
I told my business partner I'd send her my copy of this once I finished it.
As soon as I finished it, though, I went back to Amazon and sent her a copy of her own.
It counters a lot of other business advice out there, and serves up several gut punches.
Like:
You're not in the service business, you're in the expert business.
Experts don't implement, because if they do, their expertise is diminished in the eyes of their client.
As soon as I finished it, though, I went back to Amazon and sent her a copy of her own.
It counters a lot of other business advice out there, and serves up several gut punches.
Like:
You're not in the service business, you're in the expert business.
Experts don't implement, because if they do, their expertise is diminished in the eyes of their client.
August 6, 2024
This book had like 5 insights for me. On the other hand, you' can read it pretty quicky. But it might have been worth reading still.
I started reading this book because the author advised so in his book the Secret Tradecraft of Elite Advisors that interested me more.
The author is full of himself in an American way. I don't mind, but I imagine it might be good to know before reading the book and being disappointed because of the tone.
I started reading this book because the author advised so in his book the Secret Tradecraft of Elite Advisors that interested me more.
The author is full of himself in an American way. I don't mind, but I imagine it might be good to know before reading the book and being disappointed because of the tone.
June 4, 2021
Truly a fantastic book that will transform how you run your business, if you are a creative entrepreneur. That said - I highly recommend you pick up the hardcopy versus the audiobook version. I found that when I listened to the audiobook, I wasn't absorbing the wealth of information presented in the book like I needed to.
Overall though, fantastic!
Overall though, fantastic!
September 6, 2023
A wealth of conceptual and practical advice for people who their expertise for money - advisors, consultants, freelancers, agencies. Hugely emphatic on positioning, and all the work up and downstream from it. While short and colloquial, not the smoothest read for some reason. Super valuable though.
November 13, 2017
I love the mindset instilled in this book to focus on positioning and expertise, though I wish there was more of the actionable advice found in the second half of the book rather than the justification for it found in the first half.
April 5, 2020
I read this book with a pen in hand and underlined so many passages. Invaluable insight for my small agency that I will return to again and again. David Baker speaks directly to my concerns as an agency owner and knows my psyche, too.
April 30, 2020
Excellent counsel with exercises and opportunities to look at your career and question its value. A higher perspective born from decades of working with hundreds of agencies and businesses provides sound advice and a path toward a better purpose.
June 7, 2020
The kind of book that not only has the information you need but also practical examples and a way to apply it. I have heard about most of the info before, but the bits that I haven't heard... they are just gold!
November 21, 2020
I found myself reading this book in stops and starts because it gave me so much to think about. I needed to process the information and act on it. David writes in a deceptively simple manner, allowing him to convery deep insights in very few words. Highly recommended.
November 27, 2020
Classic 2Bobs material (at this point is difficult to determine where does Baker starts and Blair ends and viceversa). It may look like a collection of blog posts (sometimes a little bit repetitive) but it's totally worth it anyways.
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