If we involve experts to give us input, then we shouldn’t contradict or gainsay them when they come up with inputs that don’t match our original vision or assumptions.

I can’t think how many times I’ve heard experts give their insight and then – when it’s not conveniently aligned with the company’s or the boss’s outlook – be contradicted by sycophants trying to curry favour with the business leaders.

That’s crazy, will result in poor business outcomes, and wastes everyone’s time.

By the same token, intelligent interrogations of the expert are absolutely a good idea. Trouble is, managers often ask the expert pointless or naïve questions just to be seen to be keen and engaged. Equally, many experts by a complete inability to say “I don’t know”, even if they don’t!

The answer is usually a talented manager/facilitator in each such meeting or consultation who is able to shut down daft, posturing queries from management, but also keep a focus on extracting precise answers from the experts… or teasing out a rare admission of “I don’t know.”