Own being the expert
There's a reason people want to work with you.
This topic comes up a lot in my client work and the founder networking groups I’m a part of. Almost every woman business owner I meet has left a corporate career working for other people, often with a decade+ (or more) of experience.
In other words, they’re supremely talented in their areas of expertise, having honed their talent via their previous employers. It’s why people seek them out and are excited to be introduced to them now that they’re running their own show. Potential clients see the value and want the magic only they can deliver.
I suspect that when you stop and think about it, the same is true for you.
And yet… perhaps like them, you’re not fully owning that role.
Not claiming your position as the expert you are.
So that you produce the best possible outcome for your (potential) client.
What stops you from owning that you’re the expert?
Oxford Languages defines the word “expert” as:
“a person who has a comprehensive and authoritative knowledge of or skill in a particular area.”
Now that you’re running your own business, you’re taking the authoritative knowledge and skills you previously used in service of other companies and creating your business, in which you use both in service of your clients.
To successfully make the transition, there’s a mindset shift that’s required.
Whether you’re moving from being an:
employee to business owner, or even a
freelancer to founder
And people can get stuck making these transitions.
Often, it’s due to imposter syndrome.
It feels like you’re playing dress-up and pretending to be an adult, but in this case, it feels you’re playing at being a business owner.
Know that this is pretty common — most people operating their own businesses for the first time experience this.
Be aware of it. Learn to recognize its voice and acknowledge it. But don’t let it hold you back from showing up as your full expert self. Will it be uncomfortable at first? You bet. But that will diminish over time.
One great way to counter imposter syndrome is to create a “brag list.” Open a Google or your journal and write down every amazing thing you’ve done in your life — business and personal — and keep adding to it. Pull it out and read through it when you need to be reminded of how awesome you are and how much you know your $hit.
Sometimes, it’s a matter of still expecting someone else to take the reins.
The challenge is that this can be so subtle, you don’t realize you’re doing it — expecting someone else to make the decisions, to steer the ship.
Whether it’s not being the one to recommend the scope of services that will best deliver the results your prospect is looking for or allowing your client to turn everything into a “fire drill” when it doesn’t need to be. Or not making a decision to improve the financial position (like raise your rates) or make a very necessary hire.
Look out for these signs in your business development calls and client interactions, and in the resulting friction points in your business.
Why owning it matters.
When clients and prospects engage you to help them solve a problem or take advantage of an opportunity they’ve developed, they’re doing so because they trust that you can deliver.
And when you don’t own your expertise and what you bring to the table, you’re not operating at your full capacity for your client.
This means you’re not optimally delivering your services, thereby getting lesser results than you would if you showed up as your full expert self.
Read that again.
How to shift this.
Start by doing an honest self-assessment to see where you’re at when it comes to owning your expertise.
You can do that by asking yourself:
Who’s actually leading the discovery call (who’s in control)?
Are you allowing yourself the time, ideally over multiple calls, to get the information you need to prepare a proposal that serves the needs and helps them reach their goals?
Does your proposed pricing reflect the value you’re delivering while financially serving your business or is it based strictly on the client’s budget?
Who sets the timeline for the work — whether the engagement is a project or a months-long retainer
When you’re working with a client do you have boundaries around your availability?
Who sets the communication plan and meeting frequency?
As well as turnaround time and due dates?
Are you 100% proud of the work you and your team are producing for your clients?
Do you receive positive feedback?
The answer to these questions will give you a sense of whether you’re owning being the expert or holding yourself back and playing small.
Your best self, your best work.
When you bring your years of experience and your expertise to these key areas of business development and client management, you position yourself as a partner to the (potential) client.
Which gives you the opportunity to do what you do best on their behalf.
If you’re not already there, take one step at a time. Big changes don’t happen overnight.
And make sure to acknowledge your efforts as you move into this role.
Until next time.
Katherine
ICYMI
For me, it was the reminder that I have been new to being a full-time coach and consultant but that I had 25 years of experience that I was bringing.