Public Expertise for Research Organizations

Scientific Trust vs. Public Expertise?

Is there a conflict between a) making a public pledge about the goals you’re pursuing as an expert and b) being true to the scientific pursuit?

If there were, would it matter?

David Chapin, list member and CEO of Forma Life Sciences Marketing, sent this response to my email last Tuesday on setting a course for your public expertise:

This dichotomy (between stating your goals and staying true to the supposed core tenet of science — which is that we’ll only follow the facts, and not be twisted by confirmation bias) seems pretty significant to me.

How to Become a Public Expert

Most experts struggle to define what their expertise means publicly.

Which means the public struggles to understand most experts’ value.

By “means publicly,” I don’t mean “how other experts define your expertise.” I mean: how you as an expert translate your expertise into something the public can understand and use — solutions, a paradigm, a new frame that addresses a challenge the public cares about (or should).…

Thought Leadership: A Useful Definition

“Thought leadership” is like sardines: often mediocre, terrible reputation but amazing and great for you if sourced and prepared properly.

Of course, that’s not the marketing campaign you’d want for what is — and let’s face both parts of this — an atrociously named but essential content genre experts use to communicate with the rest of us.…

Eight Myths of Thought Leadership

There are more than eight, of course. But these are the ones I encounter most often:

Thought leadership is about getting your audiences to think differently. It’s much more about getting you in the habit of thinking differently — about the intersection of your expertise and the world, what your arguments and POV really are, whether they hold water, how you’ll revise them in response to criticism and how you are going to listen as deeply to your audiences as you want them to listen to you.…

The Problems with Training

There are two kinds of research organizational leaders: those who want communications training for their organization’s researchers, and those who don’t believe training works.

Here’s the weird thing: More often than you’d think, they’re the same person.

The typical communications workshop for researchers can yield non-communication benefits (increasing cohort cohesion, making researchers feel more valued or improving a specific talk or presentation).…