Never become so much of an expert that you stop gaining expertise. View life as a continuous learning experience.
You must continue to gain expertise, but avoid thinking like an expert.
True intuitive expertise is learned from prolonged experience with good feedback on mistakes.
"True expertise is the most potent form of authority."
To succeed as a team is to hold all of the members accountable for their expertise.
People who have expertise just love to share it. That's human nature.
An expert is a man who has made all the mistakes which can be made, in a narrow field.
Developing expertise or assets that are not easily copied is essential; otherwise you're just a middleman.
Often a sign of expertise is noticing what doesn't happen.
View life as a continuous learning experience.
I offer my expertise and experience for hire in order to help a group of people reach the summit.
Be warned that being an expert is more than understanding how a system is supposed to work. Expertise is gained by investigating why a system doesn't work.
An expert is one who knows more and more about less and less.
If we're able to identify our own ignorance, we can identify someone else's expertise. We learn how to listen to each other. And that is the foundation of human understanding.
Very narrow areas of expertise can be very productive. Develop your own profile. Develop your own niche.
In the new organisation, power flows from expertise, not position.
Rank and expertise do not necessarily coincide.
Often, we are too slow to recognize how much and in what ways we can assist each other through sharing expertise and knowledge.
Don't get roped into talking about something that you don't really have passion for, and don't get roped into something you don't have expertise in. Why should somebody listen to you? If you're going to take somebody's time, you better deliver.
Incompetence is certainty in the absence of expertise. Overconfidence is certainty in the presence of expertise.
Experts don't know exactly where the boundaries of their expertise are.
One person can't know or like everything, so an editor needs collaborators whose opinions and expertise he values and can trust.
The key to branding, especially for smaller firms, is to focus on a limited number of issue areas and develop superb expertise in those areas.
Outside of their particular area of expertise scientists are just as dumb as the next person.
One of the problems with expertise is that people have it in some domains and not in others.
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