PERFORMANCE TRUMPS EXPERTISE

Fazmina Imamudeen reflects on how the digital age is redefining authority

In today’s digital economy, the word ‘expert’ has taken on a curious elasticity. From business coaches on LinkedIn to lifestyle mentors on Instagram, we’re witnessing a dramatic shift in how authority is built, perceived and followed.

It’s not that expertise is dead but it has certainly been redefined.

The rise of self-made thought leaders and personal branding strategists raises important questions for the business world. Are we confusing visibility with value? Has confidence replaced credibility? And if so, what are the implications for decision making in leadership and enterprise?

This is not a critique of individuals but a review of how digital platforms shape what and whom we trust.

There’s a strong argument in favour of the current scenario because the internet has democratised access to knowledge. Expertise is no longer reserved for a privi­leged few with academic credentials or traditional titles.

People who have gained experience from unconventional journeys and enjoyed real world success now have a platform; and in many cases, their insights are practical, relatable and refreshingly unfiltered.

This shift has brought new voices into conversations that were once closed. It encourages diversity of thought and inspires professionals to learn from their peers as well. In that sense, the erosion of traditional notions of expertise has opened valuable new perspectives.

But there is a flip side too…

While anyone can claim to be an expert and platforms reward the most confident rather than the best qualified, how do we distinguish between informed insights and polished opinions?

Social media algorithms are designed to promote content that engages rather than assesses accuracy or depth. And often, the most engaging content is the most simplified, sensational or emotionally resonant.

This creates a system where those who speak boldly and consistently – regardless of depth – gain traction.

In this environment, it’s easy to mistake performance for expertise. Polished posts, viral quotes and carefully edited videos can create an impression of authority; and over time, perception can become reality.

And the business world, which increasingly relies on digital platforms for networking and thought leadership, is not immune to this.

Perhaps the challenge lies in our own evolving definition of expertise. In the past, it meant formal education, years of experience and peer recognition. Today, it could also mean digital fluency, relatability and the ability to articulate ideas in an accessible way.

That isn’t necessarily a bad thing – because communication is part of competence. But clarity shouldn’t replace rigour (since we need both) and we mustn’t stop asking the right questions.

In a business context, that means being aware of how we’re sourcing insights and whether we are prioritising delivery over depth. It also means recognising that real expertise often comes with nuance, hesitation and context – not only confidence and clarity.

The solution isn’t to dismiss new voices but listen with discernment – to embrace the accessibility of digital expertise while maintaining a healthy level of scrutiny. This means cross verifying claims by asking who is endorsing the advice and examining the track record behind it.

It involves distinguishing between a personal story and a novel strategy, and recognising that a lived experience – while powerful – isn’t always universally applicable. Valuing humility is also vital because true experts often acknowledge complexity. Therefore, absolute certainty in a nuanced world should be approached with caution.

As such, the role of leadership is not to silence new voices but develop a culture of critical engagement. This means question-ing sources, cross-checking facts and encouraging open discussions rather than arriving at hasty conclusions.

It also means accepting that real expertise carries nuances, humility and an awareness of complexity.