We all recognize that an outsider coming in to speak or train has a degree of automatic credibility.  Even if the Human Resources Department has someone who can provide information on the same topic, there is cachet in hiring an external source.

Since I am personally one of those outside people who are brought in to train departments in productivity and time management skills or present at association conferences, it is not in my best interest to discourage you.  However I do find it intriguing that there some of the people in my audiences have a good grasp of many of the techniques that I share.  Yet no one ever asked them to mentor others. 

One drawback is, of course, the corporate culture. If you are in need of help and they are designated to assist, you may be thinking that you are smarter than they are, you rank higher in the food chain, or you are equal so what makes them think they know it all. A barrier is erected.

When looking for expert help in an area, there are more indicators than just field knowledge that would lend to being an effective internal source of help.  In a recent article (Wall Street Journal, “Who Knows What?” by Dorit Nevo, Izak Benbasat and Yair Wand, 10/26/09), the following attributes went into evaluation of experts:

—25% Extent of knowledge
—9% Currency of knowledge
—12% Experience
—9% Awareness of other resources
—12% Willingness to help
—14% Communication skills
—19% Trustworthiness

There is always a need for outside experts and consultants, who bring in unbiased focuses and new knowledge, but with today’s tighter budgets, take a look within and see if you might also be overlooking resources within your company or within your association’s membership.