If You Are Not a Subject Expert…

I was once assigned to help a group of NASA engineers to put together a document describing how the purchase of new equipment would make networking at NASA more efficient. My client set up a meeting for me with the engineers without explaining to them who I was and what my function would be. I got there and could immediately read on their faces: “Who's this guy?”

My first task had to be to establish my credibility. I told them that it's true I'm not a networking expert, but I am experienced in writing for engineers just like them. I listed the other NASA assignments I had worked on to assure them I wasn't just a public relations fluff who would turn their serious project content into superficial banter. I could see the expressions on their faces soften as I assured them of my skills and willingness to work with them as project partners.

With all I have to say about the importance of knowing thy subject, you may be surprised to learn that I don't have a formal background in science, technology, law, financial services, or just about any other subject—other than communications that I've been hired to communicate. A CIO client once told me he wanted to work with me because he knows I approach each subject without bias. That's a good thing. He believed that if I had preconceived ideas about a subject, then I wouldn't approach an assignment with an open mind. For him, my lack of subject-specific knowledge is an asset because I can explain complicated subjects to nonspecialists in everyday language. A little knowledge can be dangerous—the failure to recognize something as too technical for nonspecialist audiences can creep into your writing without you realizing it.

Although I've made a career out of writing about subjects in which I have no formal training, I've always done my best to learn as much about my topic as I could before sitting down to write. Typically, the first step is an input session, ideally between a technical expert or experts and me. They provide specific information and I take notes. When it's a meeting specifically related to my preparation of a communication product, I am free to ask as many questions as I can, and I do.¹ Sometimes, however, I am asked to sit in on meetings where everyone in the room but me is an experienced subject pro and I don't have the opportunity to ask for explanation; these meetings can be excruciating. The best I can do is to take good notes and find a friendly face in the crowd and ask for help later as I try to piece it all together.

In either scenario, content subject experts can provide information that goes over my head. They use jargon, acronyms, and facts assuming knowledge of prerequisite subjects. The content is often intimidating. I try not to worry if I don't understand everything immediately. I use an electronic pen that records conversations as I am writing notes. When I get back to the office, I play back the recording by tapping the pen tip on a word in my notes and it goes directly to the point in the discussion to which I want to listen.² This is more efficient than a standard tape recorder. At this point I'll also initiate online work to Google terms I don't understand or to gather background information. Wikipedia is often a good source for background, but I'm careful to check footnotes and confirm anything I learn from that site.

Feedback plays an essential role as I cobble together an understanding of what needs to be communicated. I'll take a stab at drafting content and ask for comments from the specialists. I'll be persistent in tracking them down because the people I'm trying to help are inevitably too busy to talk to me. I offer them flexibility in carving out time to meet and will stay on top of them until the job is done. I'll also ask if they can direct me to someone on their staff who can help me with background. Writing about complicated topics for other people needs to be a process—there must be a back-and-forth conversation between specialist and writer. If it's truly complicated, you're not likely to gain mastery after a single input session. The specialist should be advised of his or her role and the time commitment/process up front.