Do you have a rock star team?

Or do you call yourself an expert. I never do. In fact, I cringe when I hear someone say it about themselves. What does “expert” even mean? And who gets to decide when the title applies?

The truth is, most of us are far more comfortable when others describe us as knowledgeable than when we announce it ourselves. Research backs this up: studies in social psychology have consistently shown that humility creates trust, while self-aggrandizement often triggers doubt. One paper from the Journal of Positive Psychology (Owens et al., 2013) found that leaders who displayed humility — acknowledging their limits and giving credit to others — were rated as more effective and more likable by their teams.

This matters, because authority and influence don’t come from the titles we claim, but from the credibility others grant us. There’s a big difference between real authority (earned through demonstrated skill, consistency, and impact) and self-promotion that rings hollow. People can spot the difference instantly.

Robert Cialdini, in his work on persuasion, identifies liking as one of the six principles of influence. We are more likely to follow and be persuaded by people we like — and few things increase likability more than humility. Someone who positions themselves as a perpetual learner, open to growth, is easier to trust than someone who insists on being the “expert in the room.”

So, do I call myself an expert? Never. I’d rather let others decide, based on what they take away from my work. Because at the end of the day, authority isn’t claimed — it’s granted.