A few years ago, a colleague asked me, “What’s the best way to correct someone when they’re wrong?” The answer depends on what you are trying to accomplish. If an SME is only interested in being right, then the best correction is, well, no correction at all. It’s almost always a bad idea to correct people. SMEs should do it rarely, which means almost never.
Just because people get things wrong doesn’t mean SMEs should jump in with corrections; doing so is typically counterproductive. The question asked by my colleague smacks of arrogance and condescension. He may as well have asked me, “What’s the best way to correct someone when they’re wrong and I’m right?” After all, that is what he was implying. Sadly, some SMEs feel the need to correct every falsehood and remedy every misconception. The counsel I offered my colleague was simple: “Don’t correct people. Don’t do it. Don’t do it. Don’t do it!”
It’s not the duty of an SME to correct people. As mentioned previously, the duty of an SME is to build trust, establish mutual vision, and ensure delivery. Rarely do corrections contribute to those essential goals, and if a correction does not advance any of those three objectives, then there’s a good chance it is motivated only by the pride and arrogance of the SME. Once again, don’t do it.
On those rare instances when a correction is warranted, there are three important ingredients that it should include. First, if you must correct someone, you should enlighten rather than condemn. Your correction should reveal knowledge, light, and truth. It should increase people’s confidence and broaden their perspective. Corrections from SMEs should lift, not diminish, and complement, not condemn.
Obviously, corrections are prevalent in certain professions. Teachers and coaches are expected to correct their pupils. Students cannot improve if they do not obtain corrective feedback from experts. But an SME must be motivated by love for their student, not by any arrogance or sense of superiority.
Second, your correction should be concise and actionable. The person being corrected should be crystal clear about what is wrong and how they can fix it. If the SME is not clear about what is wrong and how the error can be remedied, then there is little the other person can do with the correction. Sometimes just knowing something is wrong is better than not knowing, even if you don’t know what to do about it. But your words as an SME will be much more effective if you can be concise about the problem and actionable about the solution.
We should also note that there is a difference between correcting people’s ideas and correcting their actions. Actions follow ideas. When someone’s behavior is in error, it is usually because they hold the wrong ideas. So, corrections should focus on ideas before behavior. It is more effective to correct the ideas that govern behavior than it is to correct the behavior itself. Teaching correct ideas will do more to change behavior than just focusing on the behavior. So, first correct the ideas. Then, if necessary, address the actions.
Finally, an SME’s correction should be followed by an increased measure of empathy and support for the person who was corrected. People who are corrected, especially unexpectedly, will react negatively. Many will resent it and brand you as their enemy. Consequently, it is wise to prove otherwise. We live in a time when being told you are wrong is interpreted as being told you are stupid. Show the people you correct that you like them, that you care for them, and that your actions are in their best interest.
As a caveat, it is worth pointing out that corrections will be more effective if they come from an SME who has moral authority. If your life is consistent with your own advice, then you will be believable. No one likes a hypocrite. If people know you won’t accept your own criticism, then your guidance will be in vain.
In conclusion, don’t correct people unless you must. Do it only if it adds to trust, vision, or delivery. On the rare occasions that you do correct someone, lift them up, be clear and actionable, and follow with empathy and support—and do it from a position of moral authority. But most of all: Don’t correct people. Don’t do it. Don’t do it. Don’t do it!
