There’s a familiar saying that people don’t care how much you know until they know how much you care.

It’s a good reminder, especially for anyone who works with customers or clients.

But there’s another side to it. If people are going to trust you with their money, time, business, or an important decision, they care very much how much you know.

Being kind, responsive, and pleasant matters. So does competence. Nobody wants to hire a friendly accountant who doesn’t understand taxes or a warmhearted contractor who can’t finish the job.

The challenge is demonstrating your expertise without turning every conversation into a sales pitch or a lecture. Here are five ways to do it.

Answer real questions—and share valuable information.

Pay attention to the questions you hear repeatedly. Answer them in blog posts, newsletters, short videos, or conversations. Offer a useful checklist, a webinar, a practical guide, or a free introductory consultation with clearly defined limits. Skip the jargon and give people something they can actually use. Don’t make the useful part a tease for the sales pitch.

Helping someone make a better decision—even if they never become a customer—shows both what you know and how you treat people.

Write a book.

A book gives you room to explain your approach and share your knowledge in an organized, lasting form. It doesn’t need to be a massive volume, and it certainly shouldn’t be a long sales brochure. Focus on a problem your prospective customers face and offer thoughtful, practical guidance.

Writing a book doesn’t automatically make someone an expert. But a useful book makes expertise visible. It gives prospective customers an opportunity to evaluate your knowledge, your approach, and your way of thinking before they decide whether to work with you.

Give people evidence, not just claims.

Anyone can say, “We deliver outstanding results.” That doesn’t tell a prospective customer much. Describe a problem you solved, the choices you considered, and what you learned. Specific examples are more useful than grand promises. Of course, respect confidentiality and get permission before sharing a client’s story.

Testimonials and referrals can reinforce what you say about yourself. A recommendation is more convincing when it explains what problem you helped solve than when it simply calls you wonderful. Relevant credentials can help, too, particularly when they relate directly to the work you do.

Know when to say, “I don’t know.”

Nobody knows everything. If a question is outside your expertise, say so. Explain how you would find a reliable answer or refer the person to someone better qualified. That honesty can be a stronger demonstration of judgment than a confident answer you can’t support. People need to know they can trust your limits as well as your strengths.

Demonstrate your expertise by asking better questions.

Someone who truly understands a field often knows what to ask before recommending a solution. Ask questions that uncover the real problem, not just the one the customer mentions first. Listen to the answers. Explain the options and tradeoffs in plain language.

Sometimes the best way to show what you know is to explain why a particular solution isn’t right for someone.

Credibility grows when people see that you understand your subject, communicate clearly, and use your knowledge to serve them well.

They need to know you care. And they need to know you know what you’re doing.