Last week I talked about breaking down business silos and getting different departments to work together on user experience. That kind of cross-functional collaboration can feel like an uphill battle, especially when you're trying to shift organizational culture. So, today I want to share a powerful shortcut that can make your life considerably easier: building your credibility internally by looking outside your organization.

I know that sounds counterintuitive. When you're fighting to change culture from within, why would you spend time looking outward? But external validation can accelerate your progress in ways that internal efforts alone cannot.

Two ways external focus builds internal credibility

External validation falls into two broad categories, and both matter.

First, when you're making arguments about how things should be done, external evidence adds weight. Every time you express an opinion or recommend a direction, you want data, case studies, or expert quotes backing you up. This transforms your suggestion from "here's what I think" into "here's what the evidence shows."

Second, your personal reputation matters. If people outside your organization respect you, people inside your organization will take you more seriously. An external reputation builds internal credibility faster than almost anything else.

Let me walk you through practical ways to leverage both of these categories, starting with that first one: backing up your arguments with external evidence.

Use AI to back up your arguments

I use Perplexity constantly to find supporting evidence for positions I'm taking. I've even done quick searches during meetings before expressing an opinion. Whether you're in a presentation, a meeting, or writing a report, never just state something and expect people to accept it.

Try a prompt like "provide me with statistics that reinforce the argument that UX design provides tangible business benefits." In seconds, you'll have credible sources to cite, especially if selecting academic sources as the search parameter.

The principle applies to any argument you're making. Always have evidence ready.

But data and research aren't the only forms of external validation you can leverage. Sometimes the most powerful external voice is an actual person.

Bring in external experts strategically

As a UX consultant, I'm often brought into organizations where the internal UX team is just as skilled as I am, sometimes more so. Yet they still hire someone like me. I've thought hard about why that happens, and I see three reasons external experts add value:

• Authority from cost. Your salary is a hidden expense that nobody sees regularly. When leadership hires an external consultant, that cost is visible and immediate. Because they've just spent money, people feel they need to listen. It's not entirely rational, but it's real.
• Second opinions carry weight. When an internal team member and an external expert share the same view, that consensus matters to senior management. Two voices saying the same thing are harder to dismiss.
• Impartiality on sensitive topics. If you're asking for more resources or budget, you might appear self-interested. An external expert making the same recommendation seems objective.

If you don't have budget for consultants, you can still reference external experts. People like me publish content constantly, and you can cite that work to reinforce your arguments.

Expert voices carry weight, but they're still qualitative. If you want to make an argument that's truly hard to dismiss, you need numbers that show how you stack up against the competition.

Benchmark against competitors

External benchmarking gives you objective comparisons that stakeholders understand. This works the same way NPS scores do in marketing: they let you measure your performance against competitors in your sector and beyond.

For user experience specifically, I recommend the System Usability Scale. You can run this standardized test on your own website and your competitors' sites, then compare scores. This creates a compelling, numbers-based argument that cuts through subjective debate.

Recognized benchmarking tools give you credibility that opinion alone cannot provide.

Outie's Aside

Everything I've shared so far applies whether you're in-house or external, but if you're a freelancer or agency working with clients, external validation becomes even more critical because you don't have the luxury of building credibility over months or years in-house.

When you walk into a client project, bring evidence with you from day one. Reference industry benchmarks, cite recognized experts, and show case studies from similar organizations. Your clients are paying you precisely because you have that external perspective, so lean into it.

The System Usability Scale I mentioned works brilliantly in client work. You can demonstrate objectively where their site stands compared to competitors, which makes conversations about improvements much easier. Numbers cut through internal politics in ways that opinions cannot.

Now, all of these tactics rely on external sources and voices you're borrowing. But the most powerful form of external credibility is the kind you build yourself.

Share your expertise publicly

I'd encourage you to go further and start building your external reputation actively. Publish that digital playbook you've been working on. Gov.uk did exactly this, and when people across the industry started referencing and discussing their work, it built massive credibility for them internally.

They took it a step further by entering their website for awards. When they won the Design award in the UK, one of the most prestigious design awards in the world and a first for a website, their internal credibility skyrocketed.

Think about ways to get external recognition. Speak at meetups. Write articles. Share your work publicly. That external visibility translates directly into internal influence.

When you combine external credibility with the internal relationship-building and culture change work we've been discussing, you create momentum that's hard to stop. You're not just one voice inside the organization anymore. You become someone whose expertise is recognized beyond your company's walls, and that changes how leadership sees you.

Next week I'll tackle a question that inevitably comes up once you start building this credibility and pushing for change: how do you actually prove that UX work delivers value? We'll look at practical ways to quantify your impact and show ROI to stakeholders who care about numbers.

Paul