I learned that lesson after I glanced at my mortgage statement one month. I typically add a little extra to each payment so I can whittle down the loan faster and save on interest. (Another good reason for taking charge of your finances—but that’s another story.) Usually any overpayment is assigned directly to principal, reducing my loan balance.

But that’s not what happened this time. According to the statement, an extra $110.53 of my most recent payment was assigned to escrow—the funds the bank sets aside for property taxes and home insurance.

I was surprised, to say the least. I hadn’t been told there was to be an increase in escrow. But I assumed there must be some reason for the change. After all, what do I know about mortgage amortization and escrow accounts? I shrugged it off, but made a mental note to check my statement again the next month.

Again, the same increase in escrow.

I called the bank to ask why this allocation that I did not understand had been made for the last two months. To my amazement, I was told that the bank had simply made an error in allocating my payment.

Had I let this error stand, I would have paid more interest on my mortgage than I should have—at least until the end of the year, when hopefully the surplus in the escrow account would have been noticed. (Or would it?)

So why am I telling you all this? Because this incident illustrates several important principles of generalism:

Value your own knowledge. The first time I noticed the discrepancy on my statement, I knew it wasn’t right. But I didn’t trust my own knowledge. I just assumed the bank employees knew what they were doing. After all, they’re the experts in money matters, right? Well, yes, but they’re also human and can make mistakes.

Take ownership. When the error occurred, no one at the bank noticed. To them, it was just one little blip in a sea of numbers. But it’s my home, my mortgage, and the payments come out of my budget. So it’s my responsibility, as the owner in this situation, to keep a close eye on what’s going on.

Become empowered. The second time I noticed the discrepancy, I empowered myself to do something about it. In other words, I picked up the phone and called the bank. Some people might not have bothered. Why deal with all that hassle just to save a few bucks on interest? You can decide for yourself, but here’s what I know: Wealthy people didn’t get that way by allowing someone else to make mistakes with their money.

Hold experts accountable. Although it’s my responsibility to take charge of my money, the bank also has a responsibility: to handle my funds properly and according to my wishes. Once I pointed out the error, I held the bank accountable for fixing it. The surplus from the escrow account was applied to the loan principal, reducing the balance and saving me interest.

Not reading your banks statements saves time. But allowing someone else to manage your money—especially an impersonal institution like a bank—can cost you. Is it worth it? Not in my book.

Since we’re so reluctant to ask doctors about big things—like how to keep from going to an early grave—it’s no surprise that in many cases, we don’t even consider asking them about little things. We worry about looking stupid, or wasting the doctor’s valuable time, or not making the best use of our rare opportunity to talk to a medical professional. So instead of asking a series of questions to verify and clarify the instructions we’ve been given, we nod, feeling that we should understand, whether or not we actually do.

Case in point: During his initial visit with a new HMO physician, my husband Steve was advised to monitor his blood pressure at home. The doctor recommended purchasing a blood pressure cuff, and he mentioned that a well-known drugstore chain—let’s call it Store A—carried them. He didn’t explain why he specified Store A, and Steve didn’t bother to ask.

As it happened, the doctor also gave Steve a prescription that was called in to a different drugstore. On his way home, Steve decided to save time by picking up a blood pressure cuff at Store B along with his prescription. He didn’t think the brand mattered, and the doctor hadn’t said anything about Store B one way or the other.

At a follow-up visit a few weeks later, the doctor was surprised and perplexed to hear that his patient had purchased Store B’s blood pressure cuff. It turns out that this brand of cuff isn’t adequate, at least in the doctor’s view. “You should return it,” he said, reminding Steve that he had specifically directed him to Store A.

My point here isn’t to tell you which blood pressure cuff is better. (Ask your own doctor.) I’m telling this story to encourage you to do what my husband didn’t: Ask experts to explain their advice.

Don’t worry about looking dumb. Don’t assume you already know the answer. Just ask.

Like Steve, many of us go astray when we make assumptions. At the initial visit, my husband heard and understood what the doctor said. But he thought the doctor was just giving an example of where to buy the cuff, not steering him toward any particular brand.

The doctor also made incorrect assumptions. He took it for granted that Steve would hear his words as a recommendation to buy Store A’s model. He further assumed that Steve would do exactly that, not choose some other option. Had he been a better communicator, the doctor might have clearly stated that he thought Store A’s model was the best choice, then taken a moment to explain why.

But Steve can’t control how well his physician communicates—and neither can you. What you can do is use your generalist skills to improve your communication with medical professionals and, as a result, your health (which you own). Remember these points:

• Allow yourself to be important enough to ask questions and get them answered.
• Just because you don’t see a reason for a particular instruction, don’t assume there is none. There might be a very good reason. Find out what it is.
• When receiving instructions, picture carrying them out and anticipate what your actions will be. If for any reason you might not be willing or able to follow the instructions exactly, explain why and ask, “Would it be okay if I . . . ?”
• Don’t leave the office until your questions have been answered and any issues resolved. Yes, the doctor’s time is valuable, but you are paying for that time and should receive the appropriate value. What’s more, your time is valuable as well—as is your health.

In any construction project, all of the technical experts work hard in their own areas of specialty. But without a generalist who can see the big picture, coordinate the various technical aspects, and keep everyone focused on the needs of the owner and end user, sometimes the entire project suffers. I experienced such an example recently at a new medical center and emergency care facility near my home.

I was scheduled for a medical test at the center, which had been open only a short time. I’d driven past the facility during construction and observed people gathering for a tour just before it opened. However, without a need to visit, I hadn’t actually seen the facility up close.

I pulled into the parking lot in plenty of time for my appointment and drove toward what I assumed to be the main entrance. However, as I neared it, I saw that it was marked by a stone pillar with a large, red, illuminated “EMERGENCY” sign.

Life experience says that one never takes up space associated with emergencies (or handicapped access) when not necessary. So I drove to the other end of the facility in search of the medical center entrance. All I saw was a small, unmarked door on the side of the building. I drove across the front of the building a second time and found no other entrance.

Since the emergency entrance was the only obvious public door I could find, I returned to that area and parked. All told, I had wasted ten minutes trying to find the entrance. And if people can’t figure out how to enter a building, why build it in the first place?

When I walked in, no one greeted me; the reception desk was unattended. I saw no signage indicating where to report for the test I had scheduled. Looking through a glass partition to my left, I could see a sign saying “Emergency Triage” over a glass window. Clearly that was not where I wished to be. So I waited ten minutes until someone returned to the reception desk and asked to assist me.

Upon inquiring, I learned that, yes, this was the correct entrance (there is only one). And I wasn’t the only patient to have trouble figuring that out. I was told that some individuals had used the unmarked door on the side of the building, unexpectedly entering physicians’ offices by mistake because of the unclear signage.

Apparently, the general contractor had allowed the signage contractor to design and install signage without a Three Bears test. By that I mean the process of analyzing proposed solutions and judging which one is “just right” for the intended user. (Read more about how generalists use the Three Bears test.)

The signage chosen for this facility may have been the right choice for paramedics and people needing emergency care. But it didn’t address the needs of another key group of users—patients like me, who come to the facility for tests and other appointments.

This construction project could have used someone with strong generalist skills to advocate for the end users, place a high priority on their needs, and ensure that those needs were met. One would think a “general” contractor would be able to coordinate (read “generalize”) at a high level. Good ones do!

In a recent meeting, the managers of a construction project discussed making a change requested by the property owner. The owner wanted to install a fence to protect part of the perimeter. The construction manager directed a subcontractor to execute the change, in spite of the subcontractor’s concerns that installing the fence could harm several mature trees on the site. Because the project had been contentious, with more delays than one would prefer for a project on a fast track, the senior project managers were inclined to direct the fencing subcontractor to simply do as he was told and be done with it.

But a young project manager at the table saw it differently. He recognized that in this situation, landscaping and environmental concerns should take a higher priority. He knew that the success of the overall project would be compromised if the facility opened with large, dying trees along one side of the property. Because surely when the owner saw them, he would focus on the problem, not the improvement he had requested. And he would rightly ask why his construction manager did not tell him of the risks and propose an alternative solution.

The young project manager was less seasoned than his colleagues, and perhaps he was viewed as less educated, since his degree was not in engineering. However, out of all the professionals in the room, he was the only one who “got it.” Instead of narrowing his focus to what initially seemed to be the most important issue—how to meet the owner’s desire for a fence—he was able to step back and see the bigger picture. He understood the need to address all aspects of the issue and achieve the best overall outcome. In other words, he has the skills of a generalist.

This young man consulted his confidants in the project and the industry to determine how he, as a junior professional, might help facilitate a better solution. Working through his superiors, he ultimately was able to get a recommendation from the fencing contractor outlining the risks and forcing everyone to see the forest, not just the trees (no pun intended).

This generalist approach to the problem will result in a more successful project. And throughout his career, this young person will be a leader by using generalist principles and approaches to solve problems.

My most recent surgery is a fairly typical example. When I asked to discuss scheduling arrangements, the surgeon referred me to his scheduler. His physician assistant (PA) was responsible for general medical and procedural questions. His nurse was responsible for preparation for the surgery.

Because I was aware of the team approach, I was not annoyed that the surgeon didn’t take the time to discuss scheduling arrangements with me. However, the division of duties is not necessarily clear to many patients. Hence the growth of professional patient advocates, who help consumers navigate the health care system.

My husband and I could have used a patient advocate a few years ago. When we moved to Indiana, Steve, who has some chronic conditions that require careful monitoring, sought out a physician for his routine medical care. He called a local practice that was accepting new patients and was given an appointment.

When he arrived for the appointment, Steve was informed that he would be seeing “Dr. Joe” instead of the physician whose name was on the practice. “Dr. Joe” continued to be the primary source of Steve’s medical care for the next several years, including a rather harrowing episode of gallstones.

At some point during all this, Steve learned that “Dr. Joe” was not, in fact, a physician, but a physician assistant. And he was the only care provider Steve had seen in that office. So essentially, my husband had not been examined or treated by an actual physician in over three years.

I’m not opposed to receiving care from physician assistants, nurse practitioners, and other medical professionals who are not physicians. But I do want to know exactly what credentials my heath care provider has.

Perhaps “Dr. Joe” had a PhD; I don’t know. But I believe that referring to an individual without an MD as “doctor” in a clinical setting is misleading and inappropriate. It gives the impression that patients are being treated by an individual with a medical degree and the expertise that implies.

Steve and I learned a valuable lesson through this experience. When it comes to the professionals who provide our medical care, it’s our responsibility to know with whom we are dealing.

At one point, the architect asked me about the wall separating the great room from the bedroom wing. Did I want 5/8-inch or 3/4-inch drywall installed, and did I want it screwed or nailed? My stomach lurched—a familiar sign that I had no idea what he was talking about.

After that momentary gut reaction, I replied that I simply wanted a wall like the one next to me in his office, one that I could paint or wallpaper and that would separate the great room from the bedroom area. He snorted at me, and we went on from there.

I don’t really remember what wall specification we eventually decided on. But I do know that the architect was not as smart as he thought he was. When the house was complete and I moved in, I discovered that the noise from the large, high-ceilinged great room echoed into the bedroom area. This terrific entertainment space was unusable if someone was trying to sleep at the same time.

It became obvious even to me—the dummy homeowner—that the architect had not asked the right questions. The pertinent question in that situation should have been, “Do you want this wall to be soundproof?” The architect, while well trained and having a good reputation, simply didn’t design a space that was usable for its purpose.

This incident taught me valuable lessons about working with specialists. The next time you’re in a similar situation—faced with an expert who overwhelms you with decisions about details—remember these principles:

• Take ownership. Anytime you call in an expert, remember that he or she doesn’t “own” the situation or problem—you do.
• The owner’s needs come first. Experts have specialized knowledge, but that doesn’t make them superior. The owner’s needs—your needs—are always of prime importance.
• For the owner, deliverables are more important than details. What mattered for me was not the specifications of how the wall was built, but the characteristics of the finished product. If the specialist starts with details, steer the conversation toward the describing the desired results.
• Don’t let the specialist drive your expectations. Experts may not have your full interests in mind. After all, they’re only human and, like all of us, operate from their own frame of reference. Only you can determine which considerations—price, sturdiness, durability, soundproofing—are most important to you.
• Hold the specialist accountable for all of your needs. Let the expert know what you want and what your priorities are. Make it clear that you expect the finished product to meet those needs.
• Ask questions. Once you’ve explained your needs, ask the expert for help in understanding which materials and methods will best meet them.

After my experience with that architect, I’ll never build another house that doesn’t include proper sound insulation where needed. More important, I’ll never again believe that an “expert” knows more about my needs than I do.

Generalists trust in themselves and what they know about the world. Here are five household names who have done it well:

Oprah Winfrey. She doesn’t have a political science degree but that didn’t stop her from helping Barack Obama seal the 2008 Presidential election. She’s not a teacher but founded a successful school; not a writer but has one of the most successful magazines in the US to her credit. And the fact that she’s not a licensed therapist didn’t matter at all to the millions of people who were touched by her talk show over the years.

Steve Jobs. Most inventors are lucky to have one household appliance to their credit. Jobs’ vision brought us the computer on your lap, the iPod in your car, the iPad in your hands, and the smartphone in your pocket. Apple’s hallmark of creating relevant, functional, indispensable products is in large part due to the fact that Jobs remained personally involved and invested in each. Instead of specializing in the business of being a CEO, he was constantly learning about what people really want and need, even to the sometimes startling extreme of answering his own email.

Al Gore. Had Al Gore limited himself to specializing in politics, he would have been a footnote in history. Instead, he is the recipient of a Nobel Peace Prize, a respected author, and a dedicated environmentalist. Sometimes a generalist’s path emerges later in life, but the key point is the same—a broad knowledge base and versatile skills bring opportunity.

Martha Stewart. The name of her company, Martha Stewart Living Omnimedia, says it all. From an early career that ranged from model to stockbroker to caterer, Stewart has followed her passions to become the ultimate entrepreneur. Her taste reigns 365 days a year, from weddings and holidays to kitchen basics, crafts, and kids. If Stewart had to specialize in just one thing, it would probably be success.

Richard Branson. The ultimate modern Renaissance man, billionaire Richard Branson didn’t just start a company—he pioneered a brand. Rather than specializing in one area, Branson’s Virgin Group is at the center of over 400 enterprises, from music and airlines to beverages and cell phones. He has his hands in comic books, health care, online games, hotels, green technology, and more, and that’s just his business life. An adventurer, philanthropist, and public figure, Branson never put limits on himself, despite dropping out of school at age 16. “Business opportunities are like buses,” he’s quoted as saying. “There’s always another one coming.”

So what’s the big idea here—That only celebrities can be successful generalists? That generalism is the path to becoming a multimillionaire? Of course not. But these five individuals prove beyond a doubt that specialism isn’t the only path to success. The next time someone pressures you to focus on just one narrow field or sneers at your lack of “expert” credentials, just smile and think of Oprah.