Satyajit Das writes in Traders, Guns, & Money, that with financial advisors selling complex products, "The problem was that if you could really understand the difference between good and bad advice then you really didn't need advice."
Evaluating a high level expert is the same kind of problem. If a company needs to hire a computer programmer who is good at perl, they might not have anyone there who can evaluate the competence of the programmer.
The easiest way to evaluate the expert is to look at what they've done. It doesn't hurt to look at the relationships they formed at their last few workplaces.
I (think I) found a copy of the NAB online, and in Matthew you find Jesus saying,
7.15 Beware of false prophets, who come to you in sheep's clothing but inwardly are ravenous wolves. You will know them from their fruits. Are grapes gathered from thorns, or figs from thistles?
That's easier for spiritual leaders than perl programmers. With the latter, the big problem becomes whether the expert is trying to pass off someone else's results as their own.
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