Thought Leadership e book – 12 Experts on the Thought Leadership Challenges of 2012

Two free ebooks on thought leadership

Hi, I’ve got two great, free thought leadership e books for you.  I don’t even want your name - just go ahead and download them.  All I ask is that if you like them or feel they can add value to others please tweet about them or send your contacts a link to this page.  Thanks, I really appreciate it.

1.  The first is an ebook with answers to four critical thought leadership questions for 2012 from 12 experts in this field.  The experts include:  Bob Buday, Erica Klein, David Meerman Scott, Jeff Ernst, Rob Leavitt, Britton Manasco, Dana van den Heuvel, Matt Church, Fiona Czerniawska, Dale Bryce, Elizabeth Sosnow, Marte Semb Aasmundsen and me.  Click on this title to get your pdf copy  Challenges facing thought leadership in 2012 – the views from 12 experts
2. The second is a seven step methodology for arriving at a thought leadership positon.  It is taken from two chapters of my book: “Brand Stand: seven steps to thought leadership” which you can order by clicking on the Brand Stand book icon at the  top right of this page.  In the meantime, to download a pdf of the seven steps, click on this title  Seven steps to thought leadership – START IP eBook_

Happy reading - I’d be delighted if you have any comments/thoughts for you to share them with me on twitter @thoughtstrategy, on this blog, via a mail cbadings@cannings.net.au or via Linked In.

Yours in thought leadership.

Craig Badings

12 experts on the key thought leadership trends for 2012 – content curation

The overwhelming sense from these experts is that content curation alone does not lead to thought leadership

I asked 12 people who I consider to be leading global commentators on thought leadership as well as a couple who have produced some amazing thought leadership programs in-house over the years to comment on four critical thought leadership questions for 2012.

Inspired by their answers I couldn’t help chipping in with my own thoughts.

As a result of the overwhelmingly positive response, I have split the interviews into four different posts – one post per question.

In the New Year I will make available an e book containing all the answers.

Interviewees include: Bob Buday, Erica Klein, David Meerman Scott, Jeff Ernst, Rob Leavitt, Britton Manasco, Dana van den Heuvel, Matt Church, Fiona Czerniawska, Dale Bryce, Elizabeth Sosnow, Marte Semb Aaasmundsen and me.

This is the last post in the series and it covers their answers to question four:

Question four: Can content curation alone turn an individual or company
into a thought leader?

Bob Buday, president of Bloom Group LLC, a firm that helps professional services and other B2B companies gain market leadership through thought leadership (http://www.bloomgroup.com)

“No – especially if all you do is collect articles. There are tons of automated ways to do it without a human intermediary – Twitter feeds, Google alerts, etc.

“At the very least, content curators need to provide more value to readers than simply identifying and collecting content on a topic. They need to explain why some piece of content is worth someone’s time – what new light it sheds.

“Yet still, even if you add that kind of value – providing commentary on interesting content – playing the role of content curator doesn’t go far enough to demonstrate that you are a leading expert on a topic.

“All to say there are no short cuts in becoming a thought leader.”

Erica Klein, Thought Leadership Writer and Strategist Specializing in Financial and Technology Companies(http://www.ThoughtLeadershipWriter.com)

“This may be totally self-serving on my part, but I think aggregating content marks a company as a “me too” provider and not a distinctive brand able to offer prospects and customers real, quantifiable value.

“True thought leadership can do so much more for a company than round up content at the OK Corral!”

Matt Church, founder of the Global Thought Leaders Movement and creator of the Million Dollar Expert Program. He is the author of 5 books including Thought Leaders and his latest Sell Your Thoughts (http://www.mattchurch.com)

“In the next 36 months maybe.  But after that those who synthesise, aggregate and curate Thought Leadership will lose position. It’s about extending the conversations or contradicting them. This means you have to go beyond ‘here is a good idea’ and start to say ‘here is what I think about X idea’.

“It’s about contribution and contradiction as ways of extending an idea.  A reader reads a book and goes ‘cool’, a curator reads an idea and goes ‘how can I share that?’ a Thought Leader reads an idea and goes ‘What do I think about that?’

Elizabeth Sosnow, managing director of Bliss PR a business-to-business strategic public relations and marketing communications firm based in New York City (http://www.blisspr.com)

“I love this question – it’s one I’ve debated myself.  I think the short answer is “yes,” but the long answer is “no.”

“In the short term, curation is a way to signal to your audience that you understand industry trends and “what’s ahead.”  However, longer term, curation signals a “me, too” marketing posture.

“True thought leadership requires differentiation to succeed, so curation just isn’t enough.”

Jeff Ernst, is the Principal Analyst, serving CMO and Marketing Leadership Professionals at Forrester Research and is probably best described as a thought leader in B2B marketing and sales strategy(http://www.forrester.com/rb/analyst/jeff_ernst)

“No, content curation alone is not enough to be a true thought leader.

“For people to trust you to curate or filter content for them, they need to already view you as an authority and trust that you are able to filter through the noise to deliver the content that is most useful to them.

“At minimum, as you curate content, you need to be providing your perspectives on the content you are delivering. But ideally, you need a steady stream of your own fresh ideas and perspectives, while using content curation to supplement that.”

David Meerman Scott is one of the pre-eminent thought leaders on PR and marketing. He is a marketing strategist, keynote speaker, seminar leader, and author of the #1 bestseller The New Rules of Marketing & PR (which has been published in 26 languages) and the Wall Street Journal bestseller Real-Time Marketing & PR. He recently launched his new online book: “Newsjacking: How to Inject Your Ideas into a Breaking News Story and Generate Tons of Media Coverage”. (http://www.davidmeermanscott.com/)

“No.  While content that is interesting will be passed on, I am a perfect example as I tweet interesting content, however, some
component of original content is important.

“Content simply created by others is not nearly as valuable.”

Dale Bryce is the group manager marketing for Sinclair Knight Merz (SKM), a global strategic consulting, engineering and project delivery firm. He has been instrumental in their successful ‘client first’ thought leadership approach (http://www.skmconsulting.com/Home/)

“Content curation is an essential ingredient in the overall mix that is thought leadership.

“Great content needs to be relevant of course but it should act as a social lubricant for engagement with an audience. Ideally content is just the conversation starter; a catalyst to a real dialogue about how people might react and respond to the idea just placed on the metaphorical table. And from that first conversation, big things can come….!”

Marte Semb Aasmundsen, graduated this month with her MSc Strategic Public Relations and Communications
Management at The University of Stirling in the UK.  Her thesis was on thought leadership.

“No, I don’t think so.

“I think content curation may perhaps be a reason why critics are inveighing against thought leadership in the first place.

“Of course it is a useful way of identifying and re-branding an issue. But I think the trend will be to move towards more sophisticated thought leadership initiatives. For that to happen, a thought leader must be authentic.

“Authenticity, transparency and trust are values that will become even more important in the coming years.”

Britton Manasco is the founder of Manasco Marketing Partners which specializes in creating thought leadership marketing and sales enablement solutions. Britton produces a thought leadership strategy blog Illuminating the Future and the executive journal, Elevation Quarterly. (http://www.brittonmanasco.com/)

“Yes, but only if they are a skilled curator.

“Among other things, I have billed myself as a “connoisseur of contrarians.” I seek out unexpected perspectives and provocative points of view. By tapping into their contrarian insights of others, I’m able to generate content for my clients that truly resonates with their customers.

“I’m thrilled that I can get paid to do it.”

Rob Leavitt is a B2B marketing strategist, specializing in issues-based marketing. He is currently Director of Thought Leadership at PTC, a $1 billion enterprise software firm. (http://www.reputationtorevenue.com/)

“Definitely not.

“Curation is useful both internally (for education and customer/competitive/market perspective) and externally (to build interest, traffic, and credibility) but it is no substitute for your own content and conversation that provide strong and different points of view.

“I’m all for curation initiatives but strictly as a complement to your own more substantial research, publications, and presentations. Done well (which itself requires a great deal of work), curation can help you become a useful and valued resource for information and ideas, but if they are not your own ideas you are still not a thought leader.”

Dana VanDen Heuvel is a marketing consultant, author and speaker. He is a recognized expert on blogging, podcasting, RSS, Internet communities and interactive marketing trends and best practices as well as thought leadership (http://www.marketingsavant.com/)

“No, it can’t.

“I’ve seen a lot of back and forth on Twitter this year about this, but at the end of the day, curation is helpful and even essential.

“I often tell my clients that the best leaders don’t always have the answers, but they know where to get them, which is how the thought leader should approach curation.  Know where to get good content, know who to trust and know what your audience values but never think for a second that curation = thought leadership.

“The Bloom Group has articulated, what I believe, to be one of the staples in thought leadership discipline with their “seven fundamentals of a thought leadership point of view”, which every would-be thought leader should use to check their work. Moreover, “novelty”, that is, saying something new about an issue and “validity”, having proof, are two of the most critical points of a thought leadership position.

“Curation satisfies neither of those.”

Craig Badings – author of this blog and the book “Brand Stand: seven steps to thought leadership”, and a consultant at Sydney-based Cannings Corporate Communications.

“Find me one recognised thought leader who has attained their position as a result of curating content only.

“If you can I will be convinced that content curation can create thought leaders.

“The very nature of the term ’thought leadership’ implies original, creative or innovative thought.  In contrast, curating content implies that you are not the original generator of that content and therefore cannot claim to be a thought leader off the back of it.

“That said, I believe that curated content can play a very important role in supporting and informing a thought leadership content program. Furthermore, if the person curating the content arrives at new ideas or insights as a result of that content then it could be construed as thought leadership.”

Please download my free e book top right of this page. Follow me on twitter @thoughtstrategy and join me on LinkedIn.

12 experts on the key thought leadership trends for 2012 – outcomes

Thought leadership can deliver great outcomes

I asked 12 people who I consider to be leading global commentators on thought leadership as well as a couple who have produced some amazing thought leadership programs in-house over the years to comment on four critical thought leadership questions for 2012.

Inspired by their answers I couldn’t help chipping in with my own thoughts.

As a result of the overwhelmingly positive response, I have split the interviews into four different posts – one post per question.

In the New Year I will make available an e book containing all the answers.

Interviewees include: Bob Buday, Erica Klein, David Meerman Scott, Jeff Ernst, Rob Leavitt, Britton Manasco, Dana van den Heuvel, Matt Church, Fiona Czerniawska, Dale Bryce, Elizabeth Sosnow, Marte Semb Aaasmundsen and me.

This post covers their answers to question three:

Question three: What are the top three outcomes of a thought leadership
campaign?

 Bob Buday, president of Bloom Group LLC, a firm that helps professional services and other B2B companies gain market leadership through thought leadership (http://www.bloomgroup.com)

“One, increased awareness by your target audience that your firm possesses some expertise and a higher number of inquiries about it .

“Two, higher and faster close rates because of the ability to far better demonstrate to a prospect that you indeed do have the expertise you claim to have.

“Three, higher fees because of the ability to differentiate your expertise, and thus higher and more profitable revenue from your work.”

Erica Klein, Thought Leadership Writer and Strategist Specializing in Financial and Technology Companies(http://www.ThoughtLeadershipWriter.com)

“For my financial and technology clients, the most sought-after outcomes are:

“One, generating revenue from both new prospects and existing customers.

“Two, building reputation and brand as insightful, innovative thinkers, and lest we forget, three, establishing
the boss as a thought leader!”

Matt Church, founder of the Global Thought Leaders Movement and creator of the Million Dollar Expert Program. He is the author of 5 books including Thought Leaders and his latest Sell Your Thoughts http://www.mattchurch.com)

“One, talent retention, attraction and development.

“Two, business growth through positioning activities in the marketplace.

“Three, innovation around process and professional subject matter expertise.”

Elizabeth Sosnow, managing director of Bliss PR a business-to-business strategic public relations and marketing communications firm based in New York City (http://www.blisspr.com)

“One, new or deepened relationships with prospects or customers.

“Two, better defined competitive positioning.

“Three, holistic “glue” that integrates previously siloed marketing programs.”

Jeff Ernst, is the Principal Analyst, serving CMO and Marketing Leadership Professionals at Forrester Research and is probably best described as a thought leader in B2B marketing and sales strategy (http://www.forrester.com/rb/analyst/jeff_ernst)

“When you go from thinking of thought leadership as a campaign to thinking of it as a cornerstone of your go-to-market strategy, you can expect to have these outcomes:

1. Customers, prospects, influencers, and competitors admire your company as having ground-breaking ideas and incredibly
   insightful POVs on the critical issues your buyers face.
2. People who engage with your thought leadership ideas are so inspired they immediately share them with colleagues within their company and within their professional and social networks.
3. Prospective customers knock on your door, already philosophically aligned with your company’s approach to solving their problems, ready to engage with your sales executives.”

David Meerman Scott is one of the pre-eminent thought leaders on PR and marketing. He is a marketing strategist, keynote speaker, seminar leader, and author of the #1 bestseller The New Rules of Marketing & PR (which has been published in 26 languages) and the Wall Street Journal bestseller Real-Time Marketing & PR. He recently launched his new online book: “Newsjacking: How to Inject Your Ideas into a Breaking News Story and Generate Tons of Media Coverage”. (http://www.davidmeermanscott.com/)

“First, content will be shared if it is valuable.  People will share it on twitter, Facebook, blogs and the like with the result your content will reach far more people.

“Second, people will subscribe to your content either whether that is via e mail, RSS feeds, etc.  They’ll want more if you do a good job.

“Finally, it will brand your organisation as one worthy with which to do business.  People will seek you out if you’re smart about providing content that educates and helps them solve their problems.”

Dale Bryce is the group manager marketing for Sinclair Knight Merz (SKM), a global strategic consulting, engineering and project delivery firm. He has been instrumental in their successful ‘client first’ thought leadership approach (http://www.skmconsulting.com/Home/)

“Client engagement, reputation building and winning the work you want to win.”

Marte Semb Aasmundsen, graduated this month with her MSc Strategic Public Relations and Communications
Management at The University of Stirling in the UK.  Her thesis was on thought leadership.

“Building expertise and reputation internally and externally.  Changing industry standards and perhaps even drive paradigm shifts, and gaining influence and becoming industry leaders.

“And I must add a fourth point; stakeholder engagement. Thought leadership encourages two-way communication and is therefore a great way to include stakeholders in the decision-making process.”

Britton Manasco is the founder of Manasco Marketing Partners which specializes in creating thought leadership marketing and sales enablement solutions. Britton produces a thought leadership strategy blog Illuminating the Future and the executive journal, Elevation Quarterly. (http://www.brittonmanasco.com/)

“That would be: customer awareness (as measured by marketing qualified leads); customer engagement (as measured by sales qualified leads); and customer commitment (as measured by closed deals).

“SiriusDecisions has done a good job of articulating the relevant metrics.”

Rob Leavitt is a B2B marketing strategist, specializing in issues-based marketing. He is currently Director of Thought Leadership at PTC, a $1 billion enterprise software firm. (http://www.reputationtorevenue.com/)

“Increased credibility with customers and market influencers (analysts, bloggers, media, etc.) that the company is an important voice on the issue; new relationships and opportunities with customers focused on forward thinking solutions; and increased internal support for a thought leadership-oriented approach to the market.”

Fiona Czerniawska is one of the foremost global authorities on thought leadership, particularly in the management consultancy space. She is the co-founder of Source, a company specialising in researching the consulting industry (http://www.sourceforconsulting.com)

“A client who, having read your article, acts on something in it.  This may be quite a small, apparently insignificant action (forwarding an email to a colleague) but all of our research indicates that any action increases the chance that the ideas in the article and the firm associated with them will be remembered.

“A partner/consultant making a trip to see a client.  We tend to think that the outcomes of TL should be external, but there are huge benefits to articles/reports etc, which galvanize account managers and partners to visit their clients, taking the material with them and explaining to their client in person why it’s relevant to them.

“The ability to own an issue.  Thought leadership should be good enough to ensure that, on a particular issue, your firm will always be on the shortlist because you’re seen as the pre-eminent experts in that field.”

Dana VanDen Heuvel is a marketing consultant, author and speaker. He is a recognized expert on blogging, podcasting, RSS, Internet communities and interactive marketing trends and best practices as well as thought leadership (http://www.marketingsavant.com/)

“I like to  refer back to my original “thought leadership marketing equation” and state that Share of Voice, Share of Mind and Share of Market are the key outcomes of any thought leadership campaign, but I have a few others that I believe are critical.

1. “Marketplace momentum.  Thought leadership is cumulative where an advertising or promotions-centered approach is diminishing.  Pursuing the road of the thought leader, over time, builds tremendous momentum that can continue to propel an organization’s message long after the original piece of content was published.
2. “Quicker cycle times. In our experience thought leadership actually helps the customer decide (as opposed to helps the organization sell) who is best for them based on the advance knowledge they can obtain about an organization and how they think, act and work via their content.
3. “Category of One companies.  I’m a fan of Joe Calloway’s book “Becoming a Category of One” and I believe that the thought
   leadership approach allows an organization to tell a customer-centric story in a way that positions that organization as the only one telling that story and give that organization an opportunity to be seen as truly unique.”

Craig Badings – author of this blog and the book “Brand Stand: seven steps to thought leadership”, and a consultant at Sydney-based Cannings Corporate Communications.

“For me the most powerful is the emotional connection you forge with your client.

“If, as a result of your thought leadership campaign, your clients or your target audience get a sense that you really get them and the issues they face and that you are helping them overcome these it leads to the second outcome – differentiation.

“Your thought leadership needs to differentiate your brand from the competition.

“Finally it should position you as the ‘go to’ expert in your field and with this comes that all important brand quality – trust.

“I have created a list of 70+ thought leadership benefits here if you want to take a look.”

Please download my free e book top right of this page. Follow me on twitter @thoughtstrategy and join me on LinkedIn.

12 experts on the key thought leadership trends for 2012 – challenges

Experts share the challenges faced by thought leadership

I asked 12 people who I consider to be leading global commentators on thought leadership as well as some who have produced some amazing thought leadership programs in-house over the years to comment on four critical thought leadership questions for 2012.

Inspired by their answers I couldn’t help chipping in with my own thoughts.

As a result of the overwhelmingly positive response, I have split the interviews into four different posts – one post per question.

In the New Year I will make available an e book containing all the answers.

Interviewees include: Bob Buday, Erica Klein, David Meerman Scott, Jeff Ernst, Rob Leavitt, Britton Manasco, Dana van den Heuvel, Matt Church, Fiona Czerniawska, Dale Bryce, Elizabeth Sosnow, Marte Semb Aaasmundsen and me.

This post covers their answers to question two:

Question two: From your experience, what are the biggest challenges in
getting a thought leadership program off the ground?

Bob Buday, president of Bloom Group LLC, a firm that helps professional services and other B2B companies gain market leadership through thought leadership (http://www.bloomgroup.com)

“It’s easy to get a thought leadership program off the ground. Many firms start by outsourcing a white paper to a third party like my firm and then do little else. In my experience, this rarely works because the expectations are so high (“We expect the white paper to generate hundreds of leads quickly”) and the understanding of what it takes to have an effective thought leadership program so low.

“These firms typically have little appetite for creating a thought leadership machine because that takes budget and time. Even more important, they don’t realize how much time that their internal experts will need to spend on the program – in writing, developing their ideas, presenting them publically, and in working with others to capture their ideas.

“So I’ll change the question slightly and then answer it: The biggest challenge to getting a highly effective thought leadership program off the ground (“effective” defined as generating leads and revenue) is a recognition by those who are funding the program that they will need to commit sufficient time (no quick miracle results) and resources (yes, budget, and as important people’s time to participate in it) to the endeavor.

“If they don’t, there will be initial excitement and eventual disinterest as they find “that thought leadership white paper didn’t do much.”

Erica Klein, Thought Leadership Writer and Strategist Specializing in Financial and Technology Companies(http://www.ThoughtLeadershipWriter.com)

“As a thought leadership writer and consultant, I develop a detailed Project Brief for my clients upfront, something they generally don’t have enough time to do themselves, but which can serve as a solid foundation for every step of the process.

“The single greatest obstacle in launching a thought leadership initiative is not having a detailed document that clearly articulates the desired results, expected budget range, the list of key approvers and important influencers, content and graphics development stages, and realistic timeframes.

“Many a terrific thought leadership program has foundered on the rocks of project management and time management.”

Matt Church, founder of the Global Thought Leaders Movement and creator of the Million Dollar Expert Program. He is the author of 5 books including Thought Leaders and his latest Sell Your Thoughts http://www.mattchurch.com)

“Mediocrity!

“A thought leadership program is not for the faint of heart, it’s not a short-term trend or cool idea. It’s about focussing on your best and brightest and communicating their uniqueness to the internal and external audiences. “

Elizabeth Sosnow, managing director of Bliss PR a business-to-business strategic public elations and marketing communications firm based in New York City (http://www.blisspr.com)

“Thought leadership projects almost always falter without a differentiated, actionable idea.  It’s pretty simple. If you spend the
time to get your ideas in order, the rest of program falls neatly into place.

“Another frequent challenge – finding the right thought leader.

“A good program requires an articulate thinker who understands how to inspire their audience segment.  Ideally, that thought
leader actually becomes the embodiment of the idea.”

Jeff Ernst, is the Principal Analyst, serving CMO and Marketing Leadership Professionals at Forrester Research and is probably best described as a thought leader in B2B marketing and sales strategy (http://www.forrester.com/rb/analyst/jeff_ernst)

“The biggest challenge my clients face is getting the commitment from senior management to make thought leadership a top priority and to allocate time from the subject matter experts in the company who are needed to define the thought leadership platform and develop the idea hierarchy.”

David Meerman Scott is one of the pre-eminent thought leaders on PR and marketing. He is a marketing strategist, keynote speaker, seminar leader, and author of the #1 bestseller The New Rules of Marketing & PR (which has been published in 26 languages) and the Wall Street Journal bestseller Real-Time Marketing & PR. He recently launched his new online book: “Newsjacking: How to Inject Your Ideas into a Breaking News Story and Generate Tons of Media Coverage”. (http://www.davidmeermanscott.com/)

“Typically marketing people spend their time talking about products and services.  The average marketing person is very good at
doing things like brochures and advertising but they have great difficulty in providing thought leadership-type content that has nothing to do with their products or services.

“In fact most of them are terrible at not talking about their products and services.  Even a lot of the thought leadership campaigns out there currently contain too many product and service mentions.”

Dale Bryce is the group manager marketing for Sinclair Knight Merz (SKM), a global strategic consulting, engineering and project delivery firm. He has been  instrumental in their successful ‘client first’ thought leadership approach (http://www.skmconsulting.com/Home/)

“The challenge in professional services is often to get the gurus to see the big picture. Ironic isn’t it?

“Why?” is always a great first question to ask, or to answer.

“It is a delight working with such brilliant people, in my case engineering and before that the law, but even brilliant people need context. And that context usually needs to come from a deeper understanding of clients and their business – their commercial and technical issues and personal needs too.

“We have been running a Client Insights program for a while now. Our clients are clearly telling us they want us to stay in touch, “not just take the order”.  They want someone to bring forward valuable ideas. And, they actually want unsolicited proposals that solve their problems.

“So, in terms of thought leadership, especially in professional services, time needs to be spent on the “Why?”, before we launch into the “What?”.  And that can be a challenge.

“Subject matter expertise is a given in thought leadership. The key is connecting the dots, for clients and our thought leaders too.”

Marte Semb Aasmundsen, graduated this month with her MSc Strategic Public Relations and Communications Management at The University of Stirling in the UK.  Her thesis was on thought leadership.

“It is absolutely necessary to get backing from the board. Also, companies must understand that true thought leadership takes time to build, and needs a great deal of work and resources.

“It must be well researched and align with the perceptions and values of a brand and their stakeholders.”

Britton Manasco is the founder of Manasco Marketing Partners which specializes in creating thought leadership marketing and sales enablement solutions. Britton produces a thought leadership strategy blog Illuminating the Future and the executive journal, Elevation Quarterly. (http://www.brittonmanasco.com/)

“If I switch to the marketing perspective (as opposed to sales), I’d say that the biggest challenge is the creation of relevant, compelling and insightful content.

“It’s best if you are strong at drawing on outside and independent perspectives – whether they come from market influencers or buyers/practitioners. It takes rigor, discipline and a defined program to generate content that works in an ongoing fashion.

“You’ll probably want to hire empathic and proven content creators – people who can produce interesting content in many formats and for many buyers.”

Rob Leavitt is a B2B marketing strategist, specializing in issues-based marketing. He is currently Director of Thought Leadership at PTC, a $1 billion enterprise software firm. (http://www.reputationtorevenue.com/)

“I’m actually doing this myself these days so the question is far from academic!

“Three of the biggest challenges I’m facing right now are turning general interest across the organization into a focused program with agreed priorities, processes, and production; balancing the desire for ramping up content production with the need to build serious, deep, and credible points of view on key customer issues; and building a strong enough network of relationships with
customers and sales people to make sure the program is truly focused on what is most useful with those two key groups.”

Fiona Czerniawska is one of the foremost global authorities on thought leadership, particularly in the management consultancy space. She is the co-founder of Source, a company specialising in researching the consulting industry (http://www.sourceforconsulting.com)

“Where to start?  The best thought leadership comes down to picking topical issues, researching them thoroughly to a point where you have something new to say, and then writing the results up in an appealing and engaging manner.

“The first of these (picking topical issues) depends on having a) a clear view of what your clients are interested in – ideally more than a vague sense, but something itself grounded in research – and b) a culture / decision-making process which makes it possible to make decisions.  Many firms end up producing thought leadership on too many areas because they’re afraid to choose.

“The second (thorough research and new insights) comes down to what I term the ‘second day in the room’ syndrome: lots of firms are prepared to get their experts together for a day, but the firms that stand out in thought leadership terms are those who make them go back in for a second day – and that’s symptomatic of a commitment to research and investment.

“The third and final point (appeal and engagement) depends on recognition that there’s a lot of (too much!) thought leadership out there and you have to be brave if you’re going to stand out.

“So taking risks is a necessary part of doing thought leadership well.”

Dana VanDen Heuvel is a marketing consultant, author and speaker. He is a recognized expert on blogging, podcasting, RSS, Internet communities and interactive marketing trends and best practices as well as thought leadership (http://www.marketingsavant.com/)

“I have seen a few hurdles that typically keep an organization from thought leadership success:

“First, the confidence conundrum. In order to be a thought leader, an organization’s leadership must have the confidence that they can pull off the thought leader posture in the marketplace.  If anyone on the leadership team feels that the organization is under-qualified, then the idea of thought leadership will smolder, so to speak, but never really catch fire within the organization.  Moreover, if thought leadership can’t be sustained as an idea in the organization, it will never resonate with the
market.

“Second, I’m not a publisher” mentality. In order to be a successful thought leader, organizations need to both think and publish.  Yes, there’s more to it, but good strong content is as the core of a thought leadership program. I hear from countless organizations who would like to ascend to the “expert in their industry”, thought leader or “trusted advisor” status who just can’t get it together when it comes to creating content.

“Third, differentiation in the marketplace.  Taking a position as a thought leader requires that you have true differentiation not only of products but more importantly of ideas.  Organizations need to be “original thinkers” in order to manifest thought leadership. While I always believe that any business that’s been around for even a few years has found its differentiation, knowing that you’re different and being able to articulate that in a thought leadership position to the market remains a challenge.”

Craig Badings – author of this blog and the book “Brand Stand: seven steps to thought leadership”, and a consultant at Sydney-based Cannings Corporate Communications.

“Three things: if it’s not centred on your client issues and challenges it will fail or at best limp along; a lack of resources to properly plan, leverage and maintain your thought leadership point of view; and a lack of commitment from senior management.”

Please download my free e book top right of this page. Follow me on twitter @thoughtstrategy and join me on LinkedIn.

12 experts on the key thought leadership trends for 2012 – the biggest changes

Experts gives their views on the changes facing thought leadership

I asked 12  people who I consider to be leading global commentators on thought leadership  as well as those who have produced some amazing thought leadership programs in-house over the years to comment on four critical thought leadership questions for 2012.

Inspired by  their answers I couldn’t help chipping in with my own thoughts.

As a result of the overwhelmingly positive response, I have split the interviews into four different  posts – one post per question.  In the New  Year I will make available an e book containing all the answers.

Interviewees include: Bob Buday, Erica Klein, David Meerman Scott, Jeff Ernst, Rob Leavitt,  Britton Manasco, Dana van den Heuvel, Matt Church, Fiona Czerniawska, Dale Bryce, Elizabeth Sosnow, Marte Semb Aaasmundsen and me.

This post covers their answers to question one:

Question one: What will be the single biggest change we will see in thought leadership over the coming year/s?

Bob Buday, president of Bloom Group LLC, a firm that helps professional services and other B2B companies gain market leadership through thought leadership (http://www.bloomgroup.com)

“I’m not sure there will be any one major change in thought leadership in the coming year. I believe we’ll continue to see small changes in the ways that current and aspiring experts create and market their ideas.

“Social media will continue to give us ways to more easily conduct research (to find organizations to study), as well as more easily spread our ideas. However, I don’t ever expect social media to supplant the old ways of gaining expertise on an issue (talking by phone and in person to people who have dealt with the issue at hand) and sharing that expertise with audiences (seminars, books,
whether online or print, management journals, online or print).

“So while I’m dubious that we will see a major change in the next year in the way companies create and market content to educate their target audiences, I do expect to see a fundamental change in thought leadership over the course of this decade, and I hope sooner rather than later.

“The change I’m expecting is that organizations (especially firms that sell expertise) will see the emerging discipline of thought leadership not just as a marketing initiative but also as a service innovation initiative. By far, the largest return that companies can generate from thought leadership comes from not just displaying expertise on an issue but actually having superior services that
help clients solve the issue. I wrote about this in 2011 in a blog post ( http://bloomgroup.com/blogs/bob-buday/do-thought-leadership-marketing-and-knowledge-management-relate).

“This is not the way most firms look at and use thought leadership today. A handful of consultants may write an article or book based on some research and client work. But they then typically use the article and book to generate more such work – not more internal capability in their organizations to deliver more such work.

“Using thought leadership as R&D for service innovation is the Holy Grail of thought leaders. As more and more professional services work – architectural and engineering designs, consulting services, legal advice, accounting work, etc. – moves to locations that can provide that expertise at far lower cost, professional firms whose services aren’t fundamentally unique and superior at
delivering results won’t be able to maintain their fees. Thought leadership, then, becomes the mechanism for de-commoditizing a commodity service.”

Erica Klein, Thought Leadership Writer and Strategist Specializing in Financial and Technology Companies (http://www.ThoughtLeadershipWriter.com)

“I believe each company that recognizes the value of thought leadership will begin to develop a strategic blueprint that integrates these programs into the overall framework of their business development and marketing efforts.

“I also think you’ll see more of an attempt to integrate LinkedIn individual profile pages with company-wide thought leadership initiatives, significantly increasing the impact of these programs over the long term.”

Matt Church, founder of the Global Thought Leaders Movement and creator of the Million Dollar Expert Program. He is the author of 5 books including Thought Leaders and his latest Sell Your Thoughts (http://www.mattchurch.com)

“The need for those who are true thought leaders to be able to prove that depth of expertise in an efficient manner. Many will claim the title of thought leader but the challenge is for those who are to be as equally obsessed with the development of IP as they are in the promotion of same.”

Elizabeth Sosnow, managing director of Bliss PR a business-to-business strategic public  relations and marketing communications firm based in New York City (http://www.blisspr.com)

“We expect the biggest change to occur in the formatting of thought leadership.  Companies are slowly beginning to recognize that
traditional thought leadership packages such as “white papers” or “POV pieces” may not be nimble enough to survive in today’s highly cluttered marketplace.

“Winners will embrace an exciting array of design opportunities, from e-books to cartoons and even songs.”

Jeff Ernst, is the Principal Analyst, serving CMO and Marketing Leadership Professionals at Forrester Research and is probably best described as a thought leader in B2B marketing and sales strategy (http://www.forrester.com/rb/analyst/jeff_ernst)

“Companies will get frustrated that even their most compelling thought leadership ideas/Point of Views get lost in the noise in the
market and don’t stand out from what everyone else is saying, so they will shift from taking a “random acts of thought leadership” approach (a webinar here, a whitepaper there, a blog post) to a more methodical, orchestrated approach.

“This will require them to develop a thought leadership platform in a similar manner to how political candidates develop a campaign platform.”

David Meerman Scott is one of the pre-eminent thought leaders on PR and marketing.   He is a marketing strategist, keynote speaker, seminar leader, and author of the #1 bestseller The New Rules of Marketing & PR (which has been published in 26 languages) and the Wall Street Journal bestseller Real-Time Marketing & PR.  He recently launched his new online book: “Newsjacking: How to Inject Your Ideas into a Breaking News Story and Generate Tons of Media Coverage”. (http://www.davidmeermanscott.com/)

“I’m big on real-time thought leadership.  By this I mean people or companies that can respond to what’s going on now.  For example if there is a regulatory issue impacting their sector, can they comment on it right away?

“I’ve noticed that traditional thought leadership content on the web is very campaign-like in its approach – it’s planned well in advance.  There is nothing wrong with that, except that the web is a very now medium and too few companies are taking advantage of this.”

Dale Bryce is the group manager marketing for Sinclair Knight Merz (SKM), a global strategic consulting, engineering and project delivery firm.  He has been instrumental in their successful ‘client first’ thought leadership approach (http://www.skmconsulting.com/Home/)

“More will not be more!

“With the proliferation of digital and social media platforms, distribution of thought leadership will be easier. That’s good. But with this, impact could be less unless we keep an eye on quality and intent.

“I have always thought that building and engaging with a select and loyal audience is the main game. Just think of the power of presenting thought leadership as a genuine and tailored gift to a particular client: “We were thinking of you just the other day, and believe this piece here is really relevant to you and your business.”

“Cheesy? It depends on your intent…”

Marte Semb Aasmundsen, graduated this month with her MSc Strategic Public Relations and Communications
Management at The University of Stirling in the UK.  Her thesis was on thought leadership.

“I believe that thought leadership is the future of communication and reputation management.

“More and more companies have begun, and will continue, to realize the potential of the strategy; the competition within the thought leadership realm will thus be intensified and as a result, the message will need to become more sophisticated.

“Thought leadership initiatives lacking substance will no longer be recognized as thought leadership.

“I also think that the strategy will be more recognized globally, which opens up the opportunities for cross-cultural thought leadership.”

Britton Manasco is the founder of Manasco Marketing Partners which specializes in creating thought leadership marketing and sales enablement solutions.  Britton produces a thought leadership strategy blog Illuminating the Future and the executive journal, Elevation Quarterly. (http://www.brittonmanasco.com/)

“I spend most of my time working in the B2B arena, particularly with companies engaged in a complex sale. With regard to that type of company, I am seeing a definite focus on how to empower sales (as opposed to simply marketing) with thought leadership.  So, I will venture that it’s a significant trend: positioning sales people as thought leaders and trusted authorities.

“To become thought leaders, they must also be challengers – individuals who have the confidence and perspective to challenge the buyer’s status quo thinking.

“They must offer a new point of view – a new angle on things. They must be, in essence, provocateurs. And they must be prepared to guide their prospective clients through a complex and demanding decision.”

Rob Leavitt is a B2B marketing strategist, specializing in issues-based marketing. He is currently Director of Thought Leadership at PTC, a $1 billion enterprise software firm. (http://www.reputationtorevenue.com/)

“I think we’ll see another whole wave of thought leadership development and marketing.

“Clearly thought leadership has gained tremendous interest, support, and investment in the last few years, but we’re still very early in a maturity cycle. Many companies are still getting a basic foundation in place in terms of defining issues to address, creating a publication engine, enlisting subject matter experts, and testing the social media waters.

“All this is critical, but much of it is not actual “thought leadership” if by this term we literally mean “leading thoughts.”

“Many of us producing useful, non-promotional, educational content, but examples of more innovative and ground-breaking thinking is more rare, and requires far more investment, discipline, and experience.

“As more of us get past the foundation stage, I expect a great deal more innovative work in next few years.”

Fiona Czerniawska is one of the foremost global authorities on thought leadership, particularly in the management consultancy space.  She is the co-founder of Source, a company specialising in researching the consulting industry (http://www.sourceforconsulting.com)

“There are lots of things I’d like to see change but am not sure will actually happen: seeing consulting firms produce less, but higher quality thought leadership and pulling more of their output around a small number of over-arching themes would both be high up my agenda, but that’s hard to achieve in an environment where volume still matters.

“I would also like to see firms being more thoughtful in their use of different digital formats and social media for thought leadership purposes, rather than the pretty random experimentation that’s the norm at the moment.  But I do think that 2012 will prove to be the year in which a minority of consulting firms will stand out in their ability to use these formats/media much more
effectively.”

Dana VanDen Heuvel is a marketing consultant, author and speaker. He is a recognized expert on blogging, podcasting, RSS, Internet communities and interactive marketing trends and best practices as well as thought leadership (http://www.marketingsavant.com/)

“I believe that marketers are realizing that thought leadership is really a ”supply side” construct, and in order to ensure that our thought leadership efforts are valid in the marketplace, we need to take a “demand  side” approach and focus not only on what makes for great thought leadership, but rather what makes for great “attention leadership” where we’re attracting and maintaining the attention of our audience over time.”

Craig Badings – author of this blog and the book “Brand Stand: seven steps to thought leadership”, and a consultant at Sydney-based Cannings Corporate Communications.

“We will see more sophistication in terms of focus, how thought leadership is researched, how it is targeted, packaged and presented and how it is integrated into the sales process.

“Cloud computing will also present a big opportunity in showcasing and ordering intellectual property but this will be a longer term play.

“Finally I think thought leadership will continue to gain traction as a strategic business tool as opposed to a pure communications/ marketing tool.”

Please download my free e book top right of this page.  Follow me on twitter @thoughtstrategy and join me on LinkedIn.

Views on thought leadership part three

Views on thought leadership part three

This is the third and final part in an interview series on thought leadership.  Marte Semb Aasmundsen, is a postgraduate student due to graduate this month with her MSc Strategic Public Relations and Communications Management at The University of Stirling in the UK.  She approached me some time ago about interviewing me on the topic of thought leadership as part of her thesis.

This is part three of three excerpts from that interview:

What is your view on thought leadership’s role in influencing
a market?

“You’re talking to somebody who’s obviously biased towards thought leadership. You know I would say that it’s one of the more powerful tools that you can use as a brand.

“I’m not saying it’s the be all and end all, there are other ways that people influence but there is no doubt in my mind having witnessed the power of thought leadership that it can create huge influence.  It’s all about eminence and expertise and if you show eminence or excellence in the field, people see you as an expert, they want to come to you.

“If you just sell a service or a product, they can get that anywhere.  Where’s the stickiness, where’s the trust associated with your brand?”

What’s your critique of thought leadership? How legitimate is
it?

“You’re touching on a topic that I get quite passionate about – the loose use of the term thought leadership.
“There are a lot of businesses out there that use it incredibly loosely.  Some businesses  just like put out a piece of pop-research, you know the sort – a quick, cheap and nasty opinion poll.  They call this thought leadership and its absolute bull!

“Then you have other companies putting content out there, calling it thought leadership but it’s actually just their opinion. It’s not evidence based in any way.

“There will always be varying levels of what people think is thought leadership but some of it isn’t.

“I’m pretty pure in my definition or my approach to what thought leadership is.  The key is having a process.  The first step in that process is researching what the challenges and issues that your audience face – in their day to day lives – or in their business. Than matching it to where your expertise lies and how you can elevate those areas of expertise or conduct a deep dive through further research to enhance your understanding and knowledge in that particular field. Then you need a communications strategy, a content management plan and an activation plan so that the whole thing is tied together very neatly into a comprehensive thought leadership plan.

“This plan should incorporate the business objectives, the research, the content management strategy, the activation strategy, and then the measurement and evaluation at the end.

“I think that’s how practitioners have to look at it.  You need a process and a methodology that takes the client on a journey that arrives at a thought leadership property that is well researched, has a good strategy behind it, is well thought through and  importantly has the buy in of the business and not just the PR team.

“If it doesn’t have the buy in across sort of senior level it will never be effective.

Has thought leadership been used for short term promotional
gain?

“Absolutely, it goes with what I said earlier, there are a lot of companies out there that use pop-research or pop-thought leadership as the quick and nasty, let’s get it out there approach.

“It may well be an interesting, quirky angle but typically it doesn’t have any depth and really doesn’t add any value to anybody.  However, companies are putting that sort of stuff out all the time and all it’s for is a quick media hit.

Is the short-term approach detrimental to a thought
leadership strategy?

“I think that’s a really interesting question and I think you’re right. I think it could.  I have no evidence to support this, but off the top of my head I think it could actually do some damage.  The reason I say this is because it puts you on the lower rung of the thought leadership ladder and people come to expect that from you.

“Once your audience associates your brand with that level of content, trying to elevate the perception of the market about your content/thought leadership material you deliver can be difficult.”

Feel free to download my e book at the top right of this page.  I’d welcome you to follow me on twitter @thoughtstrategy and join me on LinkedIn.

Views on thought leadership part two

Views on thought leadership part two

This is part two of an interview series on thought leadership.  Marte Semb Aasmundsen, is a postgraduate student due to graduate this month with her MSc Strategic Public Relations and Communications Management at The University of Stirling in the UK.  She approached me some time ago about interviewing me on the topic of thought leadership as part of her thesis.

This is part two of three excerpts from that interview:

Do you believe a brand can be a thought leader?

“I think there are enough examples to show that brands can be thought leaders.  In fact, I have changed my opinion on this over the years.  My view previously was that a thought leadership campaign needed individuals. And while you do need individuals to take that message forward, from experience I’ve witnessed how a brand can evolve a thought leadership strategy on its own.  Examples would be Dove’s Campaign for Real Beauty; BMW’s Activate the Future, IBM’s Smarter Planet.”

What’s the way forward? How sustainable is thought leadership
and what are the risks?

“A thought leadership campaign that rests on one individual is risky.  What happens if that person leaves?  If Richard Branson were to leave Virgin would that thought leadership go with him? There is always that danger.

“Companies are aware of this and they adjust accordingly.

“I think thought leadership is in its infancy.  As companies rapidly catch on to the content game to engage with their consumers or clients they will also realise that they need to differentiate their content, come up with something new, something to challenge their audience and something that adds value to their challenges beyond just a good ‘for information’ read.”

Is thought leadership measurable?

“I believe measurement is the key to thought leadership – not only can it be measured, it has to be measured.

“The critical element that you need up front before you even start, is setting out the business objectives. What do you want to achieve for the business from your thought leadership campaign?

“If you don’t do that upfront, it will be very difficult to measure. Once you’ve established these, you need to attach key performance indicators to them with assigned responsibilities. You should be able to be very clear in your measurement criteria e.g. we want to meet the board or the CEOs of 20% of the top 100 listed companies in America or Australia or wherever you
are. Or, we need to publish four white papers a year and each should be distributed to our entire client base, etc.

“So you become very specific about the criteria and how you measure them. You can become even become more specific e.g. if we want to meet 20 % of the top 100 companies over the next two years we want to have three as clients.

“Another key thing to do is to research the impact of your thought leadership on your stakeholders.  You should be researching them to find out whether what you gave them was valuable and how it can be improved.  If you’re in it for the long-term, you need to be measuring and evaluating so that you can tweak it and change it and make it relevant to your customers.”

What are the evaluation methods for a thought leadership
campaign?

“I would say that most thought leadership probably isn’t measured.  From my experience, companies that do measure normally use a mixture of qualitative and quantitative research but mainly qualitative.”

Does thought leadership have a financial impact?

“I think it can have a significant impact and I base that on what I’ve seen. I’ll give you an example, Deloitte in Australia identified six years ago that they wanted to get in front of the boards of the top 100 companies listed on the Australian stock exchange.  It was identified as an area on which they wanted to work and they came up with a thought leadership proposition on risk – risk to boards, risk to board members, how they look after that risk, what that risk is, etc.

“Five to six years later they now have access to the top 100 boards. Their partners now have relationships with members on those boards, which they didn’t have before or to a limited degree.

“I am not privy to the numbers in terms of the monetary return but they wouldn’t be committed to it at such a senior level if it wasn’t working.”

In part three, Marte asks me about thought leadership and influence, my view on the legitimacy of thought leadership as a marketing tool and its use as a short-term campaign. 

Feel free to download my e book at the top right of this page.  I’d welcome you to follow me on twitter @thoughtstrategy and join me on LinkedIn.

Views on thought leadership part one

Views on thought leadership

Marte Semb Aasmundsen, is a postgraduate student due to graduate this month with her MSc Strategic Public Relations and
Communications Management at The University of Stirling in the UK.  She approached me some time ago about interviewing me on the topic of thought leadership as part of her thesis.

I will run excerpts from that interview over three posts.  This is the first:

How would you define thought leadership?

“As evolving content that is geared towards the issues and challenges of your target audiences or your business prospects.
It should enable you to have conversations with them and a relationship beyond selling your products or services. It’s got to be client centric and it’s got to address the issues and challenges that clients and your prospects care about, because if it doesn’t you’ll struggle to gain traction.

“Ideally good thought leadership should be a bit of a game changer – it challenges conventions, it can be pretty out there, it’s new and not everybody agrees with it. In fact, if you can engage in dialogue with people who disagree, fantastic, because that just raises the profile of your thought leadership even further. Effectively, you want to be challenging the industry with your point of view as well as your stakeholders to think differently about that sector or that industry.”

What’s the underlying purpose of thought leadership?

“Quite simply to position yourself as the expert in that field, to position yourself as someone that has a different point of view and who can add value to your clients or your prospective clients.  To position yourself as the go to person in your area.”

Why do organisations choose to implement a thought leadership
strategy?

“More than ever companies are struggling to differentiate themselves.  There is so much content out there and the competition is in the increase.  It’s very difficult to stay at the top of the pile and companies have realised that the consumer, whether they are in B2C or B2B, are looking for something a little bit different, they want to be engaged with that business.

“And it shouldn’t be an engagement that says to them ‘these guys are just trying to sell me their products, or they’re just trying to sell me their services.’  Ultimately it should be the type of engagement that says to them ‘these guys really understand my sector, they really understand me, and they’ve given me stuff that has added value.  I feel very comfortable talking to these guys because they really do understand my issues and challenges.’

“It becomes a lot easier to sell when you talking to somebody about their problems as opposed to your product.”

Is there a difference between B2B vs B2C thought leadership?

“Yes.  B2B can be a lot more targeted.  It also requires more depth in terms of the research in the sector within which you operate. I think B2C in some ways can by more difficult because the audience is a lot bigger and more diverse – depending of course on what you’re selling. As a result it is more difficult to define your thought leadership position and delivery of that is more challenging.

“When it comes to a business, for example if you are a lawyer or a management consultant, you have a very defined audience, you probably have a closer relationship with them and as a result I believe it’s easier to target your thought leadership in terms of their needs. “

In part two Marte asks me about whether a brand can be a thought leader, the sustainability of thought leadership, whether it’s measurable and how you measure it.  

Feel free to download my e book at the top right of this page.  I’d welcome you to follow me on twitter @thoughtstrategy
and join me on LinkedIn.

Advice from 7 global thought leaders on thought leadership

Insights from 7 thought leaders

Over the course of the last few years I have had the privilege of interviewing a number of thought leaders in different fields.  I’ve taken the best of what these seven thought leaders have shared on the topic and hopefully you’ll find them useful.

David Meerman Scott, author of “The new rules of PR and Marketing”, is well known to many marketing and public relations professionals.  When he was working for NewsEdge he famously ignored the advice of his PR and ad agency and ‘broke the old rules’ by publishing lots of free content online which resulted in hundreds of sales.

Sales and thought leadership

David explained the link between thought leadership and sales this way.

“The Web gives everyone—B2B companies, consumer brands, consultants, non-profits, and even rock bands, churches, and colleges—a tremendous opportunity to reach people and engage them in new and different ways.

“When you build content especially for your audience, you build a relationship with people before you’ve even met them. When it’s obvious that you understand your buyers and their problems, it jars your visitors into paying attention.

“You transform your marketing from mere product-specific, ego-centric gobbledygook that only you understand and care about into valuable information people are eager to consume and that they use to make the choice to do business with your organization. Instead of creating jargon-filled, hype-based advertising, you can create the kind of online content that your buyers naturally gravitate to—if you take the time to listen to them discuss the problems that you can help them solve.

“Then you’ll be able to use their words, not your own. You’ll speak in the language of your buyer, not the language of your founder, CEO, product manager, or PR agency staffer. You’ll help your marketing get real.”

Content and thought leadership

When I pressed David about his thoughts on producing content and whether content alone makes you a thought leader, his view was:

“The problem is that most organizations create content about their stupid products. What people need to realize is that nobody cares about your products (except you).  What people do care about are themselves and ways to solve their problems.”

Another thought leader who had some interesting views on content is well known marketer Dana VandenHeuvel (Marketing Savant), who had this to say about content:

“Content is the medium of exchange for thought leaders. Now, there are nuances to this that I won’t go into, but on the surface, the more content you have, the more currency you have in your marketplace.  If it’s you, with a content rich site sharing information that’s deemed useful by your audient (usefulness is key here), vs. a competitor with less content and fewer shared ideas and concepts, I’ve found the prospects like the person or organization that’s given them more currency and gives them a larger base perspective from which to make a decision.”

I love the way Dana equates content to currency and how it gives you the perspective to make decisions.  My view is that for your thought leadership to truly work it has to give your clients the information and insights necessary to make informed decisions.

Gary Bertwistle, multiple author of books such as “Who stole my Mojo”, “What made you think of that”, “My Dad’s got Mojo” and “The Vibe” had this to say about content and taking your content to market:

“My advice to aspiring thought leaders would be to develop your own content. Too many so-called thought leaders are just parroting what they’ve read or heard, whereas a true thought leader espouses. To be a true thought leader you have to have original thoughts and this only comes from taking the time to be silent and to look, see, listen and really hear what’s going on around you to be able to form an opinion that can truly help take people and organisations forward. Thought leaders aren’t those who just repackage what everyone else has said. They must have an angle and a new approach, idea, concept or innovation that can truly lead.

“In today’s world books are not the only tool that business or leaders can use. Many thought leaders are using social media particularly well through blogs, tweets, podcasts and vidcasts. The book is purely the tool to help you get the word out.

“Organisations and business leaders can do just as good a job by truly investing in original thinking and using all the tools outlined above as the methods to share your thoughts as a leader. Blogs, tweets, Facebook, LinkedIn, DIGG, podcasts, vidcasts are all fine but if you’re not sharing innovative thinking that helps me as the follower to think differently or be better at whatever it is that I do, then you fail to add value and all those things are a waste of space. Too many companies are loading up with podcasts and blogs, which have no value and are a waste of time.”

Fiona Czerniawska is a global authority on thought leadership, particularly in the management consultancy space.  There are few people who understand as much about thought leadership as Fiona.  A co-founder of Source, a company specialising in researching the consulting industry, she has authored numerous management reports, books and papers.

She makes the following point about good content:

“If you look back at the block-buster management ideas of the past, they were all based on serious research, not a sudden brainwave or luck.  I don’t believe in eureka moments except those that emerge from deeper-than-deep content.  That being said, I do think that innovation in thought leadership will come from the way this content is assembled and disseminated.”

Thought leadership is about sharing

Generosity played a big part in Gary Bertwistles’s advice about content sharing:

            “Today’s brands need to be generous.

“Generosity is a key driver for any thought leader or organisation wanting to lead.  You can’t just sell a service or a product. You have to go above and beyond that and provide the extras.

“Provide the overs. The overs come in the form of information, advanced notice, freebies, alliances, promotion or insights. If you aren’t sharing your knowledge or insights with your target audience then you run the risk of leaving yourself open to attack from a competitor who does. Today it’s an expectation from your target audience. The buyer of any product or service expects the extras.”

Gary had a simple three-step process around thought leadership which comprised:

1.      Clarifying who you are targeting

2.      Clarify the category you want to occupy – find a single concept which differentiates you and decide what perceptions you want to create around this

3.      Work out how you will infiltrate your target’s world in order to alert them about this information.

Bernard Salt is a global thought leader on consumer and demographic trends.  He represents KPMG at conferences around the world sharing his insights on these topics.

When it comes to sharing information, Bernard is emphatic:

“There are a lot of people who I am aware copy my material, style and approach without attribution – there is no protection against intellectual theft.  But the way I figure it is that it’s my job to remain intellectually creative to such a degree that pretenders are continually left with the option but to copy.

“The only people who are paranoid about giving away material are people who do not have faith that they are creatively superior to those who would copy them.  Copy away.  I’ll just think up other stuff.  It keeps me sharp.”

Thought leadership is not about controlling the message

One of the areas where companies really battle in the social world is about controlling information.  The idea of engaging in conversations online let alone having dialogues with people as a result of their thought leadership content is an anathema for most big corporations.  Most companies have always pushed a message, typically a highly sanitised one at that, and then controlled it to the nth degree across all channels.  As a result they really battle with the concept of no longer being in control of what is said about their brand and are hesitant about entering the social media world. 

David Meerman Scott has a strong view on this and access to information:

“And you must resist the urge to “control the message.” Create something interesting that will be talked about online.

“When you lose control of your marketing by opening up and not requiring a registration, as many as fifty times the number of people will download it compared to the form requirement.”

Thought leadership is Customer focused

David believes one has to be customer focused when it comes to creating thought leadership content:

“My most important aspect of creating information is to throw away your own ego and instead create content for what I call ‘buyer personas’.

“I think ‘buyer personas’ are the king of marketing and a focus on buyer personas allows you to create the content.”

I couldn’t agree more, too many companies focus on what they’re excited about rather than taking time to find out the pressing issues and challenges facing their clients or prospects.

As Fiona Czerniawska point out:

“Clients have mixed reactions, depending on the subject-matter and their position.  Overall, clients dismiss most thought leadership simply because it’s not relevant to them.  There’s a lesson in this about ensuring all material is focused on as tight a group of clients as possible, otherwise – a bit like infections treated with antibiotics – they become resistant! 

“Where it is relevant, views are much more positive: indeed, it’s quite clear that producing good thought leadership is, in many senior managers’ eye, a fundamental characteristic of a certain type of established, high-class consulting.”

Tips from a master thought leader

Most people will know Ken Blanchard from his book “The one minute manager” which has sold more than 13 million copies.  The fact is Ken has published and co-authored over 50 books and is one of the top 25 top selling authors of all time on Amazon.

When I asked him about what tips he could give to other aspiring thought leaders he said:

“The first thing you have to do is to determine your leadership point of view—your thoughts about leading and motivating people. Your leadership point of view relates to who you are as an individual. It grows out of who influenced you, what your purpose is, what your values are, and what people can expect from you. This is important because research has shown that the most effective leaders have a clear leadership point of view and they’re willing to share it with others.”

Ken also makes a hard hitting point about sharing information and getting your thought leadership to market:

“The bottom line, though, is that you have to get the word out somehow. You can have the greatest, most innovative thoughts in the world, but if nobody hears about them, they’re worth squat.”

Thought leadership takes time

Bernard Salt believes that thought leadership is a test of endurance, personal belief and courage because it takes years to be recognised and to cut through the clutter.  As he says:  “You have to be the last person standing when all other pretenders have melted away.”

He also says that corporations need to be patient with thought leaders but that they are notoriously impatient.

Thought leaders need to be skilled communicators

Bernard is a firm believer that thought leaders need to be able to pitch their ideas – in other words they need to be skilled presenters and outstanding communicators.  Bernard says:

“What business wants is a compelling case pitched verbally with passion and with direction.  Hone your speaking and presentation skills.  And then hone again.

“Watch good speakers and presenters.  Watch stand-up comedians, they are brilliant at controlling an audience.

“Get to the point, speak passionately, use words well (you must be articulate), and connect with your audience.  And when you think you are good enough in that skill area go out and learn some more because you are never good enough at speaking, pitching and presenting.”

Another global thought leader who believes in the power of presentation and effective communications is Howard Gardner, professor of Cognition and Education at the Harvard Graduate School of Education.  Howard has authored 25 books and is best known for his theory on multiple intelligences:  Howard had this to say about becoming a thought leader in your chosen field:

You need the “capacity to speak and write for a popular audience, and the willingness to go on television, travel, speak to general audiences…

“Every year I think that I improve both my understanding and my ability to communicate effectively – or at least I hope so.”

Key challenges for thought leaders

Fiona Czerniawska says that one of the trends she has identified is the way in which people are publishing their material with a plethora of new formats, including Twitter, videos, podcasts and design-your-own graphs. 

She flags that the key challenge for thought leaders these days is:

 “…you have less space to say things and I think consulting firms are struggling with the transition from back-breaking flagship reports to a pithier, more opinionated style.  A five-minute video shouldn’t be a balding man in a grey suit reading the executive summary, but someone saying something memorable and thought-provoking, as well as fast.  This type of thought leadership should be like the tip of an iceberg, with the underlying research below the waterline, but it often becomes an excuse for not doing the research in the first place – and that shows.”

How thought leaders attract attention

One of the areas that Fiona touched on was how thought leaders can attract a client’s attention.  She has identified four areas on which a thought leader should focus.  These are: appeal, differentiation, practical application and quality of thinking.  She explains: 

“These four factors relate to the quality of a firm’s output and that’s independent of quality (although, almost inevitably, a firm that decides to increase the quantity of its material takes a hit on quality).  It’s tempting to say that quantity should never matter but it does: if you produce one piece of thought leadership on, say, strategy in the banking sector, but your competitor produces 20, then there’s a fair chance that you’ll get shouted down, however great your piece is. 

“Quantity also sends a not-so-subliminal message to clients about how much a firm specialises in a particular area. 

“However, I think firms could indeed be more creative about the way they package their content.  In particular, I’d like to seem more “bundling” (putting related articles, in a mix of different formats, together in the same place); better recommendations (suggesting articles I might find of interest); and, please, please, please, better search engines.  It’s incredibly frustrating to put a keyword in but not be able to sort the results by date or filter them.”

The future of thought leadership

Fiona believes that thought leadership has a bright future:

“I like to think that it will become a serious battleground for really good ideas.  I may be laughed at for this on the quite reasonable grounds that (a) clients value small-scale insights more than grandiose conceptual models and (b) the extent to which thought leadership is – or can be – a crucible for innovation is questionable.  But I do get frustrated by the lack of ambition in much thought leadership.

“There are some big and interesting questions about business that never seem to get debated – and it would be good to think that some of these will start to be discussed.  The prerequisites to this, and I suspect to upping the overall quality of thought leadership, are investment and collaboration.

“I can’t believe we won’t see more money going into thought leadership in the future, as it’s clear that it is one of the few marketing activities which can differentiate a firm.  And I also think consulting firms will realise that they have to work with people (clients and other consultants) outside the boundaries of their firms for inspiration.”

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Interview with communications measurement expert Michael Ziviani

Michael Ziviani is the CEO of Precise-Value, a business he started in 1999 after leaving his role as the research manager for Microsoft Australia.  Michael has brought a whole new dynamic and rigour to the art of measuring communications.  He and his team have lifted measurement to a new level by providing remarkably detailed and valuable insights into the worth and return of marketing and communication campaigns.

 The information he provides not only enables practitioners to measure their campaigns but also to recalibrate and focus their efforts to maximise their future returns on these campaigns.

Michael is constantly stretching the boundaries of where and how one can use coverage and campaign analysis to strategically help organisations drive even better value. He has recently been using advanced analysis of communications and CSR to prove the business benefit to organisations.

I interviewed him about his work in this field.  This is what he had to say:

1.       Michael after years analysing data previously with Microsoft and now with your own business Precise Value, you have some interesting observations that measurement alone is limiting, can you expand on that?

Businesses today measures lots of things – almost as if some kind of compulsion for KPI’s makes managers seem more in control. But what do those numbers really mean?

It pays to put measurement aside to seek deeper learning from evaluation and analysis. Real analysis is a quest for creating new business value or at least mapping out how to access that value for marketing and communications professionals. To get there we need a longer-term business growth solution, not tick-a-box measurement. That means providing insights with enough detail and colour to make the journey easy.

For example, I used to get asked by Product Managers ‘What’s our market share in segment X for product Y?’ So I’d say 42% – now what do you do? They’d realise then the need to know much more. So it’s a mix of qualitative (descriptive) and quantitative (KPIs) that’s actually required.

[Like: Tell me more about the audience – what needs do they have, what they think about us, even what words they use around our products. Do our comms messages resonate with that? Do the right messages have enough weight in the right media?]

2.       What business value should organisations look for from, for example, their media coverage?

Well, we know from focus groups the impact of media on consumer choice is significant. Think about your own buying decisions and how likely you are to base a decision on, say, advertising alone. Most communications professionals intuitively know this and have done for years – but they haven’t been able to prove it in concrete terms. They also need to know where to focus for best effect.

This means creating a link between media outputs and business outcomes. The link can be made in four steps:

A systematic approach makes it possible to capture each step in concrete numbers. Most Communications activity, including PR, drives brand health up or down over time. Our experience also suggests PR drives the hardest to shift areas of brand consideration, preference and loyalty. Understanding your brand health position is fundamental to understanding where sales come from. And crucially, knowing where to focus for best results. The business value is in understanding  how to achieve better results and do so more efficiently. Whilst I think most managers get this idea they seldom have the systematic analysis setup to support it in practice.

[For example, if a big communications push did not drive any mid-term sales result could you answer why? The above analysis gives you that answer.]

3.       There is an increasing sense that marketing is content and content is marketing.  How important is it to track the impact of content put out to market by companies?

Everyone wants us to do more with less these days but how do we do that and still have a life? I think we need to work smarter not harder by bringing some science to the art of communications.

By creating structured feedback we can show which content had what impact, where. This is particularly important when the communications objective changes over time – as does the competitive landscape.  The tracking analysis is like a map that shows you the shortest path to meeting those objectives. It makes you more effective at what you do by:

·         Reducing the effort required to achieve the same result

·         Giving you the ammunition to argue for more budget

·         Helping you outperform competitors

·         Complementing your skills & proving your value

·         Identifying who and what had the most (and least) impact

This approach forms the basis of what you could call high performance marketing communications.

4.       In your view do you think business today understands the value they can extract from an in depth analysis of their coverage?

I think business is heavily distracted by change. As human beings we like routine, we like predictability and clarity. The problem is there are many forces now acting to create change and doing so at a faster pace than ever before. Those forces act in ambiguous and often complex ways so running on gut feel is not really feasible anymore.

In some ways communications professionals themselves need to see what is possible using advanced analysis. Most I speak with are amazed at the possibilities and the sources of new value. Much of that value comes from the depth of results which describe in detail how to grasp opportunities and mitigate threats.

This is really about mastering change in a systematic way. That means setting up a structure for analysis that matches your business and communications aims in a customised way.  Repeating that analysis regularly creates a Plan-Do-Refine feedback loop. The feedback helps us master a dynamic media environment and the depth shows how to grasp opportunities and mitigate threats. Such strategic guidance can create massive value for an organisation. And that value can be proven with concrete numbers.

5.       You believe media coverage can impact a company’s share price and you have been doing some work on this – please explain. 

Once we had worked with the activity-outcome model above we knew it could be applied to significant business outcomes like share price. It just made sense that communications activity would affect share price. So we set about R&D to prove that link. After many months of careful statistics we found the proof.

For the R&D case study, results suggested that PR represented one-quarter (¼) of the controllable factors driving share price movement. That almost implies one-quarter of your efforts to boost share price are directed to communications in the media. It’s a fantastic business case. Of course you also need the material to communicate!

6.       After years of analysing media coverage and its impact on numerous spokespeople and brands, how important is building a profile to being seen as a thought leader in the industry?

Thought Leadership creates a point of difference based typically on innovation and interest. It is almost never negative but instead adds a richness to the subtle ‘brand attributes’ within coverage we see. Our assessment tracks a range of attributes in client and competitor coverage so we can quantify that richness. We expect Thought Leadership to be more resilient during crises when attributes like Trustworthy or Quality may suffer erosion.

There are great examples we have seen on couching Thought Leadership and Industry research is case in point. One strategy here is to seek out a slightly offbeat take on the industry by focusing the research on something unusual. That approach can capture interest to get greater cut-through. I like that quirky curiosity the media seem to have.

7.       From your experience and the thousands of media articles you have analysed over the years, what qualities do thought leaders in their respective industries display?

The client or spokesperson is generally providing industry leadership.  Often they are able to explain or predict linkages between various complex concepts or between a particular piece of research and current events.  Overseas trends may also factor in here.  Depending on the medium, a thought leader will be able to explain the more complex concepts or research findings in everyday terms and without jargon. 

The delivery is generally subtle. It would be unusual for us to see a spokesperson spruiking the services of the client overtly. This is generally an outcome of the thought leadership with the client seen as the ‘go to’ firm in that field.

Though leaders and thought leadership operates differently across industries. The Financial industry often provides advice or research with good success. That research sometimes generates significant proportions of the Impact we see.

Other industries might gain respect by showing leadership through products, or product innovation for example. The Electronics industry tends to prize technical innovation – thought leadership to them means a better product.  Service based firms may demonstrate their knowledge and research round clients needs particularly into the future. .

Across various fields, the articles where there is thought leadership are more favourable than those where it is lacking. On our 5-point scale (from -2 to +2) the uplift has ranged from +0.3 to +0.8 – very noticeable shifts.

While thought leadership can appear even without a spokesperson, usually the two work together. We have certainly found that any spokesperson mention is beneficial to articles – the average uplift here is about +0.6, a substantial boost.