Transcript Hey there. It's Peter Winick. I'm the founder and CEO at Thought Leadership Leverage.…
Hey there! It’s Peter Winick I’m the founder and CEO of Thought Leadership Leverage. And today, I wanted to share with you some observations I’ve had as a result of several conversations I’ve had with friends and colleagues, authors and thought leaders from around the globe over the last couple of weeks. And that is sort of managing expectations around thought leadership.
So, I believe that there is a time and place where thought leadership is your short game. You’re doing something with the hope, the intent of a fairly immediate reaction, satisfaction outcome. Right. Maybe it’s a speech that you’re giving and you’re hoping that as a result of that keynote more people want to hire you to do things. And that’s great.
There are other times where your thought leadership needs to be more strategic and more of a long game. Where you’re constantly communicating to the people that matter most to you, to the avatars that are most important to you. You’re constantly communicating to them in a wide variety of modalities so that they are constantly aware that you exist. They’re constantly aware that this is your domain of expertise, that you exhibit thought leadership, that you share your thought leadership so that when the time comes when they’re in the need for someone to help them, whether that’s through speaking, or consulting, or advising, whatever that might be. You’re top of mind. It’s keeping that awareness up.
And ultimately, I would ask all of you to think about, do you have the right mix and the right expectations set for when you’re playing the thought leadership short game and when you’re playing the thought leadership long game. Because I believe you need to play both in order to win.