Hi! This is Peter Winick. I am the founder and CEO of Thought Leadership Leverage. Do any of you remember the Ginsu knife commercials back from the 80s? I do. The promise of the Ginsu knife is that it did everything! It sliced. It diced. You could cut a steak. You cut a can of soda. You could fillet a cat. I don’t know why you’d want to fillet a cat. But it was one of those promises that it made. Why do I bring up the Ginsu knife other than I’ve been thinking about the 80s lately? That’s not why.
The reason I bring it up is I all to often too many speakers trying to Ginsu knife their content. They try to pack so much into that forty minutes that they’ve got with the audience, so much thoughtfulness, so much of their twenty years of experience, so much of ten books that they overwhelm the audience. That the audience comes out of there flooded and not knowing what to do.
It may feel counter intuitive to you but the best speakers, the best authors, the best thought leaders that I know bring their work down to a level where it is really really simple. There might be only be two or three takeaways from a keynote. But they are two things that are actionable. They are two things that I will remember as an audience member three weeks, six months, a year later. So don’t Ginsu knife your content. Take it down to the two or three things that I, a busy participant, as a busy audience member can actually do something with and it will create more value for you, your brand, and them.
Hi! This is Peter Winick. I’m the founder and CEO of Thought Leadership Leverage. And I wanted to share with you today something that I’ve seen many many many smart people, many many world renowned authors thought leaders and speakers do that I just don’t agree with. What I mean by that, is they’re in the process of writing their book, they’re in the process of launching the book, and everything in their business revolves around the book. They allow the book to be the tail that wags the dog. The book needs to be one part, one small part of your overall strategy, one small part of your business model, one small part of your lead generation system, one small part of your productization strategy.
It’s easy to get sucked into book world. It’s easy to get sucked into deadlines and the demands of a publisher, and the demands of a publicist, and the excitement that it takes to get a book out in the world. But take the time to pull back and think about how you’re taking advantage of all the things, and all the opportunities, and all the situations that by doing this book you’d like to get your business to.
Hi! This is Peter Winick. I’m the founder and CEO of Thought Leadership Leverage. One of the things I ask clients when I first start working with them is: When was the last time you revised and updated your strategy? When was the last time you took time out time out from your very busy schedule and took a strategic pause, and took the time to analyze and think through your strategy as it relates to where you are today and where you’d like to go? What I find incredibly interesting is many, many, many of my clients come to me when I ask them that question, they start to tell me about the tactical things that they’re doing, about the new things that they’re doing from a tactical perspective. They’re doing something new on social
media. They’re doing something new for lead generation. They’re developing new products, offerings and solutions. And I say to them, “That’s great! But if you’re all you’re doing is executing tactically faster against a flawed strategy, you’re wasting energy and effort.”
So I advise my clients to take the time and effort to stop. Which is really really hard to do in the fast pace that we move in. Stop. Pause. Devote the time, devote the energy, and devote the effort into a strategic alignment. Make sure that the strategy that you’re operating from today, assuming that you have one, is aligned with where you want to go and that the tactics are supporting it.
Hi! This is Peter Winick. I’m the founder and CEO of Thought Leadership Leverage. And I want to talk to you today about a common mistake that I see authors thought leaders and speakers from around the world do. And what they try to do is make their content so broadly appealing, so relevant to everyone that in essence what they’ve done is watered it down and make it relevant to no one. You’ve got to make your content relevant specifically to a target market, specifically to a niche, specifically to a certain type of person: be that demographically, be that psychographically, be that by profession, be that by level in their career. And you need to start there and then build up. If you start at the high level, if you start by making your content so inclusive, what you’re actually doing is making it less likely that I’m going to be engaged in it, as someone that has a specific need.
Hi! This is Peter Winick. I am the Founder and CEO of Thought Leadership Leverage. And what I want you to think about today, is your content doing what it should do? And what I mean by that is are you enlightening people, are you guiding people, and are you inspiring them as a result of being exposed to your content? So what do I mean by that?
Enlightening them means you’re exposing to something new, something different, a way of thinking about the world that they may have not thought of before. That’s a valuable thing for people and you need to bake that into the work that you do. It needs to inspire them because typically by taking on something new, by taking on some new content and doing something. There’s a little bit of a risk involved there. There is of an uncertainty there. There is a little bit of a challenge to people.
You have to inspire them that it’s worth the effort. You have to inspire them that by putting in the thoughtfulness and the thinking and work that goes involved in mastering some of your content that it will inspire them to do something different, to do something better, to see the world in a new way that makes their jobs easier. That makes them more proficient at a competence that they were trying to master.
The next thing is that you need to guide them. What do I mean by that? You need to guide them by saying that if they take on this thinking, if they internalize what you’re writing about, what you’re thinking about, what your speaking about, what will it do for them? What can they do with that? Where will it take them?
Hi! This is Peter Winick. I am the founder and CEO of Thought Leadership Leverage. Everything we built at the firm is designed with you in mind. We do everything from developing strategies for our clients, to developing the brands and platforms that are significant and important to them. We then move forward and develop a wide variety of products, offerings and solutions that are derived from your content, your models, from your intellectual property. And then we move all the way forward and develop the business. We can work with you to develop the brand, to build out the products, and to build the business for you.
Hi! This is Peter Winick. I’m the founder and CEO of Thought Leadership Leverage. And today I want to encourage you to piss more people off. Well, that seems like an odd statement. What do I mean by that? I work with a wide variety of authors speakers and thought leaders from around the world. And one thing that I see in the greatest of the great is they are not afraid of the reaction that they’re gonna get for putting their content out in the world. If you are putting out thoughtful insightful new creative content you will piss some people off and that’s okay.
If you’re trying to placate everyone, if you’re trying to not offend, if you’re trying to make sure that everybody falls in love with you and your content, you’re just gonna water it down to the point where it’s dribble, to the point where it’s useless.
So don’t dilute your content. Don’t sacrifice what you believe in. Put your work out there and as a byproduct of that if you piss a couple people off, that’s okay too.
Hi! This is Peter Winick I’m the founder and CEO of Thought Leadership Leverage. And I want to talk to you today about three things that you can do to help win more business as a thought leader.
The first one might seem pretty obvious but it doesn’t happen often enough. And that’s be easy to work with.
And what I mean by easy to work with is, think about your business processes, think about how your clients your prospects interact with you at every touchpoint. How quickly do you respond to their emails? How does the phone get picked up in the office? How responsive to their various needs is your organization? Be easy to work with. It’s not that hard to do and it makes a huge difference.
Second thing you need to be thinking about is creating a sense of urgency.
Often time your content is mind-blowing to them. It could be life-altering to them. It could change their business in ways that they never imagined. However, you haven’t created a sense of urgency. You haven’t made them give up something that they’ve already planned to do in order to work with you. So you got to create that sense of urgency. Create the sense of, if they can put you to the front of the list, if they can embrace your work, and your content today, there is an absolute benefit to them that is greater than the things that they had planned for before you came into their
And then the last thing, is who owns it?
What do I mean by that? Oftentimes, you spend more time than you need to, convincing the wrong person that you’re the right fit. You have to understand who owns the decision, who owns the budget, and who is going to be the one that is actually going to green-light the work with you to be moving forward into that organization. If you don’t find that out you can be doing all the right things and still come out
with an outcome that is less than optimal. So again be easy to work with, create that sense of urgency, and understand who owns the decision-making
process in the client organization.
Hi! This is Peter Winick. I am the founder and CEO of Thought Leadership Leverage. And today I wanted to share with you some of the wisdom of the late, great philospher, Rodney Dangerfield.
Be the Pork Chop.
What does that mean? You’re probably thinking to yourself if you haven’t already tuned out. Rodney used to say that as a child, he was so ugly that if his mom didn’t put a pork chop around his neck, the dog wouldn’t even play with him.
Hmm. Be the Pork Chop.
You need to figure out what you need to do to be the pork chop so your clients want to play with you. I’m not saying that you’re ugly. And I’m not saying that they already don’t want to hang with you. But, the pork chop has a high level of relevance. The pork chop creates a high level of a sense of urgency for a dog.
What can you do with your content to make it relevant, to make it urgent, to make the dogs that are out there in the world want to play with you? How do you connect it to their world? How do you connect to their problems, their needs, and their desires? Spend some time outside of your head and put yourself in the mind of your clients. And ask yourself what do they want that you can hang around your neck to attract them to you today.
Hi! This is Peter Winick. I am the founder and CEO of Thought Leadership Leverage. And today I wanted to ask you what may seem like a silly question. But, would you clean your ears with a plunger? Of course not, you say. I see clients doing that all the time. They use the wrong tool to perform a job. And it’s just not effective. It’s not efficient. And it is actually quite comical to look at.
So you might have a client that comes to you and says, I have an event that is coming up in the first quarter and I am bringing my entire sales force, all 1200 of them to Las Vegas or Orlando and I’d like for you to to give them a forty-five minute talk and motivate the troops. Great! The right tool for that is a keynote. It is a keynote that is highly motivational. It’s a keynote that is engaging and it’s a keynote that gets the audience members pumped up.
It is not the right tool if the client is looking for your work to help them change the way they interact with their clients. If your work helps them interact with others in the organization, that is not the right tool. Motivating people does not lead to behavior change. So what you need to make sure that you do, is make sure that you’ve got the right tools in your toolbox. And you’re taking out the right ones at the right time to meet the needs of your clients.
Again, don’t clean your ears with a plunger and don’t try to change behaviors at the organizational level by using motivational tactics and strategies. Use the right tools.