Peter Winick says thought leaders waste time pitching their frameworks when they should describe the specific behaviors their work changes. Connect those behavior shifts directly to business outcomes like lower costs or reduced waste, not the delivery method.
Hi there, it's Peter Winick. I'm the founder and CEO at Thought Leadership Leverage, and here's the thought that I'd like to share with you today, and that's this: in my conversations pretty much on a daily basis with thought leaders from around the world, I ask them to explain to me what their work is and what it does, and oftentimes their starting point is anything from research to models they've developed to methodologies to frameworks and such, and all those are are important. But what I try to get them to understand is when they're having those types of conversations with potential clients, prospects, and such, they need to pull— push the abstract stuff down a little bit and get really concrete and talk about, as a, you know, talk to the client and say, listen, here are the behaviors that get changed in your organization as a result of working with me. Now, working with you might mean licensing your IP, bringing you in as an advisor, workshops, whatever the method, you know, the modality is doesn't really matter, but here's the behaviors that you work on changing and connect that to a business outcome. So, as a result, for example, of your team being more collaborative, they're going to produce better results for your clients at a lower cost. What might that mean to your bottom line? As a result of your organization being more Agile, there's going to be less waste. So connect your work to a behavior, to your client's business outcome, as quickly and concretely as you can in those interactions and conversations. Love to hear your thoughts.
