THOUGHT LEADERSHIP: MAXIMIZING IMPACT THROUGH DISTINCTIVE VOICE AND AUTHORITATIVE POINTS OF VIEW

Abstract The authors, leaders at the IBM Institute for Business Value, write about thought leadership, an often‐misunderstood subject. Their article is based on their research, including determining the return on investment. They note that many executives spend a considerable amount of time consuming this type of content, such as “research reports, PowerPoint presentations, blogs, or podcasts.” Not only is the topic often misunderstood, it is rarely defined precisely. “In its broadest sense,” they write, “thought leadership content is defined as distinctive, evidence‐based intelligence that gives leaders the insights they need to make better decisions—and the inspiration to take action.” Even if the terminology has only become used in the past few decades, the practice is older. They note that the consultancy McKinsey and Company “has been publishing its McKinsey Quarterly since 1964.” In the authors’ research, executives told them that five attributes in particular helped determine the thought leadership they consumed. In the authors’ words, they are quality, uniqueness, reach, independence, and trust. Along with this, they advocate for executives to also become thought leaders: “With data augmented with your expertise, you can begin authoring thought leadership reports, hosting a podcast or webinar series, writing a book, or speaking at relevant events. You can become a source of trusted intelligence that people feel inspired to follow.”