『Leveraging Thought Leadership』のカバーアート

Leveraging Thought Leadership

Leveraging Thought Leadership

著者： Peter Winick and Bill Sherman
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Hear from the people whose ideas shape the business world. Learn what their public stories leave out. Our beat: the business of thought leadership and the people who take ideas to scale. Fortune 500 CEOs. New York Times bestselling authors. Thinkers50 honorees. NSA Hall of Fame speakers. Top business school professors. First-time authors. Emerging keynote speakers. Their support: publishers, speaking coaches, PR experts. We ask thought leaders to share generously. And they don't hold back. How did they get here? What nearly stopped them? What did they learn? And what keeps them going? Your co-hosts, Peter Winick and Bill Sherman of Thought Leadership Leverage, bring two decades of experience working with thought leadership practitioners. We've woven stories from 700+ episodes, our frameworks, and the tools we use every day into The Thought Leadership Handbook. Learn how the experts take their big ideas to scale—and how you can too.Copyright © 2018 - 2026 Thought Leadership Leverage. All Rights Reserved. マーケティング マーケティング・セールス 出世 就職活動 経済学
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  • Neurodivergent Talent Doesn't End at the Hiring Door | Caroline Maguire | 745

    Neurodivergent Talent Doesn't End at the Hiring Door | Caroline Maguire | 745
    2026/10/18
    Companies are hiring neurodivergent talent to build their algorithms, power their hedge funds, and design their AI. Then they lose those people, and nobody can explain why. In this episode, Peter Winick sits down with Caroline Maguire, social-emotional learning expert and author of Why Will No One Play With Me? and the new Friendship Skills for Neurodivergent Adults (Hachette). Caroline has spent more than two decades on a problem that, as she puts it, "people really didn't talk about": the social gaps that make it harder for neurodivergent people to connect, communicate, and belong. The conversation starts with timing. When Caroline wrote her first book, publishers wouldn't offer a big deal for anything with diagnostic labels in it. By her second book, diagnosis rates had surged, and she pitched that shift as a market opportunity. Peter uses this to make a broader point for thought leaders: build on ideas that are evergreen, then connect them to whatever wave is coming. You can't control the wave, but you can watch for it. From there, the focus moves to the workplace. Most organizations, Caroline argues, think the work ends once someone is hired. It doesn't. Instructions like "show me everything you've got" or "be a team player" mean very little to someone who doesn't easily read social cues. Managers have to boost the signal and be explicit. That change, she points out, makes them better managers for everyone. The business case is direct. Gallup data still shows that what people want most at work is a friend. There's a loneliness epidemic in offices, and people who don't feel integrated leave. Sometimes they leave for less money. Most companies only call someone like Caroline after the damage is done, which Peter compares to buying a burglar alarm after the house has been robbed. Caroline also explains how she takes her work to market. She uses a book to attract media attention, works her network hard to reach decision-makers, and gets in the door by training senior leaders and line managers. If you lead teams, build talent strategy, or are trying to carve out a niche of your own, this episode gives you a clear way to think about the market and the people in it. Three Key Takeaways: • Hiring is the starting line, not the finish line. Organizations recruit neurodivergent talent for how they think, but without training managers to communicate explicitly, those hires struggle to integrate and often leave. • Belonging is a retention strategy. Employees who don't feel connected at work are more likely to leave, even for less money, so workplace friendship and social skills are business issues, not "soft" extras. • Find the problem nobody's talking about, then own it. Caroline built her niche by spotting a well-documented problem the field ignored, earning the credentials to back it up, and timing her book for when the market was ready. Caroline Maguire's path is a working example of how thought leadership gets built. She spotted a problem nobody was talking about, earned the credentials to own it, and timed a big book to the moment the market was ready. Then she used that book to bring in media, open doors with decision-makers, and turn her expertise into paid engagements. That path from idea to impact is what The Thought Leadership Handbook: How the Experts Elevate Their Big Ideas—and How You Can Too lays out, step by step. Peter Winick wrote it with Bill Sherman and Naren Aryal, drawing on more than 700 conversations from this podcast. Inside, you'll find the patterns behind successful thought leadership journeys and five avatars to help you identify your own path. You'll also get practical frameworks and tools for making your ideas visible, trusted, and scalable. Learn more at thoughtleadershiphandbook.com, and order your copy today from Amazon, Barnes & Noble, Bookshop.org, or Amplify Publishing.
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    19 分
  • The Trusted Advisor: How a Wisdom Book Became Business Language | Charlie Green| 744

    The Trusted Advisor: How a Wisdom Book Became Business Language | Charlie Green| 744
    2026/10/15
    Publishers turned it down. They said there was no data and no market for a "wisdom book." Twenty-five years and roughly 700,000 copies later, The Trusted Advisor is still on consultants' shelves, and "trusted advisor" has become so common that many people use the phrase without knowing where it came from. In this episode, Bill Sherman talks with Charlie Green, co-author of The Trusted Advisor, founder of Trusted Advisor Associates and former New York cab driver, about where one of the most durable ideas in professional services came from. The story starts with luck. Two business school friends were trading consulting stories over coffee when a chance meeting with David Maister fixed their publishing problem in one phone call. One flaw in an older model, which Charlie had to fix, became the trust equation, the part of the book that stuck with readers. From there the conversation moves to bigger questions every thought leader faces. Should you protect your intellectual property, or treat ideas as part of a shared commons? Charlie is blunt: "Don't be too full of yourself." He argues that the idea itself is a bit overrated and that the real advantage is in how you express and package it. Charlie, a former philosophy major, also explains why defining your terms precisely helped turn a loose concept into something people could use. Bill and Charlie also look at "little-t truth," the practical, imperfect wisdom that helps people handle hard conversations and build relationships. They talk about the duty to share it, and the humility to accept that your audience doesn't owe you its attention. They explain why repeating yourself is necessary rather than redundant. Charlie shares how he gives the same talk hundreds of times and still finds it fresh. The conversation ends warmly. Charlie talks about the signs that his ideas have landed, including a phone call showing the book had been passed down to a second generation. Bill closes with a personal thank-you that shows just how far an idea can travel. If you've ever wondered whether your ideas will outlast you, or whether you're saying them enough, this episode is for you. Three Key Takeaways: • Expression beats ownership. Very few ideas are truly unique. What sets a thought leader apart is how clearly, memorably and usefully they communicate an idea, not whether they've trademarked it. •Define your terms, then repeat them. "Trusted advisor" was already a common phrase. Giving it a precise meaning, and repeating that meaning consistently, is what made it a shared language others could pick up. •Repetition is not redundancy. Just because you've written or posted something doesn't mean your audience has read it, let alone absorbed it. Like a stage actor's thousandth performance, each delivery is new for the people in front of you. Charlie Green's story of how The Trusted Advisor went from rejected "wisdom book" to everyday business language is the kind of journey Bill Sherman, Peter Winick and Naren Aryal map out in their new book, The Thought Leadership Handbook: How the Experts Elevate Their Big Ideas—and How You Can Too. Charlie draws on Bill's "little-t truth" from the book in this episode. The book also covers the episode's other big lessons: define your terms precisely, keep repeating your ideas, and accept that ideas don't speak for themselves. It draws on more than 700 conversations from this podcast and gives you the frameworks, case studies and tools to move your own ideas from insight to impact. Learn more and get a free chapter at thoughtleadershiphandbook.com, and order your copy today at Amazon, Barnes & Noble, Bookshop or Amplify Publishing.
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    34 分
  • Why Focus Is a Team Problem, Not a Personal One | Shawn Vanderhoven | 743

    Why Focus Is a Team Problem, Not a Personal One | Shawn Vanderhoven | 743
    2026/10/11
    A leader stands up in the middle of a 200-person workshop, slams his hand on the table, and says out loud what everyone in the room is feeling: I can't do great work here anymore. That moment helped start Pause: How to Lead Brilliant Work in a Busy World, and it's where this conversation gets interesting. Shawn Vanderhoven leads the executive development practice at the Wiseman Group and collaborated on the second edition of Multipliers. His argument is simple and uncomfortable. The productivity crisis in knowledge work isn't mainly personal. It's social. When the medium is speed, speed becomes the message. Teams learn that responding fast signals value, and deep, cognitively demanding work gets crowded out. Peter pushes on the practical problem. One person can't opt out of team norms without paying a career price, so the smallest unit of change is the team. Shawn agrees. That's why his research looked at two sets of behaviors: what leaders do to create space and clarity, and how contributors "pause up" to make the case to their bosses. The book covers 12 tested practices, and teams are meant to pick a few rather than all of them. One of them, "house rules," produced large gains in what Shawn calls traction time: time spent on the top priority. The conversation also addresses AI directly. Shawn argues that for most people, AI's productivity benefit is marginal, and the real risk is producing a lot of mediocre work very fast. He also has a line that reframes burnout: it often comes less from doing too much than from having too little impact. For thought leaders, the business side is just as useful. Shawn explains how Pause was built as a product line, not only a book. It includes a free team quiz and distraction inventory, partner-led workshops from 15 minutes to a full day, coaching materials, keynotes, and an AI tool called Jam that runs a fast, low-friction team 360 and coaches leaders on one distracting behavior at a time. There's also a story here about building your own IP inside someone else's firm. Shawn expected to leave the Wiseman Group to pursue this research. Liz Wiseman's answer was, "Of course you can do this here. I'll coach you." If your team is busy but not moving the work that matters, this episode is worth your time. Three Key Takeaways: • Productivity is a social problem, not a personal one. Individuals can tweak their habits, but team norms set the pace. Lasting change means building a team "bubble" that puts clarity and space ahead of constant connectivity. • Small, tested behaviors beat big resolutions. Pause offers 12 research-backed practices, and teams pick only the few they need most. Practices like "house rules" produced measurable gains in time spent on top priorities. • Great IP needs a product line, not just a book. Pause scales through a free quiz, a distraction inventory, partner-led workshops, coaching tools, keynotes, and an AI assistant. Each gives buyers a different way to engage with the ideas. Shawn Vanderhoven didn't stop at writing Pause. He turned his research into a free team quiz, partner-led workshops, coaching tools, keynotes, and an AI assistant, so buyers have several ways to put his ideas to work. The Thought Leadership Handbook by Peter Winick, Bill Sherman, and Naren Aryal explains the thinking behind moves like these: how to test an idea, choose the formats that fit your buyers, and build a lasting business around what you know. If this episode got you thinking about what your ideas could become beyond the page, the Handbook is a practical next step. Learn more at thoughtleadershiphandbook.com, and get your copy from Amazon, Barnes & Noble, Bookshop, or Amplify Publishing.
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    20 分
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