The Global PR Revolution: How Thought Leaders Succeed in the Transformed World of PR

By Maxim Behar

Amazon summary:

  • The New Rules of Social Media
  • How to Speak the Language of PR
  • Modern PR Skills and Tools
  • How to Measure Impact
  • The Effect of Total Transparency on Businesses
  • International Perspectives on the Media
  • The Future of the Industry

PR is everything and everywhere. More than ever, managing social media is a nuanced and dynamic field that requires the sophisticated touch of a trained professional. What was effective ten or even five years ago is no longer relevant. In The Global PR Revolution, public relations expert Maxim Behar shows readers how to master current approaches, create content that meets a client’s needs, and evolve with ever-changing trends. Complete with insights from over seventy PR leaders worldwide, this authoritative guide discusses such topics as:

Behar’s knowledge, experience, and down-to-earth writing will keep readers engrossed while refining their understanding of public relations. By the time they finish, they’ll be well on their way to becoming experts in the field.

Book website:

There’s a place for memoir alongside historical accounts, academic monographs and how-to guides. Memoir reflects the lived experience and, hopefully, allows a ‘warts and all’ reflection to set alongside idealised or over-generalised accounts of public relations practice.

But there are risks in the genre. They’re so often used for aggrandisement and even for score settling. They’re not often well written (Tim Bell’s memoirs were ghost written). They usually recount the victorious war stories of great white men. These are the trophy hunters and explorers of the first century of public relations when there were easy victories to be won, new lands to be conquered and rich spoils to be grabbed.

Max Behar’s account is a mix of all these things. Where it’s distinctive is that he’s from Bulgaria and so his life experience has spanned loyalty to communism and advocacy of capitalism. But he’s also less interested in the past than in the future of public relations.

Mostly, he’s the bluff practitioner who tells it as he sees it. ‘My current definition of PR’, he writes, ‘is “telling the truth in a way that people understand’.”

Clearly, this takes journalistic instincts (as with so many of his generation, he started out in journalism). It also echoes McCann’s famous dictum about their advertising work: ‘the truth well told.’

Indeed, he set out to offer advertising services in post-communist Bulgaria before changing direction and becoming a public relations specialist.

Behar’s great insight – and business gut instinct – has been to anticipate the merging of advertising, public relations and digital.

He argues that public relations and advertising have been waging an undeclared war and that this war will be in full-swing in the next five years. ‘They are fighting to keep their clients and we are fighting to protect our territory, which is called “content”.’

Yet the merger is inevitable, and it will involve losses. ‘My forecast is that what will drop out of PR will be what is called media relations. There simply isn’t any need for media relations anymore, because we own media. The advertising business will probably suffer more losses – only the creative departments will remain, and to some extent the copywriting departments.’

‘Many things will disappear from each of the three main communications industries so that a new industry can be born. I don’t know what it will be called. It could be named “social relations”.’

As you can tell from this quotation, Behar is an advocate of endism. He champions the approach that says the press release is dying. More contentiously, he once spoke to a crowd of public affairs practitioners in Brussels and was surprised that they seemed gloomy on hearing his prediction of the imminent death of lobbying.

Media relations belongs to the past, but not our future. By contrast, he argues, reputation management ‘is ever more important for the PR industry.’

More challengingly, ‘we, the PR consultants, have in essence turned from consultants into decision-makers, because now decisions have to be made instantaneously… Our industry is one of leadership, futuristic visionaries and believers.’

‘The power of the PR expert no longer lies in consultation. The expertise is now behind the keyboard.’

This book argues that we’re experiencing ‘the first true revolution in the PR business ever since its inception.’ Other experts from all corners of the globe are invited to give their opinions on whether this is a true revolution or a process of evolution. Opinion is divided, so let me cite the counter-argument as presented in this book by Philippe Borremans, once of IBM.

Do you consider the changes as revolutionary?

‘No, these changes have been under way for more than ten years. The whole “social media revolution” started with blogs in the early 2000s, and we’re now almost twenty years later. Rather, I would call it a very slow evolution on the part of the PR industry and its clients. The general public is adapting much faster than the industry.’

The author recognises the range of expert opinion he received on his question, but rejects any objections to his central argument. ‘I don’t believe that my thesis about the global PR revolution has any weak links that can be attacked.’

It’s frustrating that more people seem willing to write books than to read them (Behar mentions several of his own books in this text, but cites no other authors). He appears unaware that this revolution-evolution debate is already well established in the literature. Australian scholar Jim Macnamara (previously a successful public relations consultant) called his 2010 book on social media The 21st Century Media (R)evolution to reflect this very debate. Macamara is very much better read and thus more receptive to new ideas.

By accident, Behar and Macnamara seem agreed on one thing. Where the latter prefers ‘public communication’ to ‘public relations’, Behar alights on the same formula for describing the business resulting from the merger of advertising, public relations and digital.

Behar talks about total transparency (TT). This allows him to revive his definition of business ethics formulated back in 2001: ‘making a profit in a transparent way.’ He’s an optimist: ‘the rise of transparency caused by the social media revolution is rapidly building to a far better world.’

Curiously, in his top ten list of drivers of the global PR revolution Behar cites education: ‘we must bridge the gap between theory and practice; we must address the overwhelming prevalence of the latter over the former.’

This is an optimistic book. But is this well-founded? One of his 100 experts, Stuart Bruce, sees the dangers in triumphalism.

‘Public relations will become more important than ever. But it might not be called public relations, and it might not be done by PR agencies… The danger is that management consultancies, who have now recognized the value of reputation, do it better than PR does.’

Behar has a successful second career in public relations. But if he were starting out today, would this pattern necessarily repeat itself? He’s certainly adapted well to change (one of his ten success factors), but what about the luck of having been in the right place at the right time?


Intro | PR in the Days of Revolutions

Chapter 1 | PR Revolution 101

Chapter 2 | Into the Revolution

Chapter 3 | The Revolution: The Fallen

Chapter 4 | The Global PR Revolution: So Far the One and Only!

Chapter 5 | The Age of Total Transparency (TT)

Chapter 6 | Media beyond the Media

Chapter 7 | The Industry after the Revolution

Chapter 8 | The PR Revolution: Regional Tips

Chapter 9 | The Post-Revolutionary / Ever More Revolutionary Future

Product details:

Publisher : Allworth (October 15, 2019)

Hardcover : 312 pages

ISBN-10 : 1621537153

ISBN-13 : 978-1621537151

Best Sellers Rank: #1,248,439 in Books

#304 in Search Engine Optimization

#316 in Global Marketing (Books)

#669 in Public Relations (Books)

PREVIEW LINK: https://www.scribd.com/read/426623765/The-Global-PR-Revolution-How-Thought-Leaders-Succeed-in-the-Transformed-World-of-PR

AMAZON CATEGORY: Books › Business & Money › Marketing & Sales

The Burning Man Principle

The Burning Man Principle

What do you know about ‘Burning Man’? Do you even know about the ‘Burning Man Principle’? Have you heard of it before? Have you been in attendance at any of its events? What exactly is the ‘Burning Man’? In this article, we will find out about these questions and more. To those familiar with the ‘Burning Man,’ I’m sure you know there is a wide variety of opinions on it. There have been several understandings and definitions given to this name called the ‘Burning Man.’ Some said it is a place for pushing drugs; others attributed it to some spiritual activities and annual rituals, while others understood it as a music festival.

To know the truth, we need to trace its origin. Let’s try to answer these questions: What is burning man, and how did it come into existence? Who were the creators? What were their aims and objectives? Sit back as these truths begin to unfold. Many people have said different things about this burning man event, and it doesn’t mean that they are all wrong. It just means that they said what they have experienced.

Burning Man

History of the Burning Man

The burning man event originated on June 22nd, 1986, on Baker Beach in San Francisco. It officially started as a bonfire ritual on June 22nd when Larry Harvey, Jerry James, and a few friends met on Baker Beach in San Francisco. Larry Harvey burned 8 feet (2.4m) long tall wooden material referred to as a puppet. Before that time, one of the friends of Larry Harvey’s girlfriend has held a bonfire countless times on that beach in which Larry has attended. During the burning, Larry described his inspiration for burning these effigies (a dummy or a representation of someone) as a spontaneous act of radical self-expression.

In 1986, Larry made a 9-foot-tall wooden sculpture of a man and decided to burn it at a nearby beach (Baker beach) in San Francisco. And years after that, he did it again a couple of years after then. Every year, the sculpture is made more prominent than it was in the previous year. For example, in 1987, the sculpture (of a man) was about 15 feet (4.6 m) tall, and in 1989 it was almost 40 feet (12 m) tall. Finally, Harvey decided to move the burning away from the beach because the police stopped him from burning it in 1990 because he had no permit.

So, Larry joined up with another two people named Kevin Evans and John Law, who planned a group trip to a dry lake in the black rock desert. The movement began to grow as people were excited to be a part of the burning. There was a high turnout, and a man named Michael Mikel became worried that people might get lost in the desert. He then started a group called the Black Rock Rangers to keep people safe.

After that time, Harvey got a permit from the Bureau of Land Management to hold the festival, and since then, it even became more popular. The number increased yearly from the 50s to 1000s. In 2010, over 50,000 people attended the festival. The festival has become so large, and it is now sometimes referred to as the Black Rock City. This is because, before the event, some volunteers devote their time to build the city. After all, it is massive. In addition, some volunteers stay up to four weeks or more after the festival to clean up the city.

Burning Man

The Burning Man Principle

Larry Harvey created ten principles, and they were crafted not to dictate how people should act but as a reflection of the community’s culture. They are as follows:

Radical Inclusion

Burning Man allows everyone to find whatever they miss in their everyday lives. There are several different activities that people do. Some do yoga, and some go for morning runs. The exciting thing is that everyone is unrestricted to do whatever they fascinate. Notably, the community is open to people of all backgrounds and beliefs. Everyone is welcome. When applying this principle to the business world, it means no prerequisites exist. It would help if you welcomed a different perspective.


Going to Burning Man involves some mindful preparation. Money is the least of the concern for those who prepared poorly for the event. The only things it can buy are coffee and ice; the rest is to be gifted. This doesn’t mean that you should expect everything to be given to you. The notion behind it is to learn to take possessions lightly and appreciate the more minor things in life. Also, you should see it as an opportunity to give back to others. Gifts are outright contributions, whether a substance, service-oriented or even less factual.


This principle is closely related to Gifting. In reality, it means that the burning man festival does not support sponsorships or any profit-oriented activities. Every other event would have sponsors and promotional stables — not Burning Man. Nothing is for sale (except for coffee and ice) – participation is rather prioritized than what is to be consumed. This can also teach us in our personal lives to put our effort into getting positive results from the thing we are doing – without the idea of getting something in return.

Radical Self-Reliance

Self-Reliance determines responsibility. Even when things get out of hand, it is essential to take responsibility for yourself. Don’t expect others to look after you. This principle teaches that it’s best to rely on yourself. You are responsible for yourself. Bring everything you need. Burns is an opportunity for you to enjoy relying on yourself. It motivates individuals to rely on their inner resources. Nobody wants to hire someone who relies on constant supervision and instructions. Think outside the box to get constructive ideas.

Radical Self-Expression

This principle is similar to the previous one because it has to with yourself. Perform whatever you want, as long as you don’t disturb others. It’s a time to express yourself, with nobody caring to know what your concerns are. What are your gifts, talents, affinity, likes? You are free to express yourself, and only you can determine the way you express yourself. To show what you are made up to the world, you need to express your gifts and talents.

Burning Man

Communal Effort

This principle is based on first work, then play. If the idea of building an art object does not excite you, you may decide to volunteer to do some other things. Participation is essential, and that nobody will stay idle. Cooperation and collaboration are the main holding force of the festival. You cooperate to do some activities and support one another in the process.

Civic Responsibility

The co-founder of this festival was stopped from burning “the man” until he got a permit from the Bureau of Land Management. It’s important to know that Burning Man is also governed by the laws of the U.S. and the state of Nevada. Civic responsibility involves the approvals that provide for the public interest and assist in preserving society’s civil. Event organizers take responsibility for disseminating these agreements to participants and conducting events following applicable laws of the state and country.

Leaving No Trace

So, after the festival, the Black Rock desert is required to remain as spotless as it was initially. It means everything that you bring with you goes home with you. Everyone cleans up after themselves, and whenever possible, you are supposed to leave your hosting place better than you first met them.


Within one week, with the help of thousands of participants, the desert turns into a city. But this does not mean everyone is involved in building the city. Some participate in feeding the artists and transport food in their art cars. The harsh circumstances of living in the desert make it easy for people to understand that they can benefit others. The revolutionary participation ethic allies that you are the event. Everyone works; everyone plays. No one is a spectator or consumer. Participation is all that matters.


These ten principles are central to everything that is about the event.

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The Business of Expertise

by David C. Baker

A marketing consultant shares his accumulated wisdom about developing and selling business of expertise.

DAVID C. BAKER (Managing (Right) for the First Time, 2010, etc.) targets an audience inhabiting the “narrow overlap between entrepreneurship and expertise,” that is, individuals and firms providing insight and advice to others for pay. He opens with three “foundational” chapters that summarize how expertise flows from focus, how greater proficiency makes a consultant less interchangeable with others, and how precise positioning can achieve a “price premium.” Sixteen short but information-packed chapters follow, fleshing out these themes in detail. Baker explores many issues that confront advisers, from self-confidence and work fulfillment to managing client relationships and maintaining relevance over the long term. Each chapter advances his argument that proper positioning is the key to success.

He draws relevant illustrations from his decades of experience and offers pointed questions and concrete metrics that readers can use to assess their situations. Throughout, he urges consultants to make “courageous” decisions to narrow and deepen their knowledge rather than holding themselves out as capable of tackling any assignment. He emphasizes the power of saying “no” and recommends keeping a “getting to ‘know’ ” list of subject matter gaps to research and master. Baker’s writing reflects the approach he counsels. His tone is confident and authoritative yet tempered with self-deprecating humor.

He projects an insouciant command of numerous topics without sounding like a know-it-all. His deep thinking on the subject manifests in clear, succinct prose and measured wit that makes the reading easy and enjoyable (“Charge your batteries so that you can do the hard work…and put a hard hat on because some of this work is painful”). Chapters move briskly, and he is particularly nimble with transitions that orient the reader and enhance orderly flow. Despite the book’s focus on consulting agencies, other professionals who provide expertise or whose livelihoods rely on it—physicians, scientists, writers, etc.—should find relevant and useful ideas.

Since Quotations from Chairman Mao Tse-tung appeared in 1964, numerous authors and designers have emulated its color and small format in hopes of becoming “the little red book” in their categories. This compact, illustrated volume makes a strong bid to become the standard-bearer on selling expertise.

A must-read for entrepreneurial experts that also will have a broad appeal for other professionals.

This passionate “expertise manifesto” is intended to elevate the impact of advisors who sell insight as entrepreneurs. Three foundational chapters form the basis of the entire book: experts develop insight by isolating patterns in data; they convert those insights to wealth by crafting a unique positioning for which few available substitutes exist; and their confidence grows as the marketplace embraces their application of expertise.

The next sixteen chapters—building on that foundation—each answer a single question, starting with the role of expertise in a developed society, how important it is for experts to love the hard work required to hone their expertise, and how to see all that in the context of their own purpose in the world.

We pause to dig deeper by examining the very narrow overlap between expertise and entrepreneurship: the narrow slice of humanity for which this book was written, with a nod to how easy it is for those entrepreneurial experts to be pulled off mission to explore new things.

What are the critical positioning mistakes to avoid? Are there helpful ways to keep your deep, narrow expertise from blinding you to a broader, wider relevance? How might you frame your expertise in horizontal or vertical terms or a combination of both? There are core principles for this and they start with distinguishing between strategy and implementation.

What are the earlier and then later tests to validate your positioning? What are the most effective ways to demonstrate your expertise, and conversely the activities most important to avoid?

If you are an entrepreneurial expert selling advice for a living, you’ll absorb deeper and deeper insight each time you scour it. It emerges from the trenches, and is written for experts in the trenches.

What are the critical positioning mistakes to avoid? Are there helpful ways to keep your deep, narrow expertise from blinding you to a broader, wider relevance? How might you frame your expertise in horizontal or vertical terms or a combination of both? There are core principles for this and they start with distinguishing between strategy and implementation.

What are the earlier and then later tests to validate your positioning? What are the most effective ways to demonstrate your expertise, and conversely the activities most important to avoid?

If you are an entrepreneurial expert selling advice for a living, you’ll absorb deeper and deeper insight each time you scour it. It emerges from the trenches and is written for experts in the trenches.

Following the three foundational chapters (A, B, C) that open the book, there are fifteen chapters that build on that:

The Role of Expertise in a Developed Society

The Interplay Between Expertise and Fulfillment

The Why for Your Entrepreneurial Expertise

Combining Expertise and Entrepreneurship

The Relevance and Sustainability of Expertise

Positioning Mistakes and Why We Make Them

Practicing Expertise Within a Broader Context

Distinguishing Between Vertical and Horizontal Expertise

Principles for the Less Exchangeable Positioning of Expertise

Distinguishing Expertise from Implementation

Five Early Tests for the Positioning of Your Expertise

Demonstrating Expertise

Not Demonstrating Expertise

How Expertise Unfolds: A Recap

The Long Game: Maintaining Relevant Expertise

David practices what he preaches in picking a solid position to dominate as the thought leader and David picked the position of marketing agency leaders.

So, if you run an agency of some kind or are a solo consultant/freelancer, this book is for you.

This book is extremely well written without any extra words or fluff. He spends time talking about his background as an agency owner, what he did to stand out from others, and then codifies it for you to follow in his footsteps.

PREFACE according to the book

Expertise. Proficiency. Competence. I think we generally know what these words mean. And of course we know what an entrepreneurial business is, too.

This work is meant to address that narrow overlap between entrepreneurship and expertise. The intended reader is the expert who wants to move the needle on behalf of their clients and create wealth for themselves in the process. These are advisors of different types, but usually in some “fee for (expert) service” context like the professional services. The book is written for that narrow overlap between two segments.

David greatly admire craftsmen and technicians who often work with their hands, but this book is designed for those who work with their minds, primarily. The journey is broadly philosophical when we examine the role of pattern matching, but it gets down in the weeds when we take a deep dive into the tasks of crafting your positioning and then applying your expertise.

David hopes that this book will:

Inspire you to narrow your focus with greater courage, urge you to articulate more concise points of view, and steer you to greater clarity about who you are as a professional and how you help your clients as a guide.

The primary beneficiary of every book is the author because

— for David anyway — clarity comes in the articulation and not

after it. If David didn’t write, David would never know what David actually believe, and David hope reading this will inspire you to write for the same reason.

PDF Book:


Pub Date: July 11, 2017

ISBN: 978-1-60544-060-6

Page Count: 266

Publisher: RockBench Publishing Corp.

AMAZON CATEGORY: Kindle Store › Kindle eBooks  ›  Business & Money

7 Intellect Interview Activities

7 Intellect Interview Activities

 Many qualified people with the willingness and ability to provide their expertise in the open fields of the business can work in establishing the building blocks of a company and therefore guarantee success.

1- Personality profile interview activity

A personality profile interview activities is a knowledge management tool used to describe an employee’s attributes and skills, which can help evaluate its values and abilities to the fullest to contribute to the business.  It helps maximize one’s performance and skills, which can help contribute to the building blocks of the business.

The questions can be asked traditionally or online, and it is devised to seek out an employee’s performance and skills that he can put forward for the business. The decision-making methods and communication methods are to be taken under consideration when choosing a feasible employer. The personality profile is a great interview activity that helps the employer reach maximum skills and smartly achieve tasks defined by the business.

2- Imply an idea for an interview

An employer can be asked to speak in front of groups, pitch new ideas frequently to determine his communication skills. He should have an opportunity to imply an idea during the interview process to recognize an employer’s capabilities in this interview.

Setting an employer in multiple examples and asking them questions will demonstrate a pattern of independent thinking.

Ask them to come prepared to imply an idea related to the role they’re being interviewed for with a visual aide (hand-outs, notes, PowerPoint slides, presentation.) They will be told to present their ideas and how they can benefit the business. This will help in independent thinking and can be a fun interactive way of viewing the persona of an employer.

They’ll need to present their pitches to key stakeholders within your business, and the group should take notes on what worked well, as well as potential weaknesses.

3- Interviewing them in an outdoor location

Interviewing a candidate in a location away from the office can help determine how he’s around in a non-traditional interview setting. How he interacts with the people and the environment around him, managing conversation in a public place, and his communication skills can help figure the character of the candidate and if it’s suitable for the business.

4- Writing interview activity

Depending on the field, the hiring procedure is interactive, although writing is an essential skill in the business. A candidate can be tested on their writing skills by challenging him in work-related writing exercises. This gives you a chance to study their writing abilities and what they can put forward for a business through their writing. Their qualification can also determine once the candidate has submitted the form, looking at the structural and grammatical errors where the candidate lags most. General writing format can be seen with a retrospective of his ability to organize thoughts and ideas into writing.


5- A case study for a group activity

A case study can be an interactive way of making candidates interact with one another. It involves outlining a scenario that can occur for an employee and how well he can be willing and able to interact in that situation he’s is applying for.

This can be written in the form of a document containing all the valuable information about the setting or conventionally done. The information can infer and therefore be solved according to how a candidate reacts towards it. The main motive of this interview activity is to know what’s in a candidate’s mind and how one’s thinking can benefit the business the most.

6- Practical tasks

For a business, it’s significant to test a candidate and his logic towards a given task. It necessarily doesn’t have to be related to the job but more of a candidate’s instincts towards it.

The best way to approach this is to lay out everything there is and evaluate everything before getting practical with it. A candidate is tested on how he can do the task with his decision-making skills, but it’s essential to keep in mind that knowledge counts. Thus approaching a task is essential before taking any action. The task is designed so that problems may come on the way and candidates had to be aware of any inconveniences that may be involved in the tasks. Practically thinking and having that risk-taking ability can help in benefiting in this interview activity.


7- Presentations

Candidates can design a business-oriented presentation that develops the business depending on what they are hired for. It involves problem-solving and leadership skills as well as communication skills, public speaking ability, and confidence. It depends on how a candidate can present and create a presentation under the provided time and information set by the business.

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Ready to Be a Thought Leader?: How to Increase Your Influence, Impact, and Success

By Denise Brosseau

Amazon summary:

The how-to guide to becoming a go-to expert

Within their fields, thought leaders are sources of inspiration and innovation. They have the gift of harnessing their expertise and their networks to make their innovative thoughts real and replicable, sparking sustainable change and even creating movements around their ideas. In Ready to Be a Thought Leader?, renowned executive talent agent Denise Brosseau shows readers how to develop and use that gift as she maps the path from successful executive, professional, or civic leader to respected thought leader.

With the author’s proven seven-step process―and starting from wherever they are in their careers―readers can set a course for maximum impact in their field. These guidelines, along with stories, tips, and success secrets from those who have successfully made the transition to high-profile thought leader, allow readers to create a long-term plan and start putting it into action today, even if they only have 15 minutes to spare.

  • Offers a step-by-step process for becoming a recognized thought leader in your field
  • Includes real-world examples from such high-profile thought leaders as Robin Chase, founder and former CEO of Zipcar; Chip Conley, author of PEAK and former CEO of JDV Hospitality; and more
  • Written by Denise Brosseau, founder of Thought Leadership Lab, an executive talent agency that helps executives become thought leaders, who has worked with start-up CEOs and leaders from such firms as Apple, Genentech, Symantec, Morgan Stanley, Medtronic, KPMG, DLA Piper, and more

Ready to Be a Thought Leader? offers essential reading for anyone ready to expand their influence, increase their professional success, have an impact far beyond a single organization and industry, and ultimately leave a legacy that matters.

Seven Steps to Thought Leadership by Author

Over the years, I have developed a time-tested, seven-step process to help individuals successfully transition from leader to thought leader. In this book, I will share that process with you. If you follow this step-by-step guide through the chapters, you’ll learn how to bring your own ideas to the world, have an impact on an issue you care about, and leave a meaningful legacy of which you can be proud.

Here’s what it takes:

Step 1: Find Your Driving Passion

Thought leadership starts with focus and passion. You will be far more effective if you identify the one arena where your interests, expertise, credibility, and commitment align—your “thought leadership intersection point.” Next you will craft a clear What If? future, a possible future that you are committed to bring about. When you identify and align to key trends, you will gain momentum and be well on your way to make a significant difference, not only in your company or community

but across your industry or niche.

Step 2: Build Your Ripples of Influence

To build your first ripples of change, you’ll test your ideas and opinions (often not yet fully baked) with knowledgeable stakeholders—colleagues, mentors, and friends—gather their input, and continually refine your thinking. By listening to what resonates, you will distill many different points of view into the kernel of a transformative idea that will bring about the What If? future you envision. Those conversations will also inform you how to position and leverage your message to tell a bigger story that gets your first followers on board.

Step 3: Activate Your Advocates

To expand your influence beyond your existing team or organization will require that you attract supporters and well-connected advocates—community leaders, industry spokespeople, analysts, journalists, research groups, or national partners—who can champion your product, program, initiative, or idea to a muchbroader set of audiences. In this chapter, you’ll learn to articulate what’s in it for them and to create real momentum for change as well as how to move your message out of the reach of naysayers, the people determined to stop any transformation in its tracks.

Step 4: Put Your “I” on the Line

To build sustainable momentum for a new idea requires someone to show the way, someone willing to step into the limelight and say “follow me.” We’ll explore how you can “put your ‘I’ on the line”—overcoming any self-imposed limits to standing front and center and risking your reputation to espouse a new direction or vision of the future, often long before others agree with your point of view.

 Step 5: Codify Your Lessons Learned

The essential difference between leaders and thought leaders is often the latter’s ability to distill their know-how into a replicable model so that others can be inspired and empowered to expand on what those leaders have accomplished. This chapter will give you the tools to codify, test, and refine a repeatable and scalable blueprint for others who want to follow in your footsteps.

Step 6: Put Yourself on S.H.O.U.T.

To increase your credibility, strategic visibility, and reputation and gain recognition as a thought leader, you will have to get the word out about your activities, efforts, and lessons learned. You’re not a thought leader if no one knows anything about you or what you’ve accomplished. You need to be “discoverable” and connect with those who can build on your ideas.

Step 7: Incite (R)Evolution

Has the transformation you’ve envisioned and worked towards begun to take hold? In this chapter, you’ll learn to audit your progress to ensure that you gain traction for your ideas locally, regionally, nationally, and even internationally. As you accelerate and amplify your voice, you’ll increase your influence, expand your impact, and build a sustainable community of followers that will carry forward your efforts.

Here we’ll also explore how to prevent burnout as you bring about the evolutionary and even revolutionary change that will be your legacy.

How to Use This Book (Taken from book)

In Chapters One through Three, you’ll learn to build your own thought leadership platform around an idea. In Chapter Five, we’ll discuss how to create a blueprint so others can join and replicate your efforts. Then, in Chapter Six, we’ll explore how to

get out and “S.H.O.U.T.” widely about what you’re up to, and finally, in Chapter Seven, we’ll cover how to create a community that can continue your work. If you’ve already been on this adventure a while, you don’t need to start at the very

beginning of the book. Jump to Chapter Five or Six to find some tools and techniques that will accelerate your efforts. If you’ve hit a roadblock, turn to Chapter Four to discover some suggestions from other thought leaders on how to move

forward. If the journey’s a new one for you, I invite you to follow the playbook from start to finish.

Throughout the book, you’ll find lots of tips, shortcuts, and encouragement. You’ll also meet some amazing people who are changing the world. I’ve included these case studies to offer inspiration and new ideas for how to begin or jump-start your own thought leadership journey. The following chapter, “Getting Started,” includes an assessment for evaluating your progress to date; we’ll also explore the behaviors and characteristics of successful thought leaders.

Throughout the book, too, you’ll find exercises and resources at each stage of the process. You can also find more information, case studies, and resources at www.thoughtleadershiplab.com. One quick aside: as I wrote this book, I learned that some people are not comfortable with the term thought leader. There is no question that this term has been misused or misapplied by self-proclaimed experts who are all about self-promotion (or simply personal wealth). But we needn’t reject the phrase altogether. Instead, I advocate that we reclaim “thought leader” to denote the following: change agents whose intentions and efforts are aligned to improve the world and who then choose to have a more significant impact by sharing their expertise, knowledge,

and lessons learned with others, aligning their efforts in a way that creates momentum for sustainable evolutionary and revolutionary, change.

Those are the folks I am talking to in this book.

Those who are not satisfied with the status quo; those who are actively working to bring about needed improvements in their company or industry, in their region or field of expertise, in laws and attitudes and in the way things have always been done. I hope you are one of those people.

If you picked up this book because you’ve been asked to establish your company’s thought leadership within your industry or you’re part of a group that wants to develop a shared thought leadership platform, you too will find that the ideas in this book will be applicable to your efforts. If you aren’t looking to gain the designation “thought leader” but you know that pursuing thought leadership strategies will help you get ahead in your career, establish your credibility in your community, or help you build your business, you’ll also find a lot of ideas here.

Or perhaps you’re mentoring or sponsoring someone and hope to inspire him or her to step into a broader role as a thought leader. You’ll discover here lots of techniques and resources you can share and many ways to offer support and ultimately ensure the person’s success.

And if you’ve already started on your own path to thought leadership, but you’ve hit a seemingly immovable roadblock, or if you are tired, discouraged, or almost

burned out, you’ll find any number of workarounds, some new directions, and a lot of the necessary motivation to keep moving forward.

The Time Is Now (Taken from book)

Hopefully, the idea of thought leadership inspires, motivates, and excites you and you don’t think, “I could never do that.”

You can.

Thought leaders do not have a special gene, any inborn talents, or a secret decoder ring. They exist in every industry, nation, and arena; they are men and women, young and old, and they come from every ethnic, cultural, and socioeconomic background.

They are not always confident—they have their moments of doubt. They are not always the smartest kid in the room; most will admit that even if they are the “expert” in their community, they still have a lot to learn and they have made (many)  mistakes along the way. I know I have. And thought leaders do not always start out with a clear path, plan, or purpose. They have stumbled around, lost their way, and then, somehow, found it again. And so will you.

If you crave more visibility for what you are already doing, read this book. If you want to build more credibility in order to advance an agenda or a big idea, read this book. If you are ready to use your skills and talents—and develop new ones—in order to make an indelible imprint on the world, then this book is for you.

And most importantly, if you want to leave a legacy that extends beyond a series of job titles on a resume, please read this book. I wrote it for you. I believe we need many more voices at the table, many more solutions proposed, and many more people inspired and empowered to build a purposeful life that serves and calls others to action.

Now is exactly the right time to begin your thought leadership journey. Ready?

Product details

ASIN : 1118647610

Publisher : Jossey-Bass; 1st edition (January 7, 2014)

Language : English

Hardcover : 272 pages

ISBN-10 : 9781118647615

ISBN-13 : 978-1118647615

Item Weight : 1.1 pounds

Dimensions : 6.2 x 0.9 x 9.1 inches

Best Sellers Rank: #624,861 in Books (See Top 100 in Books)

#7,721 in Leadership & Motivation

#8,071 in Personal Finance (Books)

Customer Reviews: 4.8 out of 5 stars    96 ratings

AMAZON CATEGORY: Books › Business & Money › Management & Leadership