How to Find Your Company’s Most Powerful Thought Leaders–and Your Company ‘Story’

Customers, especially those in the business-to-business (B2B) space looking for premium services, are increasingly demanding training and advice as part of the sales experience. They see through the brilliant and brilliant speech of marketing. They want proof.

Truly innovative leadership is proof of this. And when done right, it’s proof that it makes money – innovative leadership content helps keep your customers loyal to your brand and product on a targeted platform. This is a challenge. Distinguishes. Start relationships and improve existing relationships. And that drives sales to high-value customers.

However, finding the right perspective for innovative leadership, individually or for your company, requires structure. For most leaders and organizations, this perspective must be attractive and scalable for the future. It must be specific without alienating itself. Innovative leadership must be courageous without being excessive. And it must be individually authentic and also representative of the brand.

  1. Start with leaders

While most marketing efforts start with the customer (especially when the customer experience grows as a general strategic priority), innovative leadership starts with the leader. Trying to create an innovative leadership platform around what you think your customer wants – not what the leader believes – misses the point of authenticity and will ultimately fail with customers.

Identify leaders in your organization who are already active on social media and learn how their perspectives can be supported and expanded by the brand. Innovative leaders can come from all functions and levels of an organization: Howard Schultz may be the innovation leader at Starbucks, but the company’s blog features articles from “coffee masters”, baristas and executive-level employees, and vice president.

  1. If leaders are not clear, look for stories

Identifying opinion leaders within an organization can be easy. In the case of Starbucks, Schultz is an obvious choice because of his position and passion, but a company’s CEO is not always the best option due to several factors ranging from temperament to ideology.

So it can be useful for marketing organizations to start the story.

In 2006, Dove’s marketing director faced a moral dilemma. After years of marketing Dove products with traditional models, Stacie Bright noticed a change in her daughter’s self-esteem for a simple reason: her daughter didn’t look like the models in the Dove ads. Bright was inspired and had a story to tell.

  1. Enter the customer

Good stories – and the opinion makers who present them – can contribute a lot to the result, even if they don’t seem to be directly related to the product or service that the company offers. For example, Schultz used his innovative leadership platform to promote social issues that have little to do with coffee.

But an innovative leadership campaign to bring this incredible story to life needs to give it dimension and dimension. To do this, especially in the B2B space, where customer preferences are opaque, requires direct consumer insights to narrow the angles of the story that could trigger the target audience.

  1. Identify the platforms

The type of content your customers need helps to define the platforms on which you distribute it. Innovative leadership content can be in any format, from blank 20-page pages to 20-second tutorial videos. Again, market research and honest conversations with your customers can help you identify the most attractive and convenient platforms for consumption.

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Every leader – and every company – has the potential for innovative leadership. To transform this potential into an effective innovative leadership strategy, you need to identify the perspectives and narrative techniques that will best reach your target audience. It requires authenticity, conviction, and purpose.

And it requires leaders and their organizations to stand up for something and trust that sharing their knowledge affects not only financial results but the broader conversations around us.