Leveraging Thought Leadership

When businesses talk about "making a pivot," it's often thought of as something that must happen quickly and with great impact. The reality is – a successful pivot is often anything but quick, and true impact can be difficult to implement. Who better to discuss bringing big changes to organizations than the "Pivot Catalyst," Lori Michele Leavitt! Lori is the founder and President of Abridge Corp, as well as an accomplished coach, consultant, trainer, speaker, and author of The Pivot: Orchestrating Extraordinary Business Momentum. Lori shares her insights on bringing about large-scale business changes, from building momentum to bringing people on-board with the shift in mindset. If you want to make a pivot, the leadership of the organization needs to encourage the adoption of many small changes by many people over time - not demand massive changes all at once! Momentum and buy-in are both key to any lasting change. Lori has guided many businesses and leaders through this kind of process, and has learned a great deal about organizations undergoing large-scale change. She shares how she turned her processes into a book, and later, software that she continues to iterate. She's moved the needle on management software, building a leadership operating system called Aligned Momentum. Codifying your message and process into a book is complicated, but it's another step to then turn your content into software! Lori shares insights into the process she went through with her content, sharing her insights into the future of consulting software as it continues to evolve.   Three Key Takeaways: * Helping an organization successfully pivot starts with getting the cultural decision-maker on board with change. * Being the smartest person in the room isn't the best way to have a lasting impact as a coach. * Change often happens faster in a safe space, and it's good to have peers and allies to help identify your blind spots in the process of organizing and driving change.

What does it take for a corporate scientist with zero direct reports to land on a list dominated by business school professors and bestselling authors? That's the question Jayshree Seth had to answer for herself when she was named to the Thinkers50 Radar in 2025 — and her answer became a framework. In her third appearance on the show, Jayshree Seth, 3M's Chief Science Advocate and now-published trilogy author, returns to catch listeners up on a remarkable stretch: a Thinkers50 keynote, a panel alongside Amy Edmondson, an HBR collaboration on trust and AI, and the release of her third book, The Heart of Science: Engineering Blueprint. The conversation moves through several of Jayshree's signature acronym-driven frameworks. There's METRICS-OPTICS-RUBRICS-ENERGETICS, born from reflecting on how she — an engineer with no traditional management credentials — ended up on a list built for management thinkers. There's the "three Cs" that block innovation: copy-pasting, catchphrositis, and cherry-picking, delivered as her Thinkers50 keynote. And there's VIABLE, her personal-branding framework built around voice and visibility, image and impact, backstory and behaviors, and experience and exposure. Beyond the frameworks, this is a conversation about the mechanics of building a reputation from inside a technical role. Jayshree traces the specific chain of relationships — a mention in David Epstein's book Range, an introduction to Rita McGrath, an eventual collaboration with Amy Edmondson on psychological safety and "intelligent failure" applied to human-AI trust — that turned an internal 3M scientist into an external voice cited in Harvard Business Review and Fast Company. Bill and Jayshree also dig into what it means to write a book for three different audiences at once — emerging thought leaders, established experts, and Hall of Fame-level veterans — and why friction in that process is often a sign you're doing it right. The episode closes with a reflection on responsibility: once you have an audience, thought leadership isn't a hobby, it's a discipline that has to coexist with a full-time job. If you've ever wondered whether your expertise "counts" as thought leadership because it didn't come with a traditional credential, this one's for you.     Three Key Takeaways: • Being different can be your competitive advantage, not a liability. Jayshree's METRICS-OPTICS-RUBRICS-ENERGETICS framework argues that outsiders to a field — like an engineer among management thinkers — don't need to conform to existing rubrics. Changing the measurement, the framing, and the energy you bring can alter who gets to lead a conversation.   • Reaching out to "inaccessible" experts is a discipline, not a gamble. Jayshree's collaborations with Amy Edmondson, Rita McGrath, and others didn't start with credentials — they started with cold outreach after reading an article or hearing a podcast. The lesson: most thought leaders are more accessible than they appear, and it's okay if they say no. • A personal brand for thought leadership rests on delivery, not image. Her VIABLE framework (voice/visibility, image/impact, backstory/behaviors, experience/exposure) puts the emphasis on tangible results and consistent values over aesthetics — visibility only amplifies a brand that already has substance behind it.   This episode isn't just an interview — it's a live example of the ideas in Bill's brand-new book, The Thought Leadership Handbook, co-written with Peter Winick and Naren Aryal. Jayshree's journey — from in-house corporate scientist to Thinkers50 Radar honoree — is practically a case study for the book's core idea: that thought leadership follows identifiable patterns, not luck. In fact, the book itself draws on more than 700 conversations from this very podcast, and organizes those stories into five thought leadership "avatars" — Jayshree's path as an In-House Expert turned public voice fits right into that framework. If her VIABLE branding model resonated with you, the Handbook goes deeper into exactly how experts like her make that leap from personal effort to public influence. Pick up The Thought Leadership Handbook: How the Experts Elevate Their Big Ideas — And How You Can Too, by Bill Sherman, Peter Winick, and Naren Aryal, wherever books are sold — including Amazon, Barnes & Noble, and Amplify Publishing Group's website.

Here's an uncomfortable truth for anyone thinking about writing a book: the profit from the book itself is usually a rounding error. The real return shows up somewhere else entirely — and this episode, featuring publishing strategist Zach Kristensen, is about figuring out where. Zach has spent 15 years inside the thought leadership publishing world, first at FranklinCovey helping build out titles like The 4 Disciplines of Execution, and now running his own publishing and author-coaching practice, Juxtabook. His new book, Trust Me, I'm an Author, distills what he's learned working with over a hundred nonfiction authors, and the central idea is disarmingly simple: a book is a shortcut to trust. Not universal trust — domain-specific trust. When someone reads your book, or even just knows you wrote one, they've already decided you know what you're talking about in your area of expertise. That self-selection changes everything about how a sales conversation starts. Instead of spending four calls explaining who you are, you're starting on third base. But getting there is the hard part, and Zach doesn't sugarcoat it. He lays out why "who is this book for" is a psychographic question, not a demographic one — and why skipping that step means spinning your wheels indefinitely. He also breaks down a practical marketing timeline: 80% writing / 20% promotion while you're drafting, flipping to 20/80 as launch approaches, with a six-month runway to build your platform before the book ever hits shelves. There's also a candid discussion about "fit" — why author-coach relationships fail when there's no shared willingness to collaborate, and why Zach will tell a prospective client, plainly, when he's not the right fit. And there's a genuinely useful reframe on ROI: instead of asking how many books you need to sell, Zach suggests asking how many new clients would make the whole thing worth it. The math gets a lot less intimidating fast. If you've been circling the idea of writing a book — or you've written one and aren't sure what to do next — this conversation with Zach Kristensen gives you a framework for both. Three Key Takeaways: • A book is a shortcut to trust, not a universal one. People don't need to trust you generally — they need to trust your expertise in the specific domain the book covers. That narrow, earned trust is what gets a prospect to self-select into a conversation already believing in your point of view. • Psychographics beat demographics for identifying your audience. Age, income, and geography are the "lazy" way to define a reader. The harder, more valuable work is understanding mindset — growth-oriented, risk-tolerant, ready to change — because that's what actually predicts who will act on your book. • A book's ROI isn't units sold — it's the business it generates. Instead of chasing bestseller lists, calculate how many new clients or opportunities would make the book a success, then work backward. The profit margin on the book itself is usually negligible; the downstream business impact is the real return. If Zach's idea that "a book is a shortcut to trust" resonated with you, you'll want to check out The Thought Leadership Handbook: How the Experts Elevate Their Big Ideas—And How You Can Too, by Bill Sherman, Peter Winick, and Naren Aryal. Drawing on more than 700 conversations from this very podcast, the book takes the patterns Zach describes — building trust through expertise, finding your audience, and turning ideas into influence — and expands them into a full framework, including five distinct thought leadership avatars to help you see where you fit.  It's the natural next step after hearing Zach's take on what it actually takes to build authority through a book. Pick up The Thought Leadership Handbook wherever books are sold, including Amazon, Barnes & Noble, and Amplify Publishing.

What actually happens when academic research meets the boardroom?    Peter Winick sits down with Nate Bennett — professor of management and faculty director of the Executive MBA program at Georgia State University's J. Mack Robinson College of Business — for a candid look at the gap between what business scholars know and what business leaders actually use. Bennett has spent his career straddling three audiences: students preparing to lead, practicing managers looking for answers, and fellow academics who reward each other for depth over accessibility. He explains why so much scholarly work is, by design, written for a room of a handful of other researchers — and why that's not necessarily a flaw. The real skill, he argues, is knowing how to translate that work for people who don't have the patience for a slow academic build. In front of executives, you have to get to the punchline fast. But speed isn't the whole story: Bennett makes the case that curiosity and humility matter just as much as expertise, and that professors who walk into a room assuming they have nothing left to learn rarely land well. The conversation also turns to a subject on every thought leader's mind right now: AI. Bennett doesn't mince words about what's happened to platforms like LinkedIn, where he says the signal-to-noise ratio has collapsed under a wave of AI-generated posts. His take on the right way to use the technology is refreshingly practical — think of it as an invisible assistant, not a ghostwriter. He shares how he uses AI to reformat dense research into readable tables, and reflects on what schools should really be protecting when they worry about students using it to cut corners: not information recall, but the ability to think and read. This is a conversation for anyone trying to figure out where real expertise ends and real relevance begins — and what to keep, and what to let AI handle, along the way.   Three Key Takeaways: • Academics write for three different audiences, and confusing them is a common trap. Scholarly work aimed at moving other researchers doesn't automatically translate into insight a practicing manager can use — the two require different pacing, structure, and even goals. • Curiosity and humility outperform "having the answer." Entering a room of executives assuming you're there to fill them with knowledge shuts the exchange down; entering curious, and open to having your thinking shaped by the room, produces a far better session. • The best use of AI is invisible. Rather than publishing AI-generated takes, the more valuable approach is using AI behind the scenes — as a tireless research and formatting assistant — while what actually gets published still reflects the author's own thinking.   If Nate's take on translating dense expertise into ideas people actually act on resonated with you, that's exactly the terrain Peter Winick, Bill Sherman, and Naren Aryal cover in The Thought Leadership Handbook. Drawing on more than 700 conversations from this very podcast, the book lays out the same tension this episode explored — how to build ideas rigorous enough to hold up and accessible enough to spread — into a practical framework you can apply to your own thinking.   Order The Thought Leadership Handbook today on Amazon, Barnes & Noble, Bookshop, or directly from Amplify, and learn more at thoughtleadershiphandbook.com.

What separates a leader from someone who just holds a title? This episode goes looking for the answer with two people who've watched that question get answered under real pressure: retired Brigadier General Tom Kolditz, who spent 40 years building leaders at West Point, Yale, and Rice, and Mariana Khomitska, a Ukrainian leadership development expert who has spent the last several years watching leadership get tested in wartime. Their new book, Against the Storm: How True Leaders Prevail When the World Shakes, comes out September 15 — and this conversation gets at the "why" behind it. Mariana makes a distinction that reframes the whole discussion: leadership isn't about the title or the paycheck. It's what happens when someone can't stand aside. She shares a striking example from Ukraine's energy sector, where teams under shelling did "the job for three" — not because they were told to, but because leaders had built enough trust, presence, and transparent communication that people wanted to step up. Tom brings the counterpart to that: you can't build trust in the moment a crisis hits. You have to be putting "money in the bank" every single day, long before you need it. That idea — what he calls the time value of leader development — runs through the whole conversation, along with a candid look at how the book's structure came together: real crisis stories paired with the core leadership techniques Tom has taught for decades. This isn't a book only for executives navigating a market downturn. As Mariana puts it, everyone can find something useful here — for their team, their family, their community. It's a conversation about what authentic leadership actually costs, and why it's worth paying that cost before you're forced to. Three Key Takeaways: • Trust is "money in the bank" — you can't build it in a crisis. Tom Kolditz frames leadership preparation like a financial investment: leaders who build trust and communication habits daily are the ones who have something to draw on when uncertainty hits. • Authentic leadership shows up because it can't stand aside, not because of a title. Mariana Khomitska argues that crisis strips away the trappings of leadership (status, salary, formal authority) and reveals who leads simply because someone has to. • Leadership development compounds like an interaction effect. Tom explains that developing leaders in multiple areas — like communication and decision-making — doesn't just improve each skill in isolation; the skills interact and multiply each other's impact over time. This episode isn't just a conversation about crisis leadership — it's a live example of thought leadership in action, watching two experts take decades of lived experience and turn it into a book that can scale far beyond their own careers.  If you want the playbook behind that process, pick up The Thought Leadership Handbook: How the Experts Elevate Their Big Ideas—and How You Can Too, written by your hosts Bill Sherman and Peter Winick along with publishing expert Naren Aryal. Drawing on more than 700 conversations just like this one, it breaks down the frameworks experts use to move an idea from personal insight to lasting influence.  You can find it on Amazon, Bookshop.org, Amplify or wherever books are sold.