Part 13 (1/2)

assu list of pilars as a litood shape

Eight Pillars of Intellectual Capital Quality 1 Distinction Contrary to popular thought, intel ectual capital doesn't need to be new in the sense of the breakthrough new idea or the unique, total y novel concept

In What's the Big Idea? Creating and Capitalizing on the Best Manageest, ”Almost al ideas share one or reater effectiveness, and innovation in products or processes”44 They go on to say, ”In describing the role gurus play in business ideas, 'create' isn't exactly the right word Gurus tend to assee, and broadcast business ideas; they wil rarely create the whole thing froht leadershi+p is, however, distinct; it can stand on its own as a hile contribution While intelectual capital may contain new models, new case studies, new stories, and new research, as Davenport and Prusak suggest, the creation can be as inality

2 Salience The word salient can be defined as ”conspicuous” or ”noticeable,” and that gets the idea about right, but there's another definitionis salient when it ”has a quality that thrusts itself into attention” Your thought leadershi+p ious if it's not salient

Think of your intelectual capital as a spark waiting to start a fire If it's not salient, it's like a spark in the , it'selse But if it is salient, your spark is sitting on a pile of tinder Just the slightest breeze

”Rather than push, push, push, I shi+fted ure if content is king, then let it be king Get soh to pull therated Marketing, BearingPoint 3 Relevance Change ement Leadershi+p Supply chain Innovation Entrepreneurshi+p Activity-based costing Coaching These ideas are on the ht leader with a capital T You can also be a niche thought leader-a leader with a ”little t”-and choose ideas that are relevant to only a select few (think Condo King) If the ht leadershi+p may not be a bad idea But, like any service you may offer, there needs to be a market of hile size for your ideas

4 Consequence Consequence works with relevance Your ideas may have a market, but then they ht leadershi+p to have impact, your ideas must be worthy of people's to-do lists If you can't answer the ”so what?” question clearly, bril iant as your ideas et decision reatest business ideas have their detractors While few business ideas wil be bul etproof (as ht think they are), you do need to be able to defend the ideas on their or Good intelectual capital orous in the traditional sense with iorous in this sense Many of Peter Drucker's observations, while based on his experiences, aren't rigorous in the traditional sense Dr Spencer Johnson moved al of our cheeses and took the business world by storm with four mice named Sniff, Scurry, He helpful, it's defensible) Salient? For sure Rigorous? You be the judge

6 Realisht leadershi+p is when people say, ”That's not realistic” It's perfectly fine if some people think it's not realistic-perhaps it wil take a visionary to bring your ideas to life Your ideas do, however, need to be able to ance Unpack the word elegance, and you'l find such flavors as sinified propriety Perhaps it's your conceptual , or perhaps it's the siance in intel ectual capital is the tide that raises al boats, as elegant intel ectual capital is often salient, distinct, and defensible Elegant ideas are easy to judge relevant and consequential Its simplicity often makes it seereat ti it up for the world to consume

8 Presentation Like Supreraphy, heit, but ”I knohen I see it” While it's certainly easier to define the elements of a top-quality speech, white paper, research report, or book, most people don't pick one apart by its elements They simply observe the presentation of your intel ectual capital (in whatever for and life-changing” to ”a”

The problereat speech, white paper, or book froood, fair, or poor one Many professionals are paranoid perfectionists and they underesti skil s The opposite problems al too often exist as wel : either inflated views of speaking and writing quality, or si A-ue

Thought Leader Mind-Set and MotivationNot everyone is suited to becoht leadershi+p marathon route is littered with people who started with the best of intentions, made it only so far, and dropped out before they finished the race In our research and intervieith various thought leaders,46 we found that those who make it are from diverse fields of expertise, fir characteristics:They enjoy what they do, which gives they and motivation

They feel driven to teach others what they know

They realize that in order to row their business, they need to reach out and coe

They take risks with their y

They balance confidence in their skil s and opinions with a genuine interest in learning froues, andspeeches, writing articles, doing interviews, leading for industry organizations, often for little or no pay, for tomorrow's potential benefit: new business, public affireneral y solid rown over the years

They keep working, connecting, and co after they've achieved relative faranted, and they approach their ith the realization that there is no end point to being a thought leader

”Most real thought leaders in my field never retire Warren Bennis, Frances Hesselbein, Richard Beckhart, Peter Drucker-they never retired We all retire e die! Sois, love what you do”

-Dr Marshall Goldsht leaders we analyzed and interviewed for this research possesses a goodly subset of these characteristics

Building your professional services business through thought leadershi+p takes tiy, and focus But the iht, and you wil see substantial iht leader in your field

What Thought Leaders Can Expect Like an actor who puts in his ti break, when you, after years of toil, arrive as a bona fide thought leader, here is what you can expect

Greater Recognition, Dens that you're acconition, demand, and reach outside your initial circle of business, including:Speaking requests

Meeting people who have already heard of you

Receiving cal s fro article publishi+ng requests

Increased service inquiries outside of your nor interest fro publications, top industry associations, and exclusive speaking venues

shi+fting frolobal y

Writing a book (a powerful tool for an aspiring thought leader) creates significant impact, from anecdotal reach to real opportunity for your business:Boarding a plane and seeing your book being read by other passengers

Being approached by publishers to write a book, since your audience is already established

Ieher fees, amore business47 Easier Business Developht leaders can experience an easier business develop:Shorter sales cycles

Higher-quality conversations

Less or no fee pushback

Access to higher levels within organizations

Appreciation Inside Your Firues Not only are you bringing in business, but you're also creating a brand for yourself within your co the firm's success as wel as your own

HOW SPEAKING RATES WORK FOR ONE ROAD WARRIOR