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How can failure and thought leadership go hand in hand?

Guest post by: Craig Badings

Article Overview: The very nature of true thought leadership means that you will fail at some point. If you are leading the conversation, debate, research, commentary in your sector there will always be detractors. Don't let fear of failure hold back your thought leadership campaign.

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How can failure and thought leadership go hand in hand?

Failure and thought leadership go hand in hand

Being a thought leader in your sector means that you will fail at some point.

Why? Because you can never satisfy everyone, not everybody will see you as a thought leader and you will always have your detractors. In fact some people and organisations may attack your position outright. That’s the price of being a leader.

Thought leaders aren’t shy, retiring types.

The very nature of thought leadership requires that you put yourself out there. If you want to be seen to be leading or framing the conversations around a topic, if you want people to sit up and take note and think differently about the way they do things, if you want to highlight issues or trends that we have not yet experienced you are opening yourself for criticism at some point with some audience.

Does that mean you have failed as a thought leader? Not at all.

Throughout history some of the greatest thought leaders have been criticised by the media, their competitors, government and other detractors.

Look at some of the great innovators and inventors of our time. Over the centuries they too have been wrong. Consider how many times some inventions or ideas failed before they came to fruition or before they were generally accepted.

Thought leaders require vision, courage and perseverance

The fact of the matter is that the very nature of leadership whether it be thought leadership, innovation or leadership per se requires three key characteristics – vision, courage and perseverance.

It is also precisely why so many large corporations don’t embark on thought leadership campaigns. True thought leadership often falls into the too hard box making it very easy for its detractors in the organisation to explore what could go wrong, how much IP they are going to have to give away and what the immediate return on investment might be.

It is far easier for the marketing department to stick with the tried and tested above the line campaign or PR campaign that disseminates media releases and marketing collateral. Don’t get me wrong, I’m not saying that this stuff is not important to the marketing success of the company, indeed we could all name many a campaign which stands out and that really hit the mark.

However, more and more today the standard marketing and PR campaigns are probably not going to deliver your brand the cut through you need to stand out from the crowd.

If your thought leadership campaign isn’t working what do you do?

If you have a thought leadership campaign currently running and it’s not hitting the mark try some of these tips:







Fear of failure will leave you lagging

If you aren’t prepared to give your thought leadership campaign a go because of the fear of failure you can be sure that you will remain in the marketing trenches doing what everyone else is doing.

I’d love to hear from thought leaders out there who have failed and who have come back better for it with a more robust campaign.

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About the Author: Craig Badings
RSS for Craig's articles - Visit Craig's website

Craig Badings has spent the past 21 years consulting to small and large brands about their public relations challenges. He is a director of leading Sydney-based financial and corporate communications consultancy, Cannings. Cannings is a member of the ASX-listed, STW Group Ltd, Australias largest communications services group. In 2009 Craig published a book on thought leadership 'Brand Stand: seven steps to thought leadership'. He believes that thought leadership is an incredibly powerful yet underutilized communications tool which if correctly packaged can add tremendous value to your stakeholders and, in turn, your brand. He was a main board director South Africa's largest PR company, Simeka TWS Communications and a regional director of their Cape Town office. In 1999, he started Rainmaker Public Relations. After two years, Rainmaker was bought out by London-based PR multinational, Citigate and Craig headed up their PR division. One year before immigrating to Australia he was appointed managing director of Citigate�s Cape Town PR, advertising and design agencies. In 2003, he moved to Australia and joined the Gavin Anderson Melbourne office. In 2004 he started his own business and in 2005 joined one of the Ogilvy Public Relations Australian sub-brands, Savage & Partners in Sydney. Savage & Partners merged with Cannings in February 2009.

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