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Leveraging Thought Leadership

Leveraging Thought Leadership

De : Peter Winick and Bill Sherman
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Hear from the people whose ideas shape the business world. Learn what their public stories leave out. Our beat: the business of thought leadership and the people who take ideas to scale. Fortune 500 CEOs. New York Times bestselling authors. Thinkers50 honorees. NSA Hall of Fame speakers. Top business school professors. First-time authors. Emerging keynote speakers. Their support: publishers, speaking coaches, PR experts. We ask thought leaders to share generously. And they don't hold back. How did they get here? What nearly stopped them? What did they learn? And what keeps them going? Your co-hosts, Peter Winick and Bill Sherman of Thought Leadership Leverage, bring two decades of experience working with thought leadership practitioners. We've woven stories from 700+ episodes, our frameworks, and the tools we use every day into The Thought Leadership Handbook. Learn how the experts take their big ideas to scale—and how you can too.Copyright © 2018 - 2026 Thought Leadership Leverage. All Rights Reserved. Economie Marketing et ventes Réussite personnelle
Épisodes
  • Why Your Best Leadership Work Is Still Ahead | Doug Conant | 747

    Why Your Best Leadership Work Is Still Ahead | Doug Conant | 747
    Oct 29 2026
    Most CEOs treat leadership development as something to delegate. Doug Conant taught the classes himself, and kept doing it while recovering from a near-fatal car accident. In this companion episode to The Thought Leadership Handbook, Bill Sherman sits down with the former President and CEO of Campbell Soup Company, founder of ConantLeadership, and NYT bestselling author of TouchPoints. Together they explore a thought leadership journey that didn't start at retirement. It ran quietly alongside a 50-year career. Doug's view of leadership is simple: put people first. If you invest in your talent, your talent invests in the agenda. That belief carried him from a political science classroom through Nabisco and Campbell's. Along the way, 52 people who once worked for him went on to become CEOs themselves. The conversation also goes to harder places. Doug talks about being fired ten years into his career, and how an outplacement counselor pushed a self-described introvert to stop being who everyone wanted him to be. He describes his first day as Campbell's CEO, alone in a wood-paneled office, realizing he depended entirely on people in a thousand rooms he would never enter. Bill and Doug also dig into a question every thought leader eventually faces. With hundreds of leadership books out there, what can you uniquely add? Doug's answer is the "been there, done that" perspective of someone who had to show up every Monday and deliver. Bill offers a framework for how ideas move: awareness, acceptance, and activation. Doug adds a humbling truth: most people get it wrong the first time, and that's part of the process. Doug also shares why he's more energized than ever. Inspired by a nudge from Alan Mulally and by Stephen Covey's idea of living life in crescendo, he's launching the Higher Ground Leadership Success System, a new framework built from five decades of practice. This episode suits anyone building a second act around their expertise. It's also for anyone wondering how to make their ideas travel when they aren't in the room, or who suspects their best work hasn't happened yet. Three Key Takeaways: • Understanding is important, but insufficient. An idea only creates value when people can apply it on Monday morning. Thought leaders need to design for activation, not just awareness. • Your distinct contribution comes from lived experience. In a crowded field like leadership, Doug stands out by speaking as an operator who carried real responsibility week after week. That perspective is hard to replicate. • Thought leadership is a continuous apprenticeship. Doug calls himself an apprentice even after 50 years. Ideas keep evolving after a book is published, and the best thinkers keep refining how they explain what they see. Doug Conant's story doesn't end with this episode. His journey from Fortune 500 CEO to leadership thought leader is one of the case studies in The Thought Leadership Handbook: How the Experts Elevate Their Big Ideas—And How You Can Too. Drawing on more than 700 conversations from this podcast, authors Bill Sherman, Peter Winick, and Naren Aryal map the patterns behind journeys like Doug's. The book covers how to find what you uniquely add, how to choose the right business model, and how to move ideas from awareness to action. If this conversation got you thinking about your own next season, the Handbook gives you frameworks and tools to plan it. Visit thoughtleadershiphandbook.com for a free excerpt and to discover your thought leadership avatar. Order your copy today from Amazon, Barnes & Noble, Bookshop, or Amplify Publishing Group.
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    30 min
  • Innovation Ecosystems: Why Systems Thinking Beats Siloed Problem-Solving | Ilene Fischer | 746

    Innovation Ecosystems: Why Systems Thinking Beats Siloed Problem-Solving | Ilene Fischer | 746
    Oct 25 2026
    Seventy percent of organizational change efforts fail. Ilene Fischer has spent 35 years working out why. Her answer has less to do with strategy than with whether people feel safe enough to say what they actually think. Few people have had a front-row seat like hers. She started as a chemical engineer and moved into quality management. Then she spent a decade with Peter Senge's Innovation Associates and eight years at the Tom Peters Company. Her new book, Innovation Ecosystems: A Dynamic Blueprint for Organizational Success and Engagement, combines systems thinking with a bias for action. The idea first took shape when she watched fearless, collaborative teams at NASA Langley Research Center. In this conversation, Peter Winick pushes on the "why now." Ilene's case is that the structures that worked in 1990 can't keep up with today's speed and complexity: silos, linear problem-solving, fixing one thing at a time. She points to nine disruptive forces reshaping business. One is a Gen Z workforce that demands purpose. Another is a talent shortage that is really a shortage of people with deep expertise in two unrelated fields. Then it gets practical. At a healthcare insurer, cross-functional teams with no formal leader went after a $15 million gain in operating margin. At a pharmaceutical company, a 25-person team of PhDs and MDs met once a year and took 12 years to develop a drug. Moving to a core team of eight that worked in weekly cycles cut that time. Peter also raises the positioning question every thought leader faces: is this change management, culture or innovation? Ilene says it's all three, because changing how people work changes the culture. That leads to a sharp exchange on why "change management" has become a damaged brand, and why every client claims to be "ready to rock and roll." Her organizational readiness assessment, taken by at least 50 people inside a company, is built to separate perception from reality. For thought leaders there's another layer. Peter does an "archaeological dig" into how Ilene's ideas build on Senge and Peters while still standing as her own distinctive IP. Ilene is clear about her ambition: this isn't a book, it's a movement. If you lead teams, advise executives or build ideas meant to change how organizations work, this episode is worth your 20 minutes. Three Key Takeaways: • Change fails when people don't feel heard. Resistance is the biggest obstacle to any change effort, and it usually comes from people who don't feel safe to speak up. Deep listening at the start turns resisters into your strongest supporters. • Silos can't keep up with today's complexity. Linear, one-problem-at-a-time thinking worked in a slower era. Today, cross-functional teams that include customers and vendors and work in weekly cycles move faster and drop fewer balls. • Culture determines whether innovation happens. In a culture of fear, people stop experimenting and stop using their talents. Change how people work and you change the culture, but check honestly whether the organization is ready before you start. Ilene Fischer's story shows that a great idea is only the beginning. She spent years absorbing the thinking of Peter Senge and Tom Peters before shaping it into a framework that's distinctly her own. If you're working to turn your own expertise into IP that stands out, The Thought Leadership Handbook by Peter Winick and his co-authors Bill Sherman and Naren Aryal shows how to shape it, package it and scale it in a crowded market. Learn more at thoughtleadershiphandbook.com, and order your copy today from Amazon, Barnes & Noble, Bookshop or Amplify.
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    20 min
  • Neurodivergent Talent Doesn't End at the Hiring Door | Caroline Maguire | 745

    Neurodivergent Talent Doesn't End at the Hiring Door | Caroline Maguire | 745
    Oct 18 2026
    Companies are hiring neurodivergent talent to build their algorithms, power their hedge funds, and design their AI. Then they lose those people, and nobody can explain why. In this episode, Peter Winick sits down with Caroline Maguire, social-emotional learning expert and author of Why Will No One Play With Me? and the new Friendship Skills for Neurodivergent Adults (Hachette). Caroline has spent more than two decades on a problem that, as she puts it, "people really didn't talk about": the social gaps that make it harder for neurodivergent people to connect, communicate, and belong. The conversation starts with timing. When Caroline wrote her first book, publishers wouldn't offer a big deal for anything with diagnostic labels in it. By her second book, diagnosis rates had surged, and she pitched that shift as a market opportunity. Peter uses this to make a broader point for thought leaders: build on ideas that are evergreen, then connect them to whatever wave is coming. You can't control the wave, but you can watch for it. From there, the focus moves to the workplace. Most organizations, Caroline argues, think the work ends once someone is hired. It doesn't. Instructions like "show me everything you've got" or "be a team player" mean very little to someone who doesn't easily read social cues. Managers have to boost the signal and be explicit. That change, she points out, makes them better managers for everyone. The business case is direct. Gallup data still shows that what people want most at work is a friend. There's a loneliness epidemic in offices, and people who don't feel integrated leave. Sometimes they leave for less money. Most companies only call someone like Caroline after the damage is done, which Peter compares to buying a burglar alarm after the house has been robbed. Caroline also explains how she takes her work to market. She uses a book to attract media attention, works her network hard to reach decision-makers, and gets in the door by training senior leaders and line managers. If you lead teams, build talent strategy, or are trying to carve out a niche of your own, this episode gives you a clear way to think about the market and the people in it. Three Key Takeaways: • Hiring is the starting line, not the finish line. Organizations recruit neurodivergent talent for how they think, but without training managers to communicate explicitly, those hires struggle to integrate and often leave. • Belonging is a retention strategy. Employees who don't feel connected at work are more likely to leave, even for less money, so workplace friendship and social skills are business issues, not "soft" extras. • Find the problem nobody's talking about, then own it. Caroline built her niche by spotting a well-documented problem the field ignored, earning the credentials to back it up, and timing her book for when the market was ready. Caroline Maguire's path is a working example of how thought leadership gets built. She spotted a problem nobody was talking about, earned the credentials to own it, and timed a big book to the moment the market was ready. Then she used that book to bring in media, open doors with decision-makers, and turn her expertise into paid engagements. That path from idea to impact is what The Thought Leadership Handbook: How the Experts Elevate Their Big Ideas—and How You Can Too lays out, step by step. Peter Winick wrote it with Bill Sherman and Naren Aryal, drawing on more than 700 conversations from this podcast. Inside, you'll find the patterns behind successful thought leadership journeys and five avatars to help you identify your own path. You'll also get practical frameworks and tools for making your ideas visible, trusted, and scalable. Learn more at thoughtleadershiphandbook.com, and order your copy today from Amazon, Barnes & Noble, Bookshop.org, or Amplify Publishing.
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    19 min
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