How to make C-Suit Clients Authentic Thought Leaders

14 April 2021

There’s a misconception that a corporate thought leadership content strategy can be ‘bought in’ wholesale.

By definition, any organisation’s thought leadership strategy has to be built on the intrinsic ethos of that organisation. 

And, in order for a content strategy professional to crystalise what that is within the C-Suite’s organisational mandate, a laser focus has to be placed on the processes of business goal assessment, curation and the identification of user needs.

Business Goal Assessment

For so much of the last decade, a number of firms - who previously embraced legacy operational practices and perceptions - opened themselves up to disruptive initiatives that promised greater exposure; engagement and profit through innovation.

To varying degrees, this meant an abandonment of those old practises. And, as with new and potentially inspirational concepts, some leant too far to the right in terms of diving ‘all-in’ (forgive the mixed metaphors!). 

The desired outcome was (and is) of course, to not throw the baby out with the proverbial bathwater ( …apologies again).

Balance is obviously the key to being effective.

This is fundamentally why it’s extremely important to apply an effective strategy that determines the character of an organisation; its raison d’etre from inception, and how that has changed - due to a morphing environment, economical or ethical, and its current aspirations.

Therefore it shouldn't be inconceivable by any content strategist that those aspirations still incorporate the original mission statement ethos - effectively, the foundation for that firm’s existence.

And who better to identify those characteristics than members of a firm’s C-Suite.

To begin the development of any effective thought leadership content strategy, C-Suite leaders need to be open to analysing both their collective and individual priorities; colloquially speaking, to be able to clearly define ‘what is it all about for them?’ in terms of their business aims.

And there also has to be the will and courage  within the C-Suite to accept that any examination of their perceptions may be challenging and deep diving - with an expectation from the professional content strategist for candid responses; as well as the acceptance by the C-Suite for any necessary change, based on valid, data driven insights.

User Needs

Meanwhile, if a firm suddenly announces it wants to totally change its original mission statement, the best advice to give is “wrap things up and start a new enterprise!”

There needs to be a retained, recognisable and sustainable framework based on the original concept of the company.

With this in mind, Thought Leadership then needs to speak as pertinently to users, even as it reflects the fully examined views of the C-Suite.

The process of assessing User Needs involves creating multifaceted practises, protocols and projects, just as it should. 

This is fundamental to the success of optimum engagement and profit growth. 
It’s where an expert thought leadership strategist demonstrates their metal, and their ability to identify and orchestrate all the internal and external stakeholders needed to achieve this aim!

It’s important for C-Suite experts to also understand that the best leaders are already aware that team interactions are based on collaborations (not dictation), which includes listening to team needs as well as team ideas.

This is achieved by having internal thought leadership structures securely in place.

Assessing external user needs involves - desirably - the creation of stunning, bespoke thought leadership content structures, which, when correctly project managed, can positively reposition an organisation within its sector.

Ultimately, those structures must always echo the tone of voice (ToV) of C-Suite members and Brand in terms of vision, commitment and leadership.

Ingrid Smith is a UK based senior content strategist, storyteller & mentor