Demonstrating Expertise and Credibility for Thought Leadership

In the ever-evolving world of design and strategy, Thought Leadership has emerged as a helpful guide for designers and strategists to navigate industry complexities. Throughout this series of blog posts, we’ve explored how important thought leadership skills are to influence decisions and shape the future of product experiences. These skills, including effective communication and emotional intelligence, are the foundation of true influence. 

In this article, we will discuss how Thought leaders establish credibility by consistently delivering results that match their visionary insights. To learn more about becoming a thought leader in the complex fields of design and strategy, we will share insights from renowned authors who have already paved the way. Let’s explore how expertise and trust are the keys to making a real impact in thought leadership.

TL;DR;

• Earning Credibility Through Tangible Results: Tangible results are the foundation of your credibility. Whether through successful projects, innovative solutions, or positive impacts on your organization, your track record matters.
• Understanding Industry Trends: Thought leadership is deeply intertwined with your ability to grasp and anticipate industry trends. Staying ahead of the curve and offering unique insights is vital for establishing yourself as a credible expert.
• The Art of Persuasion: The power of persuasion plays a significant role in thought leadership. Effective persuasion involves building credibility, focusing on shared goals, connecting emotionally, and providing compelling evidence.
• Building Trust: Trust is a cornerstone of credibility. As Bill George emphasized, authenticity is a crucial aspect of building trust. The Trust Equation, with its credibility, reliability, intimacy, and self-orientation components, can help you measure and improve your trustworthiness.
• Going Above and Beyond: Going beyond your job description is crucial for building credibility. As Liz Wiseman’s findings suggest, doing more than expected and considering the bigger picture can enhance your reputation as a thought leader.
• Engaging with the Industry Community: Active engagement with your industry community is essential. Building your ripples of influence by connecting with experts, joining committees, serving on boards, and seeking out like-minded individuals can expand your reach and influence.

Proving Expertise and Earning Credibility 

Demonstrating expertise is one of the core aspects of thought leadership, but it’s not enough to claim knowledge. It’s crucial also to showcase this knowledge through tangible results. Credibility is a critical factor in thought leadership and is earned by consistently delivering on your insights and ideas. In my 25 years of experience in the Information Technology industry, working with truly global companies across various countries, I’ve witnessed firsthand the power of credibility in influencing decisions and driving the vision of product experiences.

As we delve into the world of thought leadership, it’s crucial to take a page from Denise Brosseau’s book, Ready to Be a Thought Leader? (2014). Brosseau wisely guides us to explore what truly drives us, uncover our unique areas of expertise, and identify what sets us apart from the crowd. This introspective journey involves several key steps:

• Step 1: What Are Your Credentials? These credentials can result from formal education, job roles, licenses, certificates, or even your status within an organization. The beauty of thought leadership is that it doesn’t discriminate based on formal education; it values expertise wherever it’s found.
• Step 2: What Is Your Expertise or Unique Experience? Here, we’re encouraged to think broadly. What skills have you honed? What transformative experiences have shaped your journey? Are you a guru in a particular topic? Have you innovated, pioneered, or overcome challenges that set you apart? This step identifies the aspects of your journey that make you stand out.
• Step 3: What Are You Committed to or Passionate About? Finding your driving passion is integral to thought leadership. What causes or issues do you stand for? What are you committed to, even without immediate financial gain? This isn’t just about what you do for a living but what you’d do to make the world a better place.

Incorporating Brosseau’s insights into your thought leadership journey allows you to demonstrate expertise and align it with your true passions. Thought leaders are not just experts but advocates, driven by a deep commitment to making a positive impact. This blend of expertise and passion distinguishes thought leaders in their fields and sets them on the path to profound influence.

Understanding Industry Trends

Furthermore, in line with the wisdom of Brosseau’s book, Ready to Be a Thought Leader? (2014), understanding industry trends becomes a pivotal element in the thought leadership journey. Identifying key trends requires an astute market research exercise. Brosseau offers a practical guide to this process:

• Look for relevant online groups or meetups that align with your areas of interest, such as those on Facebook, Google+, or LinkedIn. Observe the discussions within these communities.
• Use search engines like Google or Twitter to explore keywords or phrases related to your areas of expertise. Note the main topics and trends that are prevalent in these conversations.
• Refer to trade magazines, conference brochures, or industry-related websites to gain insight into the topics that are currently under discussion.
• Seek out continuing education or webinar topics from your industry association.
• Identify a top expert in your field and study the subjects they discuss.
• If you have connections in your niche, consult with colleagues or teachers about emerging topics in the field.
• Consider subscribing to a futurist newsletter for a forward-looking perspective.
• Keep an eye on funding pitches on crowdfunding platforms like Indiegogo or Kickstarter, as they can indicate emerging trends.

Understanding these trends not only keeps thought leaders informed but also equips them to lead conversations and provide insights that resonate with their audience, further solidifying their position as influential voices in their industries.

Key Trends to Watch

I have been working in this industry for 25 years and writing about it for 15 years. I have come to realize that while there are some topics that are hot buttons of the day, there are also some issues that will continue to shape the conversation on design, technology, and culture. In order to stay up-to-date, designers and strategists should be aware of some key industry trends. Follow the links below if you want to learn more:

1. Sustainability and Ethical Design: Sustainable design and ethical considerations are becoming central to the industry. Thought leaders should emphasize the importance of sustainable materials, processes, and designs that minimize environmental impact and promote ethical practices throughout the design and strategy lifecycle.
2. Inclusive and Accessible Design: The push for inclusivity and accessibility is gaining momentum. Thought leaders should champion designs that cater to diverse audiences, including those with disabilities, and promote the concept of universal design that benefits all users.
3. User-Centered AI and Automation: Artificial intelligence (AI) and automation are transforming the design and strategy landscape. Thought leaders should focus on how AI can enhance user experiences and create design systems that integrate AI seamlessly.
4. Data-Driven Design: Design decisions increasingly rely on data and analytics. Thought leaders should advocate for data-driven design processes, emphasizing the importance of user research, user feedback, and iterative design based on real user behavior.
5. AR/VR and Immersive Experiences: Augmented Reality (AR) and Virtual Reality (VR) are reshaping user experiences. Thought leaders should explore how these technologies can be harnessed to create immersive, engaging, and innovative design solutions.
6. Voice and Conversational Interfaces: The rise of voice-activated devices and conversational interfaces presents new design challenges. Thought leaders should delve into designing for voice interactions and natural language processing, which are increasingly prevalent in our daily lives.
7. Remote and Distributed Work: The way teams collaborate is evolving, with remote and distributed work becoming more common. Thought leaders should address the challenges and opportunities of remote collaboration and advocate for effective design strategies in this context [learn more about it in Strategic Collaboration in Distributed or Remote Environments]
8. Human-Centered AI Ethics: As AI systems become more integrated into our lives, ethical considerations surrounding AI and machine learning are vital. Thought leaders should be at the forefront of discussions on the responsible use of AI and the ethical implications of AI design [learn more about it in Building Trustworthy Experiences: A Primer of AI Principles for Design and Strategy]
9. Microinteractions and Micro-Moments: Microinteractions, such as the subtle animations and feedback in user interfaces, and micro-moments, brief but critical interactions with technology, are increasingly important. Thought leaders should explore how these micro-elements impact overall user experiences.
10. Design Systems and Component Libraries: Scalable and efficient design systems and component libraries are gaining importance in the design industry. Thought leaders should promote the benefits of creating and maintaining design systems to ensure consistency and efficiency across products and teams.
11. AI-Enhanced Creativity: AI tools that assist and enhance creative processes are emerging. Thought leaders should explore how AI can be a creative partner in the design process and advocate for AI tools that amplify human creativity.
12. Regulatory Compliance and Privacy: Increasingly stringent regulations around data privacy and user rights significantly impact design and strategy. Thought leaders should guide the industry in complying with regulations while delivering meaningful user experiences.
13. Cross-Disciplinary Collaboration: Collaboration between people with different skill sets like design, development, marketing, and other disciplines is essential. Thought leaders should emphasize the value of cross-disciplinary teams and encourage effective communication and collaboration.

Being aware of and actively engaging with these industry trends will position designers and strategists as thought leaders who can guide their organizations and peers toward innovative, responsible, and user-centric design and strategy practices in the coming years.

Crafting Compelling Content

One of the most important aspects is the ability to not only follow but also shape industry trends. Timothy Prizeman captures this essence eloquently in his book The Thought Leadership, where he emphasizes the significance of producing compelling content as a thought leader.

Thought leadership is all about understanding the big trends that are affecting your customers, and being known for it through having demonstrated this expertise by creating attention-grabbing insights.

Prizeman, T., The Thought Leadership Manual (2015)

Let’s explore the various facets of crafting such content in this context (Prizeman, T., The Thought Leadership Manual: How to grab your clients’ attention with powerful ideas, 2015):

• Original Ideas: Thought leaders don’t tread the well-worn path; they blaze new trails. They generate ideas that challenge the status quo, ignite conversations, and offer fresh viewpoints. These original insights set thought leaders apart, establishing them as forward-thinkers unafraid to explore uncharted territories.
• Important Implications: Thought leadership transcends intriguing concepts; it focuses on ideas with real-world consequences. Thought leaders delve into topics with significant implications—concepts capable of reshaping industries, steering strategies, or bringing about meaningful change. Their ideas resonate because they address issues impacting the lives of individuals, organizations, and society.
• Backed by Evidence: Thought leaders appreciate that opinions hold more sway when fortified by concrete evidence. They weave data, research findings, case studies, and expert opinions into their arguments. This evidence-based approach bestows credibility and authenticity on their ideas, making them more persuasive and trustworthy.
• Clearly Expressed: The potency of thought leadership lies in its clarity. Thought leaders communicate their ideas succinctly and effectively, ensuring their insights are accessible to a broad audience. They distill intricate concepts into digestible narratives, rendering their content engaging and comprehensible to both experts and newcomers in the field.
• Publicly Discussed: Thought leadership thrives when shared in public discourse, not confined to private conversations. Thought leaders actively engage in conversations through various channels like blogs, articles, social media, and conferences to ensure that their ideas become a part of broader dialogues and debates. This helps promote their ideas and makes them an integral part of the conversation.
• Strong Influence on the Opinions of Others: Ultimately, thought leadership is about making an impact. Thought leaders don’t present ideas for the sake of it; they aspire to mold opinions, ignite action, and drive change. Their insights strike deep chords, challenging existing paradigms and motivating individuals to reassess their perspectives.

Incorporating Prizeman’s insights into the art of creating attention-grabbing insights, thought leaders leverage platforms such as blogs, articles, and social media not only to showcase their knowledge but also to contribute to industry discourse and steer the direction of conversations.

Building a Personal Brand

Building a personal brand is a pivotal aspect of establishing your credibility and influence. It involves crafting an identity that not only distinguishes you from others in your field but also resonates with your target audience. To delve deeper into this concept, we can draw insights from some of the most important literature on personal branding.

One of the foundational texts on personal branding is Tom Peters’ “The Brand Called You” (1997). Peters argues that individuals need to take charge of their personal brand and view themselves as CEOs of their own companies. He emphasizes the importance of being distinct, authentic, and memorable in a crowded marketplace. Your personal brand should convey your unique strengths, values, and the promise of value you offer to those you engage with.

Regardless of age, regardless of position, regardless of the business we happen to be in, all of us need to understand the importance of branding. We are CEOs of our own companies: Me Inc. To be in business today, our most important job is to be head marketer for the brand called You.

Tom Peters’ The Brand Called You (1997)

To illustrate how thought leaders build their personal brands, let’s consider a few examples. Simon Sinek, renowned for his Start with Why concept, has established a personal brand centered on the idea of finding purpose and meaning in what you do. His brand aligns with his books, TED Talks, and consulting work, all of which consistently promote the importance of starting with “why” in leadership and decision-making.

The Why is the purpose, cause, or belief that drives every organization and every person’s individual career. Why does your company exist? Why did you get out of bed this morning? And why should anyone care?“

The Golden Circle” in Start with Why: How Great Leaders Inspire Everyone to Take Action (Sinek, 2011)

In summary, building a personal brand involves crafting a distinct, authentic identity that aligns with your values and expertise. It should be consistently reflected in your work, whether through publications, public speaking, or online presence. By following the principles outlined in influential literature and drawing inspiration from successful thought leaders, you can create a personal brand that enhances your credibility and impact as a thought leader.

Influence and Persuasion

Thought leadership transcends mere assertions of expertise. It extends into the very essence of influence and impact, shaping not just the present but also the future of industries. As we’ve explored in previous posts, being a thought leader isn’t just about what you know; it’s about the profound influence you wield in the field. This influence isn’t arbitrary or capricious; it results from a carefully crafted set of skills, experiences, and actions.

Thought Leadership and Influence

John C. Maxwell, a renowned leadership author, beautifully captures the essence of thought leadership in his statement,

The True Measure of Leadership is Influence – Nothing more, Nothing less.

Maxwell, J.C., “The Law of Influence” in The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You, (2007)

These words serve as a guiding light for those aspiring to become thought leaders in their respective domains. In this context, influence isn’t about power or authority; it’s about the ability to guide, inspire, and drive meaningful change. It’s about the capacity to turn innovative ideas into tangible realities and to create a dedicated following of individuals who share your vision and support its transformation into sustainable change.

Maxwell’s insight underscores a fundamental truth: the currency of thought leadership isn’t knowledge alone but the capacity to translate that knowledge into action and meaningful results. In the design and strategy practice, this translates into the ability to shape product experiences, guide decision-making, and influence the trajectory of industries. The bedrock of thought leadership lies in your expertise and ability to communicate, inspire, and lead others toward a shared vision. This is the true essence of leadership, where the measure of your leadership is nothing more and nothing less than the influence you wield to effect positive and lasting change.

Cultivating Authentic Leadership

The most effective leaders make their work a deeply personal endeavour. They act from passion and according to their values, and they bring about change by building open, meaningful relationships with people in their organization, who grow to trust them deeply. That trust comes from recognising a real person behind the mask of power, someone who wears their motives, values and goals in the open for all to see (Harvard Business Review, The Harvard business review manager’s handbook, 2017).

People trust you when you are genuine and authentic, not a replica of someone else.

George, B., Sims, P., McLean, A. N., & Mayer, D., “Discovering your authentic leadership” in Harvard Business Review (2007)

Authentic leaders develop their individual styles from trial and error. To explore and develop your own euthenics leadership (Harvard Business Review, The Harvard business review manager’s handbook, 2017):

• Learn from your life story. Your values and goals come from somewhere. Connecting your present self with past experiences will deepen your understanding of why you see the world the way you do and why you care about the things that matter to you. Examine your history, and learn to articulate and share your story freely.
• Understand your extrinsic and intrinsic motivations. Extrinsic motivation is external rewards like recognition, status, and wealth. Intrinsic motivation is personal growth or the joy of helping others. It’s important to understand how your work interacts with your inner sense of meaning. Once you identify your motivations, you can look for opportunities to nurture them.
• Foster self-awareness. It can be painful to accept feedback from colleagues and be transparent about your own shortcomings in turn. You have to open yourself to the judgment of others — people you supervise, collaborate and compete with, and want to impress. If you don’t know how other people see you, any negative information — however minor — is devastating. The more clearly you understand the impression you make on others, the better you’ll be at processing criticism.

Authentic leadership pushes you to reflect on your identity and your purpose in life. Here are some questions to guide you through this exercise (George, B., Sims, P., McLean, A. N., & Mayer, D., “Discovering your authentic leadership” in Harvard Business Review, 2007):

1. Which people and experiences in your early life had the greatest impact on you? What impact did they have?
2. How do you cultivate self-awareness daily? What are the moments when you say to yourself, this is the real me?
3. What are you most deeply help values? Where did they come from? Have your values changed significantly since your childhood? How do your values inform your actions?
4. What motivates you, extrinsically and intrinsically? How do you balance these motivations in your life?
5. What kind of support network do you have? How does your team ground you as a leader? How should you diversify your team to broaden your perspective?
6. Is your life integrated? Are you able to be the same person in all aspects of your life — personal, work, family, and community? If not, what is holding you back?
7. What does being authentic mean in your life? Are you more effective as a leader when you behave authentically? Have you ever paid the priced for your authenticity, and was it worth it?

Using Personal Anecdotes and Real-Life Examples

When communicating or presenting, incorporating personal anecdotes and real-life examples can create an emotional connection with the content. This helps to make abstract concepts more tangible and can build trust with the audience. By doing so, it creates a compelling narrative that resonates with the audience and makes the information more relevant and persuasive. As a result, the use of such examples can help to connect with the audience and make the information more impactful. Here are some tips:

• Incorporate Personal Stories: Share personal anecdotes or experiences related to the topic. This adds authenticity and helps establish a connection with the audience.
• Include Real-Life Examples: Use real-life case studies or examples to illustrate your points. Tangible examples make abstract concepts more relatable and understandable.

Drawing upon Nancy Duarte’s expertise in presentation design, incorporating personal anecdotes and real-life examples can significantly enhance the effectiveness of a presentation. As emphasized in her book Resonate, sharing personal stories allows presenters to connect with their audience on a deeper level. When a speaker shares a personal experience, it humanizes the content and creates an emotional connection with the listeners. This connection captures the audience’s attention and makes them more receptive to the message being conveyed.

Additionally, using real-life examples, as highlighted in Duarte’s book Slide:ology, makes abstract concepts more relatable and understandable. Concrete examples bring data and ideas to life, making them tangible and memorable. By illustrating complex ideas with real-world scenarios, presenters can help the audience visualize how the information applies to their own lives or work contexts.

The power of personal anecdotes and real-life examples lies in their ability to evoke emotions and build a sense of shared experience with the audience. As Duarte explains in Resonate, this emotional connection creates an “aha” moment where the audience relates the content to their own experiences, leading to greater comprehension and retention.

When using personal anecdotes, it is essential for presenters to ensure that the stories are relevant to the presentation’s central message and align with the overall narrative. Duarte emphasizes the need for storytelling to have a purpose, serving as supporting evidence to the main idea or key takeaway.

Social Influence and Decision Dynamics

In exploring the essence of thought leadership, we delve into a critical aspect that shapes the landscape of influence: social influence. This concept, as highlighted in the work of Hogg, M. A., reminds us that, as humans, we are inherently influenced by those around us. Whether we seek advice from friends, observe the behaviors of others, or follow the guidance of authoritative figures, the influence of other people plays a fundamental role in shaping our everyday thoughts, feelings, and actions.

Your answers to at least some of these questions will be yes because you, like all people, are influenced by those around you. When you find yourself in situations like these, you are experiencing what is perhaps the most basic of all social psychological processes—social influence, defined as the influence of other people on our everyday thoughts, feelings, and behavior (Hogg, 2010).

Understanding the culture and principles behind how teams and stakeholders make decisions becomes critical for designers to know when, what, and how to influence to drive design vision forward. If some team members use principles-first logic and others use applications-first logic to reach a decision, this can lead to conflict and inefficiency from the beginning.

Both consensual and top-down decision-making process can be effective. But members of a global team often have expectations about decision making based on the norms of their own societies.

Meyer, E., The culture map: Breaking through the invisible boundaries of global business (2014)

While leaders have always had to understand personality differences and manage how people interact with one another, as globalization transforms the way we work, we now need the ability to decode cultural differences in order to work effectively with clients, suppliers, and colleagues around the world (Meyer, E., The culture map: Breaking through the invisible boundaries of global business, 2014).

When these cultural differences collide, it leads members of global teams to respond emotionally to what they see as ineffective behaviors of others on the team. Worse still, most of us are not even aware of the system our own culture uses to make decisions. We just follow the patterns without thinking about it (Meyer, E., The culture map: Breaking through the invisible boundaries of global business, 2014)

In the context of thought leadership, understanding the dynamics of social influence becomes pivotal. As a thought leader, you are not merely a repository of knowledge and insights but a beacon of influence in your field. The ability to comprehend the principles and cultural underpinnings that govern how teams and stakeholders make decisions is paramount. Designers and strategists who aspire to lead and drive their design visions forward must be astute observers of the decision-making processes within their teams.

Understanding these decision dynamics can help you navigate potential conflicts and inefficiencies that may arise from differing approaches to problem-solving. Thought leaders are not just experts in their domains; they are adept at discerning how to harness the power of social influence to guide these decision-making processes in a way that aligns with their vision and expertise. This ability to navigate the intricate interplay of social influence and decision dynamics distinguishes thought leaders as true change-makers in their industries.

The Art of Persuasion

The role of persuasion is pivotal in conveying ideas and shaping the decisions that drive the vision of product experience forward. Persuasion is not just about convincing people; it’s about influencing their perceptions, judgments, and actions, a fundamental skill set for thought leaders, designers, and strategists alike.

Erin Meyer, in her insightful work The Culture Map: Breaking through the Invisible Boundaries of Global Business, underscores the profound influence of culture on the art of persuasion. She emphasizes the importance of patience and flexibility, especially in a multicultural world. Cross-cultural effectiveness requires time and a keen understanding of how different cultures approach persuasion. Recognizing the reactions of others and adapting accordingly is critical to becoming increasingly persuasive in international collaborations.

Far from being universal, the art of persuasion is one that is profoundly culture-based.

Meyer, E., “Why versus How: The Art of Persuasion in a Multicultural World” in The Culture Map: Breaking through the Invisible Boundaries of Global Business, (2014)

Some cultures tend toward deductive arguments, focusing on theories and complex concepts before presenting a fact, statement, or opinion. Others tend toward inductive arguments, starting with focusing first on practical application before moving to theory (Meyer, E., The culture map, 2014).

This trait shows up in everything from how people give presentations or lead meetings to how they write emails.

Patience and flexibility are key. Cross-cultural effectiveness takes time. Developing your own ability to recognize others’ reactions and adapt accordingly will help you be increasingly persuasive when working internationally (“Why versus How: The Art of Persuasion in a Multicultural World” in The Culture Map: Breaking through the Invisible Boundaries of Global Business, Meyer, E., 2014).

Additionally, John A. Conger’s essential elements of persuasion provide a robust framework for those seeking to master the art of persuasion. His perspective highlights that persuasion isn’t merely about selling an idea or convincing opponents; it’s a process of learning from others and negotiating a shared solution.

Persuasion is a process of learning from others and negotiating a shared solution.

Conger, J. A., The necessary art of persuasion (1998)

These essential elements encompass:

• Establishing Credibility: Credibility arises from two sources—Expertise and relationships. Colleagues trust your expertise when you have a history of well-informed, sound judgment. Demonstrating that you can act in the best interest of others fosters confidence in your relationships.
• Framing to Find Common Ground: Framing goals on common ground involves tangibly describing the benefits of your position. Adjusting your position to find common ground becomes essential when shared advantages aren’t evident.
• Providing Vivid Evidence: Using examples, stories, and metaphors is crucial to make numerical data more compelling and resonate more deeply with your audience.
• Connecting Emotionally: Adapting your emotional tone to match your audience’s receptiveness is vital. Understanding how your colleagues interpret past events and predicting how they’ll likely interpret your proposal can help you effectively tailor your message to the audience.

Furthermore, as a word of advice drawn from my own experience and observations, it’s essential to be aware of the limitations of persuasion, particularly when it comes to positions. Junior designers and many professionals often find themselves bargaining over positions, believing that strong arguments and knowledge will convince their team to move in a certain direction. However, this approach, known as “bargaining over positions,” has shortcomings, often due to a lack of emotional intelligence in handling conflicts.

It’s vital to recognize that in difficult conversations, the contention is not primarily about getting facts right but about conflicting perceptions, interpretations, and values. This acknowledgment shifts the focus from proving one’s rightness to understanding both sides’ perceptions, interpretations, and values. A change in perspective — from asserting one’s position to negotiating on merits — can lead to more constructive conflict resolution.

A fundamental principle for constructive negotiation is to get in step with the values, perceptions, concerns, norms, and moods of those you’re dealing with. Recognize that different individuals have different interests, communication styles, and persuadable factors. The goal is to adapt your approach to fit the specific context while avoiding stereotyping individuals based on group characteristics. Active listening, questioning assumptions, and staying open to the vast variations among cultures and individuals can lead to more effective persuasion.

In a world where persuasion plays a crucial role in decision-making, understanding its nuances and being adaptable in your approach is essential for thought leaders, designers, and strategists to drive their vision forward effectively.

Building Trust

In professional fields — like in life — trust is crucial for credibility, effective leadership, collaboration, and influence.

The single most important thing you can do to improve communication between you and your stakeholders is to improve those relationships, earn trust, and establish rapport .

“Stakeholders are People Too” in Articulating Design Decisions, Greever, T., 2020

These will speak more for you than the words that come out of your mouth in a meeting. I couldn’t agree more with Greever (2020) when he says that it’s ironic that UXers are so good at putting the user first, garnering empathy for and attempting to see the interface from the perspective of the user. Yet, we often fail to do the same thing for the people who hold the key to our success.

Why Trust is Important?

Trust is the lifeblood of collaboration. To create and sustain the conditions for long-lasting connections, you have to be able to trust others, they have to trust you, and they have to trust each other (Kouzes, J. M., & Posner, B. Z.,  Leadership Challenge: How to Make Extraordinary Things Happen in Organizations, 2017).

Without trust, you cannot lead or make extraordinary things happen.

Kouzes, J. M., & Posner, B. Z.,  Leadership Challenge: How to Make Extraordinary Things Happen in Organizations (2017)

In a study of more than 1,000 leaders, 59 percent of the respondents indicated they had left an organization due to trust issues, citing lack of communication and dishonesty as key contributing factors (Blanchard, K. “Building Trust” in Leading at a higher level: Blanchard on leadership and creating high performing organizations, 2018).

When people perceive and organization — or its leaders — are less than forthcoming, they become unwilling to contribute energy or make commitment to their organization’s well-being beyond the absolute minimum.

Blanchard, K. “Building Trust” in Leading at a higher level: Blanchard on leadership and creating high performing organizations (2018)

The key word here is perception. In this case — even when you’ve done an excellent job in being forthcoming — you still need to understand how people perceive you and — therefore — how they trust you. I’ve coached many designers about this critical aspect of work (and life), that — for almost every aspect of human interaction — there is no way to know what reality is: there is only our perception of it!

When it comes to teams, trust is about vulnerability. Team members who trust one another learn to be comfortable being open — even exposed — to one another about their failures, weaknesses, and even fears. Now, if this is beginning to sound like some get-naked, touchy-feely theory, rest assured is not that is nothing of the sort (Lencioni, P. M., The five dysfunctions of a team, 2013).

Vulnerability-based trust is predicated on the simple — and practical — idea that people who aren’t afraid to admit the truth about themselves are not going to engage in the kind of political behavior that wastes everyone’s time and energy, and more importantly, makes accomplishments of results an unlikely scenario (Lencioni, P. M., The five dysfunctions of a team, 2013).

How to Win Trust

Relationships of trust are vital to the way we do business today. In fact, the level of trust in business relationships, whether internal with employees or colleagues or external with clients and partners, is the greatest determinant of success. The challenge is having a conceptual framework and analytical way of evaluating and understanding trust. Without the proper framework for evaluating trust, there’s no actionable way to improve our trustworthiness (Maister, D. H., Galford, R., & Green, C, The trusted advisor, 2021).

Trust must be earned and deserved. You must do something to give the other people the evidence on which they can base their decision on whether to trust you. You must be willing to give in order to get.

Maister, D. H., Galford, R., & Green, C, The trusted advisor (2021)

Share information and knowledge freely with your constituents, show that you understand their needs and interests, open up to their influence, make wise use of their abilities and expertise, and — most of all — demonstrate that you trust them before you ask them to trust you (Kouzes, J. M., & Posner, B. Z.,  Leadership Challenge: How to Make Extraordinary Things Happen in Organizations, 2017).

To understand the variables that go into building trust, I’ve found the Trust Equation very helpful.

The Trust Equation is a deconstructive, analytical model of trustworthiness that can be easily understood and used to help yourself and your organization. The Trust Equation uses four objective variables to measure trustworthiness. These four variables are best described as Credibility, Reliability, Intimacy, and Self-Orientation (Maister, D. H., Galford, R., & Green, C, The trusted advisor, 2021).

Let’s dig into each variable a bit more (Maister, D. H., Galford, R., & Green, C, The trusted advisor, 2021):

• Credibility is strongly related to the words we speak. It encompasses the trust others place in what we say. An individual with high credibility is seen as a reliable source of information, someone whose statements can be trusted.
• Reliability is the dimension of trust that pertains to actions. If someone consistently follows through on commitments and promises, they are considered reliable. Trust is fostered when people can depend on a person to deliver on their word.
• Intimacy relates to feeling safe and secure when entrusting someone with sensitive information or responsibilities. It revolves around the notion that someone can be trusted not to violate confidentiality and to handle charged matters with care and discretion.
• Self-Orientation: involves the focus of the individual. A person’s self-orientation is measured by whether their primary concern lies in their own interests or the interests of others. Establishing trust is more manageable when one perceives genuine concern for one’s well-being and not just personal gain.

There are two important things about building trust. First, it has to do with keeping one’s self-interest in check. Second, trust can be won or lost very rapidly (Maister, D. H., Galford, R., & Green, C, The trusted advisor, 2021).

The Trust Equation provides a structured approach to understanding and enhancing trustworthiness. It acknowledges that trust isn’t a monolithic entity but a multifaceted construct influenced by various factors. Trust, when cultivated through the Trust Equation’s dimensions, not only enhances credibility but also underpins lasting relationships, effective collaboration, and the foundation of trust-driven thought leadership and design strategy.

Going Above and Beyond

Building credibility as a thought leader, designer, or strategist often requires transcending the boundaries of your job description. Going above and beyond your assigned tasks is crucial to establishing your influence and making a significant impact in your field.

Building Credibility with Leaders and Stakeholders

In her recent book Impact Players, Liz Wiseman polled managers about what reduces employees’ credibility in their eyes, two of their top responses were “When they just do their job without considering the bigger picture” (the fourth-highest-ranked frustration) and “When they wait for the boss to tell them what to do” (the second-highest-ranked frustration). Though we often think of bosses as power-hungry dictators, the truth is that most managers dislike having to tell people what to do. She asked the same group of managers what employee behaviors they most appreciate. Their number one response? “When people do things without being asked.” See the chart below for how to build (or kill) your credibility when dealing with messy problems. The most effective professionals look above their roles and go beyond their job to get the real job done (Wiseman, L. Impact players, 2021)

Credibility Killers	Waiting for managers to tell you what to do Ignoring the bigger picture Telling your manager that it’s not your job
Credibility Builders	Doing Things without being asked Anticipating problems and having a plan

When we interviewed managers, they consistently described Impact Players as problem solvers. They told us about people who sought out hard problems and solved them all the way from strategy to detail.

detail.Wiseman, L. Impact players (2021)

They said things like, He solves gnarly problems. He can be pointed at anything. She’s the one I turn to when work is difficult. She takes hard projects and crises and turns them around. In his free time, he’ll just go out and solve problems. These contributors see messy problems as opportunities to serve where they are most needed. Unattended problems make them agitated, like unattended baggage in a crowded airport. They see themselves as first responders — empathetic and skillful heroes who are willing to inconvenience themselves to help others (Wiseman, L. Impact players, 2021).

Credibility, Integrity and Confidence

In the business world, confidence is more than just a state of mind—it’s a dynamic force that fuels action, influence, and innovation. It can be defined as the unwavering belief in one’s abilities, ideas, and value within a professional context.

Confidence is an expectation of a positive outcome. It is not a personality trait; it is an assessment of a situation that sparks motivation. If you have confidence, you’re motivated to put in the effort, to invest the time and resources, and to persist in reaching the goal.

Kanter, R. M., Overcome the eight barriers to confidence (2014)

Especially in times of uncertainty, upheaval, or crisis, believing in yourself and making the right decisions will give you credibility and integrity, which in turn will enhance the organization’s reputation and build trust in all stakeholders. Here are a few tips to improve your confidence (Kindersley, D. The Essential Manager’s Handbook, 2016):

• Being prepared. Confidence can come in many different ways. It comes from experience as your track record as a leader improves. It comes from having well-formed plans and anticipating challenges, and it comes from the knowledge that you have a strong business built on productive working relationships.
• Acknowledging ideas. Your inner confidence will grow when you behave confidently and gain the trust of your team and colleagues. An ability and a willingness to devolve power and decision-making are vital characteristics that mark out a confident leader, so take every opportunity to involve others and empower them to act on their ideas. Be open about what is not working for you, your customers, suppliers, or employees; your frankness will be interpreted as an expression of confidence because you approach success and adversity with equal zeal. Encourage people to discover and understand situations for themselves rather than spoon-feeding them issues and answers-remember your power increases as you give it away.
• Being consistent. As a leader, your every word and action is scrutinized by your team and could be given far more significance than you intended. Perceptions of you as a confident leader can be undermined by conscious or unconscious slips, so try and think in a measured way about the kind of signals you are sending out. Consistency and calmness in adversity are characteristics that most people will perceive as confidence.

Engaging with your Peers and the Community

However, going above and beyond doesn’t stop at individual contributions. Active engagement with the industry community is equally essential. Thought leaders must participate in the broader discourse by writing papers, speaking at conferences, and mentoring others in their field. This engagement brings recognition and respect from peers, solidifying their position as influential figures in their domain.

Denisse Brosseau, in her book Ready to Be a Thought Leader? (2014), offers valuable strategies for building ripples of influence in the industry community. Here are a few approaches:

• Build Connections: Connect with industry analysts, pundits, or journalists who can provide new ideas and serve as a testing ground for your own. This external perspective can be invaluable in shaping your thought leadership.
• Join Committees and Boards: Get involved in academic conference committees, advisory groups, or university research teams. Serving on boards of professional, regional, or industry organizations can expand your network and influence.
• Online Engagement: Participate in online communities through platforms like LinkedIn groups, Meetups, or Facebook communities. You can even volunteer to curate information for such groups, demonstrating your commitment to knowledge sharing.
• Government and Policy Involvement: Seek appointments to government bodies, policy groups, or award committees that align with your field. This not only expands your network but also provides access to a wide range of ideas and perspectives.
• Public Speaking Engagements: Seek opportunities for public speaking at industry conferences, seminars, and webinars. Delivering insightful presentations not only helps disseminate your expertise but also establishes you as a recognized authority in your field, further elevating your credibility amongst your peers [learn more about public speaking in Presentation and Storytelling Skills for Strategy Development and Stakeholder Engagement]
• Continuous Learning: Broaden your horizons by reading widely, taking courses, and studying the ideas of great thinkers. Innovation often thrives on cross-pollination of ideas from diverse domains.

When identifying stakeholders and allies, your “personal board of directors” plays a pivotal role. They can provide valuable input on whom to approach first and who is most likely to align with your ideas. Prioritize your list and ask for introductions to those who may stand as initial allies.

By actively engaging with the community, and by transcending your job description, you not only build your credibility but also position yourself as a thought leader capable of making a lasting impact on your industry.

Call to Action

Remember that the journey to thought leadership is ongoing and requires dedication. Here’s how you can apply these concepts to your own thought leadership journey:

1. Set Clear Goals: Define your thought leadership objectives. What do you aim to achieve in your field? Clarity of purpose will guide your efforts.
2. Invest in Continuous Learning: Keep abreast of industry trends, research, and innovations. Knowledge is a fundamental building block of expertise.
3. Build a Solid Portfolio: Document your successes and experiences, and use them to showcase your expertise. Your portfolio is your evidence of competence.
4. Cultivate Authenticity: Be true to yourself and your values. Authentic thought leaders are more relatable and trustworthy.
5. Practice Effective Persuasion: Work on your persuasion skills, as they are instrumental in conveying your insights and ideas effectively.
6. Go Beyond Your Job Description: Look for opportunities to contribute beyond your regular role. Identify problems, propose solutions, and collaborate with others to make a meaningful impact.
7. Network and Engage: Connect with peers, mentors, and industry influencers. Engage in meaningful conversations and activities that support your thought leadership journey.
8. Share Your Knowledge: Don’t hoard your insights. Share your expertise through writing, public speaking, and mentorship. The more you give, the more you’ll receive in terms of recognition and credibility.

Other Skills for Aspiring Thought Leaders

As I mentioned in the first post of this series, great ideas are not enough to be a successful thought leader. Skills that amplify their impact are crucial. Aspiring leaders must develop exceptional abilities, such as effective communication and emotional intelligence, to transform their vision into tangible results. Check out the other articles of this series to learn about the crucial skills that will have designers and strategists influence the decisions that drive product experience visions forward:

• Mastering Effective Communication. Thought leaders possess the remarkable ability to communicate their ideas clearly and persuasively. Their words are not just informative; they’re inspirational. The capacity to convey complex concepts that resonate with diverse audiences is a hallmark of their influence. Effective communication bridges the gap between innovative insights and their practical application, inviting others to be part of the journey {read more about Presentation and Storytelling Skills}.
• Innovative Thinking and Idea Generation. Central to thought leadership is the skill of thinking beyond the obvious. Innovators don’t merely accept the status quo; they challenge it. They see possibilities where others see constraints. Thought leaders embrace this skill, consistently generating ideas that shape the future and pioneering approaches that set trends rather than follow them {read more about Innovative Thinking and Idea Generation}.
• Demonstrating Expertise and Credibility. Being a thought leader means going beyond asserting expertise; it’s about proving it. Thought leaders earn credibility through their work, consistently delivering results that align with their insights. This requires not only a deep understanding of their field but also the acumen to translate that knowledge into tangible outcomes.
• Managing and Adapting to Change. In a rapidly evolving world, thought leaders are agile navigators. They thrive amidst change and uncertainty, adapting their strategies and insights to fit new contexts. This adaptability ensures that their influence remains relevant and dynamic, making them valuable voices in ever-changing industries {read more about Managing and Adapting to Change}.
• Building a Supportive Network. Thought leadership is not a solitary pursuit. It’s about fostering a community of like-minded individuals who share a passion for change. Cultivating a network of supporters, collaborators, and advocates extends a thought leader’s reach and multiplies the impact of their ideas {read more about Building a Supportive Network}.
• Cultivating Emotional Intelligence. Behind every strategic decision, there’s a foundation of emotional intelligence. Thought leaders understand the power of empathy, conflict resolution, and self-awareness. This emotional acumen forms the connective tissue that binds their influence, enabling authentic relationships and guiding effective leadership {read more about Cultivating Emotional Intelligence Skills}.

Recommended Reading

Blanchard, K. (2018). “Building Trust” in Leading at a higher level: Blanchard on leadership and creating high performing organizations (Third Edition). Pearson Education.

Blanchard, K., & Broadwell, R. (2018). Servant leadership in action: How you can achieve great relationships and results. Oakland, CA: Berrett-Koehler.

Brosseau, D. (2014). Ready to be a thought leader?: How to increase your influence, impact, and success (1st ed.). Nashville, TN: John Wiley & Sons.

Conger, J. A. (1998). The necessary art of persuasion. Harvard Business Review, 76(3), 84–95.

Duarte, N. (2008). slide:ology: The Art and Science of Presentation Design. Sebastopol, CA: O’Reilly Media.

Duarte, N. (2013). Resonate: Present Visual Stories that Transform Audiences. Nashville, TN: John Wiley & Sons.

Duarte, N. (2012). HBR guide to persuasive presentations. Harvard Business Review Press.

Fisher, R., & Ury, W. (2012). Getting to Yes: Negotiating an agreement without giving in (3rd ed.). London, England: Random House Business Books.

Greever, T. (2020). Articulating Design Decisions (2nd edition). Sebastopol, CA: O’Reilly Media.

Hogg, M. A. (2010). Influence and leadership. In S. F. Fiske, D. T. Gilbert, & G. Lindzey (Eds.), Handbook of social psychology (Vol. 2, pp. 1166–1207). New York, NY: Wiley.

Kindersley, D. (2010). The Book of Management. Great Britain: DK

Kindersley, D. (2016). The Essential Manager’s Handbook: The ultimate visual guide to successful management. New York, NY: DK Publishing.

Kouzes, J. M., & Posner, B. Z., (2017), Leadership Challenge: How to Make Extraordinary Things Happen in Organizations, Jossey-Bass; 6th edition (April 17, 2017)

Lencioni, P. M. (2013). The five dysfunctions of a team, enhanced edition: A leadership fable. London, England: Jossey-Bass.

Lencioni, P. M. (2010). Overcoming the five dysfunctions of a team: A field guide for leaders, managers, and facilitators (1st ed.). London, England: Jossey-Bass.

Maister, D. H., Galford, R., & Green, C. (2001). The trusted advisor. New York, NY: Simon & Schuster.

Maxwell, J. C. (2007). The 21 irrefutable laws of leadership: Follow them and people will follow you. Nashville, TN: Thomas Nelson.

Meyer, E. (2014). The culture map: Breaking through the invisible boundaries of global business. New York, NY: PublicAffairs.

Neilson, G.L., Martin, K.L. and Powers, E. (2008) The Secrets to Successful Strategy Execution. Harvard Business Review, 86, 60-70.

Prizeman, T. (2015). The Thought Leadership Manual: How to grab your clients’ attention with powerful ideas. St Albans, England: Panoma Press.

Wiseman, L. (2021). Impact players: How to take the lead, play bigger, and multiply your impact. New York, NY: HarperBusiness