Why we all need to tell more—and more vivid—stories

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Think back over the things you’ve read and heard (rather than experienced first-hand) in the past week. What is most vivid?

For me, it’s the decisions made by the lead characters in a new BBC series Press (exploring the personal and professional lives of reporters and editors at two—officially fictional—British newspapers); the background story of an artist, Saima Rasheed, whose work I saw on Saturday (she studied miniature painting in Lahore and now applies those skills to contemporary scenes); and the recent experiences of a colleague who had a challenging summer.

What do all of my examples have in common? Stories. Stories with detail and meaning. Stories are memorable. They also help us explain the ideas behind them to others.

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Planning for growth: Don’t let uncertainty hold your business back

Grant Thornton differentiates itself on a popular topic by presenting a compelling case for what sets Growth Generators apart from the mainstream. The title page makes it very clear what this POV is about and the subtitle —”Don’t let uncertainty hold your business back”— is engaging, especially in the current business climate. Right from the outset, readers will be in no doubt about the target audience, or what the publication will deliver.

Good examples of:

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Worrying about your audience--blessing or curse?

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“If you have an over-preoccupation with perception and trying to please people’s expectations, then you can go mad.”*Self-help gurus and successful artists alike tell us not to worry about what others think and to focus instead on meeting our own high standards. In their view, the audience is a concept that is best ignored—an imagined entity that can only get in the way of great work. And in some aspects of life, I’d agree with this advice. However, when it comes to thought leadership, failing to worry about the audience is a frequent cause of content that fails to hit the mark.

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Strong storylines never go out of fashion

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Three thought leadership opportunities for 2018

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A lesson in how not to write thought leadership

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Is your thought leadership structurally sound?

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AI-augmented government

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Why are you doing what you're doing?

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Asking “why?”, preferably multiple times over with a thoughtful look on one’s face, is a tried-and-tested consulting technique—and one we’re not averse to using ourselves. When we work with firms at the initiation stage, we refuse to budge until we’ve had a satisfactory response to our first why question: Why are you investing in this new piece of content? And a satisfactory response had better include both a very clear definition of the target audience—not just some vague sense like “senior executives in the retail sector”—and the desired impact.

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