Thought Leadership

What most people mean

“We need thought leadership content.” Publish articles. Get quoted in industry publications. Have opinions. Be “the go-to expert.” The goal is authority and visibility.

The term implies there are “thought leaders” and “thought followers.” You’re either producing original thinking or consuming it. It’s a hierarchy dressed as a content strategy.

Where the definition breaks

It’s one of the biggest roadblocks keeping brands from genuinely standing the f*ck out: they believe sharing their thoughts means being super divisive, behaving like the intellectual terrorist I once was. They think they have to shout random, even hurtful opinions into the void to be noticed.

So they end up in one of two places.

The hermit crab: staying in the comfort of their shell where everything is safe and peaceful. Publishing “safe” content that says nothing. Sharing industry reports with a bland two-line commentary. Being present without being memorable.

The intellectual terrorist: shouting random opinions, playing devil’s advocate for attention. Getting noticed at the expense of trust. Winning the argument, losing the election.

Neither is thought leadership. Both are the absence of a point of view.

Without a clear POV, your actions lack coherence. You’re sending mixed signals, leaving people wondering what you stand for and why they should care.

How we define it at STFO

We don’t use the term. We use “point of view.”

A POV is a collection of consistent messages inserted into everything you do and say, showing the people in your segment you’re committed to protecting them and earning their trust. It’s not about being the smartest person in the room. It’s about sending clear signals that you’re here for a reason, and that reason is them.

Sharing a POV is not the same as sharing your opinion or being controversial just to stir the pot so people notice you. It signals a willingness to risk short-term disagreement to build lasting trust.

One message shared many times is far more powerful than many messages shared once.

Structure it with the CHIPS framework: Common belief (what others think), Happen (the consequence), Impact (on your segment), Proof (why to believe you), Solution (what to do instead). Then slice and dice it into everything. Like avocado cubes in a salad. Always present. Never the main ingredient.

Having a POV is not about being a French contrarian. It’s about taking a stand on what matters most to your segment, even if it makes some people uncomfortable.

What it is NOT

• Not a title you give yourself (if you have to announce it, you’re not it)
• Not publishing “expert content” on a schedule
• Not being contrarian for attention
• Not optional (without a POV, your brand is a hermit crab)
• Not the same as having a point of view (thought leadership is a label, POV is a practice)