Thought Leadership Isn’t About Convincing Others They’re Wrong 

Recently, I was teaching for the Harvard Alumni Entrepreneurs Thought-Leadership Writing Incubator, and I selected a participant for a live story-framing exercise. This exercise typically demonstrates that The Story Framing System works across topics, but this time, it was particularly challenging.

The participant had an ambitious goal: He wanted to launch a grassroots political movement to establish a new political party in an Asian country. His initial idea? Address the military brass in his article—those at the top, rather than the masses impacted by the policies he aimed to critique.

As we navigated his intent, message, and target audience, someone in the room raised an insightful question. Who should our thought-leadership stories be for? For those affected by policies or those doing the affecting?

Instinctively, I felt that thought leadership is most impactful when it speaks to those affected. Later, I realized why the participant’s initial approach felt off-track: Thought leadership isn’t about pointing fingers. Thought-leadership writing is not the place to convince others they’re wrong.

Instead, it’s about resonating with the audience’s needs and addressing their pressing challenges. Here’s why telling people they’re wrong doesn’t work in thought leadership—and what does.

1. Those in Power Often Know They’re in the Wrong
   Power dynamics carry a complicated psychology. Often, those in positions of influence and power are fully aware of the disparities and issues they perpetuate. For example, leaders maintaining systems of control or corruption typically know the impact of their actions but persist because it serves to retain their power.

   Thought leadership won’t succeed by trying to dismantle these mindsets. Leaders aren’t likely to engage with someone telling them they’re wrong, and readers won’t find value in rhetoric that merely criticizes.

   Instead, effective thought leaders must ask: Who truly needs this solution I’m offering? Reaching people who are ready to hear about a different way forward creates lasting impact.

2. The Ideas Marketplace Has No Room for Condemnation
   Thought leaders operate in an ideas marketplace, where engagement is vital. If you aim to influence others by telling them they’re wrong, they’ll be fast to tune out. An adversarial tone rarely fosters genuine dialogue or engagement; instead, it alienates potential readers and discredits the value of your ideas.

   In the marketplace of ideas, the best thought leaders build bridges. They inspire their audience to rethink challenges by offering fresh perspectives and solutions that are forward-looking. Finger-pointing is not part of the formula.

3. Thought Leadership Helps Solves Problems for Those Open to A Better Way
   Effective thought leadership addresses an audience primed for change by tackling relevant, actionable issues. The participant I worked with hadn’t yet pinpointed the real problem his audience faced—nor had he identified the right audience.

   The military elite he aimed to reach will surely not be receptive, but an article addressed to citizens worried about fair leadership could be a step in the right direction – e.g. a step toward galvanizing a movement.

   Thought leadership is typically a term used in the business domain, but this style of writing is not unheard of in politics. Now, after this experience, I understand better where and how thought leadership writing doesn’t work: It isn’t about confronting the few at the top. In the political domain, thought-leadership writing is about igniting change within the many who can make a difference. Obama’s famous “Yes We Can” campaign didn’t address those in power—it spoke to people ready for transformation.

   This re-framing is key to thought leadership that resonates.

Inspiring Change, Not Enforcing It 

The experience reminded me, as both a teacher and practitioner, that thought leadership isn’t about ego or correctness. It’s about understanding your audience deeply enough to provide solutions that matter to them.

Each time I lead a session, I learn something new. In this case, I saw that as thought leaders, we don’t win over minds by convincing others they’re wrong. We win by empowering our audience to see, and strive for, what’s possible.

Change doesn’t come from condemnation—it comes from inspiration and connection. That’s what makes thought leadership an invaluable skill in today’s marketplace.

Written by Rhea Wessel.
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