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The term "thought leadership" is thrown around so often that it is now considered by most to be jargon. But the underlying concept remains important, particularly for nonprofits working to earn the trust of donors, funders and the people who influence them.
Thought leadership is the practice of positioning yourself or your nonprofit as a credible authority on the topics and issues connected to your mission. By sharing informed and sometimes bold points of view on the causes your audiences care about, you can build your reputation and demonstrate that your organization is a credible steward of their investment.
From conference presentations and contributed articles to original studies, media interviews and blog posts, nonprofit thought leadership can take many forms. There are seemingly endless avenues available to share your expertise. So many, in fact, that deciding where to focus can become overwhelming.
Further, each opportunity also comes at a cost. Sometimes that cost is financial, such as conference travel, research expenses or paid editorial placements; more often, it is the time you and your team could otherwise spend delivering important mission-based work.
That is why a strong nonprofit thought leadership strategy requires a discerning approach that emphasizes quality over quantity. The word “no” can be a powerful tool for protecting your time, your investment and even your reputation. After all, for many true thought leaders, speaking and writing is likely not your day job.
Even when you are actively working to build your visibility, declining an invitation or choosing not to pursue an opportunity may be both fiscally responsible and strategically sound.
Pursue the right thought leadership opportunities, not just any opportunity.
The natural tendency may be to accept every invitation that could put your organization or its leaders in front of a new audience. But visibility alone does not make something valuable.
We caution nonprofit clients to consider six questions before committing their time, name or resources to a thought leadership opportunity.
1. Will it reach our target audience?
Better yet, will it help get in front of a smaller or niche segment of our audience that has previously gone neglected or untapped? Every strategic communications decision begins by defining who you want to reach. Depending on your goals, that may include donors, funders, community partners, policymakers, journalists or prospective employees. If the opportunity won't help you reach one or more of your priority audiences with content they value, move on.
2. Can we repurpose the content?
Consider whether the opportunity is a one-and-done engagement or the starting point for something bigger. For example, a conference presentation might reach a small in-person audience. But the if you can record it, develop an article from it and share key insights through a series of social media posts, the opportunity will continue delivering value.
The same principle applies to original research, media interviews, webinars and other thought leadership content. Prioritize ideas that can be repurposed across multiple channels.
3. Is this worth the investment of our resources?
Could you secure a greater return by pursuing another tactic?
Consider the full investment required, including hard costs, staff time and the opportunity cost of setting aside other priorities, as well as what the organization can realistically expect in return. That return may not be immediate or financial. The opportunity could help create a new relationship, strengthen an existing one, reach a difficult audience or build credibility around an issue central to your mission.
This question is particularly important for smaller nonprofit teams and busy leaders with minimal bandwidth to support projects outside their primary responsibilities. A worthwhile opportunity is not necessarily the right priority right now.
4. Will we be in good company?
Review the other people and organizations that have previously contributed content, received the award, spoken at the event or participated in the opportunity you are considering. Would you be among respected peers, role models, partners or competitors? Does the platform have credibility with the audiences you want to reach? Make sure that association benefits your brand. Otherwise, politely decline.
5. Would our team agree?
This is particularly important when seeking recognition or sharing insights related to workplace culture and other internal issues. Your positioning to external audiences must be authentically aligned with your employees’ experiences. If your public position is inconsistent with what your team sees or feels internally, you risk turning your greatest advocates into adversaries. Before speaking on behalf of the organization, ask whether your claims are supported by employee feedback, organizational practices and demonstrated results.
6. Will this information help others?
While donor acquisition may help drive top-of-funnel marketing and communications objectives, the immediate purpose of thought leadership is not to acquire new donors. The purpose is to add value.
Thought leadership is a long game. Focus first on how the information benefits your audience. Does it help someone understand a complicated issue? Make a better decision? Challenge an assumption? Take meaningful action?
If the content is primarily promotional, your audiences will see right through it.
A focused nonprofit thought leadership strategy builds stronger reputations.
If the answer to any of these questions is “no,” proceed with caution – or not at all.
Maximizing your investment in thought leadership requires good judgment. It means evaluating opportunities based on their strategic value and being willing to decline those that do not warrant your organization’s limited time, attention or resources.
By narrowing your focus, you can create stronger content, reach the people who matter and gradually convert consumers of your thought leadership into informed advocates and supporters of your mission.
