13Jan

Write Like a Thought Leader: Why No One Cares About Your Success Until You Do This (Russell Brunson’s Lesson)

Most people think audiences care about credentials.

They don’t.

They care about movement.

Russell Brunson understood this early. Long before ClickFunnels was a category, before the massive stages and seven-figure launches, he talked openly about what he was building, what was working, and what wasn’t, while it was still in motion.

That’s the lesson most aspiring thought leaders miss.

People don’t care about your success after it happens.

They care when they can see it unfolding.

The Russell Brunson Pattern: Build in Public, Teach in Public

Russell Brunson doesn’t wait until something is “done” to talk about it.

He:

  • shares frameworks as he’s using them
  • teaches concepts while they’re being tested
  • explains outcomes before they’re polished into case studies

This creates a powerful dynamic:

  • audiences feel early
  • trust builds faster
  • momentum compounds

The key insight isn’t marketing bravado. It’s psychology.

People don’t attach to finished success.

They attach to visible commitment.

The Principle: People Care When You Take Yourself Seriously

Here’s the core thought leadership principle behind this post:

People don’t validate your success. They respond to your conviction.

Russell didn’t wait for the world to crown him credible.

He acted like the work mattered before anyone else did.

That posture, repeated publicly, creates gravity.

Why This Matters for Authors

Most nonfiction authors do the opposite.

They:

  • hide until the book is “good enough”
  • wait for permission to teach
  • assume attention comes after achievement

But attention is built before the book is finished.

Russell’s style proves a counterintuitive truth:

Teaching is how you earn the right to be followed.

The “Conviction-First” Writing Framework

This is how to apply the Russell Brunson lesson directly to your book and content.

1) Lead with belief, not validation

Start chapters and posts by stating what you believe now, not what you’ve proven forever.

Example:

“Most funnels fail because people overbuild before they understand demand.”

That sentence doesn’t require universal proof. It requires ownership.

Why it works:

Belief signals leadership. Hedging signals insecurity.

2) Teach from the middle, not the finish line

Russell teaches while building, not after the case study is complete.

As an author, that means:

  • write from the testing phase
  • share partial results
  • explain what you’re trying and why

This doesn’t weaken authority. It humanizes it.

Why it works:

Readers trust people who are in the arena, not just reporting from it.

3) Show progress, not perfection

You don’t need a massive win to earn attention.

You need:

  • a direction
  • momentum
  • consistency

Russell constantly shows:

  • iterations
  • refinements
  • new versions of old ideas

Why it works:

Progress feels real. Perfection feels distant.

4) Name the pattern you’re discovering

The shift from “story” to “thought leadership” happens here.

After sharing what you’re doing, extract the insight:

  • What’s working?
  • What keeps repeating?
  • What surprised you?

This turns activity into teaching.

Example:

“Every time we simplified the message, conversion improved. Complexity was the enemy.”

Now it’s not just a story. It’s a principle.

5) Invite the reader to act alongside you

Russell’s work often feels collaborative, not declarative.

End sections with:

  • “Try this”
  • “Test this”
  • “Watch what happens when you…”

This frames the reader as a participant, not a spectator.

How This Shows Up in Manuscripts Projects

The authors who gain traction fastest don’t wait to feel “successful.”

They:

  • put "Working Title (Coming 2026" in their LinkedIn bio before they've finished their first draft
  • publish while learning
  • teach before the book is finished
  • share frameworks as living tools

Their books feel alive because they were shaped in public.

This mirrors the Russell Brunson model exactly.

Evidence That This Works

1) Pattern Evidence

Audiences consistently engage more with in-progress insights than polished retrospectives.

2) Social Evidence

Readers frequently say:

“I feel like I’m learning alongside you.”

That’s not accidental. That’s design.

3) Outcome Evidence

Authors who teach early:

  • build audiences faster
  • get better feedback
  • write stronger books because ideas are pressure-tested

Common Mistakes (and Fixes)

Mistake: Waiting to be “successful enough”

Fix: Act like the work matters now

Mistake: Over-explaining credentials

Fix: Demonstrate belief through consistent action

Mistake: Hiding drafts and ideas

Fix: Share thinking before it’s perfect

A Simple Template You Can Copy

Use this when drafting a chapter or post:

  1. Belief: “Here’s what I think is true right now.”
  2. Action: “Here’s what I’m doing to test it.”
  3. Observation: “Here’s what I’m seeing so far.”
  4. Pattern: “Here’s the principle emerging.”
  5. Invitation: “Here’s how you can try this.”

This is conviction made visible.

Quick FAQ

Why don’t people care about my success yet?

Because they can’t see your commitment in motion. Visibility precedes validation.

What did Russell Brunson do differently?

He taught while building, shared frameworks early, and acted like the work mattered before it was widely successful.

Is this the same as “building in public”?

Related, but more intentional. This is teaching in public, not just sharing updates.

The Bottom Line

People don’t rally behind finished success.

They rally behind belief, motion, and leadership.

Russell Brunson didn’t wait to be impressive.

He showed up convinced.

If you want to write like a thought leader, start there.

→ Schedule Your Free Strategy Call

About the Author

Eric Koester is an award-winning entrepreneurship professor at Georgetown University, bestselling author, and founder of Manuscripts, the Modern Author OS used by more than 3,000 authors. His work has helped creators turn ideas into books, books into brands, and brands into scalable businesses.

About Manuscripts

Manuscripts is the leading full-service publishing partner for modern nonfiction authors. We help founders, executives, coaches, and experts turn their books into growth engines, through positioning, coaching, developmental editing, design, AI-enhanced writing tools, and strategic launch systems. Manuscripts authors have sold thousands of books, booked paid speaking gigs, landed media features, and generated millions in business from their IP.

Work With Us

If you’re writing a book you want to matter, let’s map out your Modern Author Plan.

👉 Schedule a Modern Author Strategy Session → https://write.manuscripts.com/maa-web

👉 Explore Manuscripts Publishing Services → https://manuscripts.com/publish-with-us/

👉 See Modern Author Success Stories → https://manuscripts.com/authors/

Modern Author Resources

  • How to Write a Book if You’re Busy
  • Modern Ghostwriting for Nonfiction Authors
  • AI Tools for Authors in 2026
  • How to Build an Audience Before You Write Your Book
  • The Evergreen Launch System for Modern Authors

Powered by Codex: The Modern Author Author Intelligence Tool

By Write Like A Thought Leader, Author Success Stories, Branding, Marketing, , , , , Comments Off
Read more...
30May

From a Book to the Stage: Four Strategies Authors Can Leverage to Get Booked for More Speaking Gigs

If you want to get paid to speak, you need social proof. I’ve tested four strategies. 

Why Does Public Speaking Matter (Especially Today)?

We consume a lot of content today.  Some content is for entertainment, but much of what people consume is to help us learn, improve, or grow.   If you want to cut through that noise, you need to capture attention. And one of the best ways to capture attention is to stand in front of an audience and speak directly to them.  You may have the greatest shot in those few moments to truly stand out. If you're a coach, consultant, business owner, or thought leader, you need attention for more clients, customers, and business opportunities.  Personally, speaking has created some of my warmest relationships and can be quite profitable.  I've spoken in some amazing places -- the White House, UN, Google, Microsoft, GE, baseball stadiums, etc. -- and some funky places like bars, basement offices, and high schools.  Quite a few have been on Zoom too... which can be great too.  At the end of the day, regardless of the venue, it's a business strategy, and I look at it as marketing.  It's led to clients, customers, and more paid speaking. It’s high-value attention.   But it's hard to break into the game... people often ask me about speaker bureaus or consultants.  Frankly, to break in... you'll have to do it yourself (then maybe those can help).  You need a social proof strategy.

It’s Not What You Say, But What the Audience Will Hear

One of the biggest fallacies about public speaking is you just need to have a great speech.  I spoke to one of the individuals responsible for booking talent for TED and TEDx talks, and what he told me surprised me:
“We want ideas that spread, not just inspiring stories.  We’re not in the business of promoting anecdotes.”
You need social proof:
  • Social proof of your idea isn’t just an inspiring anecdote
  • Social proof that your idea can move an audience
  • Social proof that your idea is new and forward-looking
  • And you can be strategic in creating it and leveraging it.
Modern Author Accelerator Program

Social Proof is Not One thing; It’s Multiple Things That Build on One Another

Social proof isn’t a single thing – it’s not your published book, it’s not your TEDx talk, it’s not your article, and it’s not one testimonial.  Social proof is the story you tell (or show) about why an audience would be moved by what you have to say, share, and teach. How you tell (and show) that story is the key to getting you booked for more speaking opportunities.   These four things- usually in combination- prove you're worth booking.

Here are the four strategies I've seen work:

  1. Thought Leadership. This is the most important -- do you have an 'unconventional' insight backed up by evidence (your research, interviews, data)?  Things that demonstrate thought leadership are a book or upcoming book, a research-driven article in a publication like HBR or Forbes, a TEDx talk, or a badass interview (usually on a stage). Without this nailed, it's an uphill battle.
  1. Testimonials and reviews.  This isn't about the 'fame' of the person but the relevancy to the audience. More variety you can customize the better.
  1. Social Media Engagement. Do you think your posts create conversations?  Will your talk spark similar conversations IRL?
  1. Past speaking engagements. I put this last because people overrate a 'speaker reel'... it helps (of course). Yes, it helps, but today having 1-3 with some podcast interviews, YouTube videos, etc., can be more powerful.

Design Your Strategy to Improve Each Dimension of Social Proof.

It’s a journey – not a destination.  I look at my own growth as a speaker over the past few years and realize some of today’s opportunities wouldn’t have been possible two or three years ago.   Could you design a strategy for your social proof?  Most of today's best thought leader speakers create social proof by being
  • (a) unconventional (but evidence-backed);
  • (b) relevant;
  • (c) engaging; and
  • (d) compelling. 
  Remember... you're not competing with established thought leaders for speaking slots... your goal is to position yourself as the next thought leader. How? One of my favorite ways to strategize on this is to figure out how to be a "poor man's" _____.    Sure, you're not Brene Brown, Simon Sinek, or David Goggins (yet)... but use 1-4 above to help showcase where you could offer something those more prominent names don't.  Consider creating a grid and scoring some of the names you aspire to be like – then score yourself (but be kind).  What are the areas you can improve in… as you get more evidence and proof points, update your score. Review yourself as a speaker on those four dimensions -- and update as you grow. 
By Branding, Marketing, WritingComments Off
Read more...
06Mar

Why Category-Defining Books Start With a Question (Hint: You Don’t Need to Be an Expert Before You Write a Book)

“Why would anyone listen to me?” “I don’t know enough about the topic.” “Do you think I need to get a Ph.D. first?”
Expertise. It’s a common misconception about writing a great book. So the thinking goes, you become an expert and then just tell people how. But the reality is quite the opposite.   I asked author Dan Pink about the origins of his recent book When: The Scientific Secrets of Perfect Timing, and his answer surprised me. “That book had its genesis in this office. In an attempt to answer how I should approach my work.” A question he wanted to answer for himself. I asked Arianna Huffington why she wrote Thrive: Third Metric to Redefining Success and Creating a Life of Well-Being, Wisdom, and Wonder. “I collapsed from exhaustion and burnout in 2007, and started studying the whole phenomenon of burnout, covering a lot of it in the Huffington Post that I was running at the time. And then I started wanting to write about it. So, that's how Thrive came about it. It was really my new passion.” A question she wanted to answer for herself. Even my recent book Super Mentors began with a question: “Why wasn’t I a very effective mentor?” And the resulting work and book taught me something compelling that I shared with others through the book. This a question I wanted to answer for myself. None of us were experts, but we became experts by writing these books. Great books begin with a question.  But how do you find yours? * * * First, some wrong questions often clog the potential book writer’s mind:
  • Is it unique?
  • Will it sell?
  • Can I finish?
Those are different from the kinds of questions to fixate on. Sure, they are concerns, but truthfully they are much less relevant when you have a driving question.

Find Your Driving Question

Great books are based on a type of question I call your driving question  Driving questions are deeply personal, cross-cutting to numerous aspects of your life, and they nag at you often through an emotional thread.   It’s something that bugs you.  
  • Why can’t I . . . 
  • How come I . . . 
  • What’s stopping me from . . .
  • Why don’t we . . .
  • How come they won’t . . .
For Dan Pink, it was when he should be working to maximize his happiness, health, and success. For Arianna, it was how she should take care of herself to maximize her long-term well-being. For me, it was how to make a difference with others when I tried to help.   The way I summarize this is to ask yourself: What annoys you – and no matter what you’ve read, watched, heard, or done just doesn’t seem to fix it for you? That is a driving question.   What’s vital about driving questions is that conventional wisdom – what most people think or believe – is just unsatisfactory to you.   Sure, there may be answers from experts, research, and other places. But it’s unsatisfactory for you. You’re annoyed that you can’t find something that works or is satisfying for you.   Congratulations. You’ve got your driving question.

Is It Worth Finding Answers to Your Driving Question

Finding a question is relatively easy. Finding a driving question is more challenging. But the real trick is deciding something different: Is it worth finding answers to your driving question? Most likely, answers exist to this question. Books have been written. Podcast interviews are out there. Blog posts are plentiful.   Don’t expect to be the only one thinking about your driving question. Driving questions likely drive others too. That’s a good sign people are trying to answer it. But you’re on the right track if you find the answers unsatisfactory, incomplete, or too general. Remember, Dan wasn’t the first person or only person to write about the power of timing, luck, time management, or similar themes. There were dozens and dozens of books on wellness, sleep, purpose, etc., before Arianna wrote her book. And mentorship is one of the most covered subjects on the planet.   But none of them were satisfying, complete, or specific to us. Something was missing.   Remember, driving questions are deeply personal, and that’s part of what makes books special and unique:
  • Dan Pink was a modern, independent worker. As an author, he doesn’t punch a clock. Many books about time management or understanding timing were built when we didn’t control our schedules. He needed a unique and updated view for people like him. 
  • Arianna wasn’t a scientist, but she’d risen to fame and simply couldn’t go off in the wilderness and meditate to find her wellness. She needed to examine it for busy and ambitious professionals who wanted more. 
  • I was exploring modern mentorship in the digital era where the internet had changed access to advice and information. Nothing I’d read offered that modern look. 
But how will you know if it is worth finding answers to your driving question? I suggest you answer two questions:
  1. Is it something I’m willing to spend the next year going deeper into for myself?
  2. Is it something I’m willing to teach to others like me?
If your answer is yes to both questions, then you have checked a very important box in the book process:  This is a driving question worth finding answers to.

Where to Find Help Answering Your Driving Question

This is where many aspiring authors get stuck – answering your driving question isn’t easy or straightforward.   The answers will be nonlinear, more like a treasure hunt than a path.   And this is where the process is critical: You don’t look for an answer. You look for people who can contribute to your answer. This is critical – you should assume there is no answer. Dan Pink shared that he took a yellow notepad and began creating a list of people he wanted to learn from or talk to to answer his question.   Assume every expert will offer you something helpful, but it’ll be unsatisfactory, incomplete, or too general. There is no one magic TED Talk, book, or framework that answers your driving question. But they will have helpful contributions. What is a contribution? According to our good friend Webster (the dictionary), it’s when you give (something) to help achieve or provide something. For an aspiring author, the “something” here differs from what people usually expect from hunting for answers. Hunt for stories. I recently wrote a longer post about the hunt for stories called "Master Story Gathering: Four Steps to Research Story Ideas for Any Nonfiction Book". Especially early in your journey, you’re looking for contributions through the stories of others.  

Share Answers to Your Driving Question

Early in your writing journey, keep your writing short – usually, 50-250 word snippets that summarize the story from a podcast, an experience in your own life, a TED Talk, an interview you did, or just something random you thought of.  These smaller answers – contributions – are what will guide you toward answers that are:
  • More satisfactory
  • More complete
  • More specific
Remember, your book isn’t the only answer out there…  I can't guarantee that reading one book will change your life. But I can guarantee that writing one will. Through that process, you’ll answer your driving question,  and have something to share and teach others who also feel like you. * * * Most of the best books I’ve read didn’t start from a place of expertise; they started from a place of curiosity. Find your driving question and commit to answering it yourself and sharing it with others through a book. So, what’s your driving question?
Eric Koester is the founder Manuscripts, LLC, a b-corporation whose mission is to inspire, teach and support tomorrow’s creators — authors, podcasters, speakers, entrepreneurs, corporate innovators and course builders. Through his work he’s coached nearly 1,000 first-time creators. He is also a Professor of Entrepreneurship & Innovation at Georgetown University and the school’s only two-time entrepreneurship professor of the year, faculty at Growth University, and the executive director of the Intrapreneur Institute, which researches, trains and develops future innovation leaders.
By Branding, Marketing, Success Stories, Uncategorized, WritingComments Off
Read more...
16Jan

Six Core Actions to Define Your Book Category Before You Write

To Make a Book That Changes the World (or your corner of it), You Must Reject a Current Premise.

Why do certain books spread while others languish in obscurity?   It’s the question most authors wrestle with at the start of their book journey — and a question that often causes paralysis among writers. You could argue that it’s the writing, it’s the author, it’s the topic, it’s the timing, or it’s the combination of all of these that cause a book to spread.   We believe books that spread nearly all define a new category. The trick is designing a book that defines yours (don’t worry, you’ll have help!)

What is Category Design?

Category design is an emerging business strategy companies and individuals have employed to stand out and gain market share (rapidly) in large, crowded, competitive markets. Often confused with ‘going after a niche,’ category design is best described as a holistic approach to examine at a narrow initial opportunity through a brand’s products, culture, storytelling, and business model. By beginning with a narrow initial opportunity, category designers can quickly grab market share and expand rapidly. Per Wikipedia, Category design was first proposed in the book Play Bigger.  The book lays out a justification for why category creation is an important strategy and includes a step-by-step guide to applying design thinking to category creation:
  • discovering and defining a category problem,
  • creating a clear story (called a point-of-view) that explains and sells the category idea,
  • defining a category blueprint,
  • driving the category strategy across a company's stakeholders (mobilization),
  • shaping customers' thinking (lightning strikes).
The concepts tie back into recent writings about how our brains work, particularly cognitive biases as described by Daniel Kahneman. The good category takes advantage of cognitive biases such as the choice supportive bias and group think bias. An example of category design in new products is Dr. Squatch soap and men's products. Seeing a gap in the market for men’s soap, Dr. Squatch has built a rapidly growing, multi-million dollar business by designing a category around soap for men. They successfully built their business with storytelling, hyper-targeted internet advertising, and an expanding product suite of extension products. This approach of designing a category has led other mass-market soap companies to ‘follow’ their lead with new products. Dr. Squatch did not ‘go after a niche’ (as it did not necessarily exist), but they holistically developed a category around an underserved or underappreciated market. Dr. Squatch defined a new category by rejecting the current premise that soap is soap.  In particular, category design is critical because it enables an upstart to stand out in a relatively crowded market. What we know from category design in business/innovation is that there are usually a set of ‘winners’ in newly defined categories (the ‘law of six to ten’). Wikipedia goes on to say: Data research shows that "category kings" (companies that dominate a market category) that go public when they are between six and ten years old create most of the value among all VC-funded tech companies. Companies that go public sooner than six years old often lose value; companies that IPO after ten years old create little value for shareholders. The reason is thought to be that categories take around six years to develop, and most of a category's growth happens in that six to ten year timeframe. After ten years, a category is established and growth slows, so share prices level off. This was discussed in a Harvard Business Review article titled "How Unicorns Grow."

What Is a Book Category?

First, let’s talk about what is not a Book Category: the category or subcategory your book is listed under on Amazon or shelved under in a bookstore. While those are categories , . . they are not designed categories. We define your book’s designed category as a niche the author owns (or attempts to own). If this were an Amazon category, you’d be the only book in it (or one of a small handful) . . .and if it were a category in the bookstore, yours would be the only one on the shelf (or one of a very few).   Second, the best way to think about defining a book category is to fill a meaningful gap in the knowledge market. Books that offer an unconventional, underappreciated, or new approach to a substantial problem can define a new category of thinking. Category-defining books often elicit a reaction from their early fans of “I always thought that too . . .” We typically find books that define new categories are based on two distinct approaches:
  • Defining a type of person
  • Defining a type of action

Type of Person

Category-defining books often describe a new type of person, a person who your readers may aspire to be or become. Examples include: Originals by Adam Grant; Outliers by Malcolm Gladwell; Untamed and Love Warrior by Glennon Doyle; and even the Hunger Games series by Suzanne Collins defined a new fictional character persona through Katniss Everdeen (the pure heroine).

Type of Action

Category-defining books often describe a new type of action, an action your readers may aspire to do or do more. Examples include: Start with Why by Simon Sinek; Lean In by Sheryl Sandberg, Eat, Pray, Love by Elizabeth Gilbert; Daring Greatly by Brene Brown; Atomic Habits by James Clear; and even novels like Ready Player One by Ernest Cline defined a new action in virtual reality, and They Both Die at the End by Adam Silvera defined a new YA story genre about living vs. dying.   To be clear, these are not the only reasons these books did well, but by defining a new category it enables them to capture an underserved niche quickly. Most of these books mentioned above have had ‘fast followers’ of other books similarly themed and designed to capture the momentum they created.  

How Can You Design a Book Category?

To make a book that defines a new category, you must reject a current premise. We define this process as establishing the book’s tension statement. A tension statement is how your book will reject conventional wisdom. It’s a challenging proposition, but also core to defining a new category.  For example, Dr. Squatch had to reject the proposition or premise that soap is soap is soap. Instead, Dr. Squatch has made every aspect of its advertising, marketing, branding, and storytelling around the idea that modern men should reject the premise that soap is soap (if you watch their advertising, they go after body wash, non-masculine scents, and chemicals).   Similarly, Simon Sinek rejected that you start with how, Adam Grant rejected that originals are risk takers, Brene Brown rejected that courage is rejecting fear, and even Suzanne Collins rejected that young heroines need saving in Hunger Games. That’s why the core of designing a book category is explicitly attacking conventional wisdom:

Nearly everyone thinks or believes _____.

And in fact _____.

But based on my research, experience, hunch, and interviews, I believe _____.

I saw this in my own life when ______.

And you even see this in the experiences of ____ and _____.

For example, in Super Mentors (Koester, 2022), the tension statement is that “nearly everyone thinks you need a mentor, but I’ve found you actually need a project.” In Pennymores (Koester, 2022), the tension statement is that “nearly everyone thinks you cast magic with a wand, but in Pennymores, you write magic with a quill.”

How Does the Positioning Process Help You to Define Your Book Category?

I find there are six important steps in the process of defining and validating your book’s category.  
  1. Define your tension statement, and test it through conversations and sharing elements of the tension statement on social media for reactions.
  2. Research stories of others who ‘fit your category.' Through that process, you'll work to identify 20-30 stories from podcasts, interviews, TED Talks, panels, and articles of individuals who also reject convention and operate in this unconventional manner.
  3. Interview individuals who ‘fit your category.’ You’ll learn from conversations and discussions with experts in the field.
  4. Write personal stories that align to the unconventional aspect of your own story.
  5. Write your introduction to make the case for this new category.
  6. Define the sub-elements of the category through your working Table of Contents.
The important thing about defining a category for your book is recognizing that it is not about being completely ‘unique’ — meaning just because others are offering a similar thought process or thinking. It’s not about finding a niche — looking to tap into a specific audience. Defining a category for your book involves rejecting a current premise, and making the case why you’ve spotted this trend early, and soon others will see this too. You don’t need to be the only; you need to be early. * * * This process is challenging, but thankfully, we’ve been able to help hundreds of authors do just this . . .leading them to meaningful early success in their categories and for their businesses. We describe this process as helping ‘orient your compass.’ How will you know your book has the potential to define a category? You need to understand conventional wisdom, have a clear way to reject it and propose a different path, framework, or way of thinking. Then you’ll need to build evidence of this future state through research, interviews, conversations, and stories. You’ll need to write the book . . . and spread the message to others who feel similarly, relying on them to continue to spread it for you.   You will write a category-defining book. But defining a new category through that book requires conversations, collaborations, speeches, writing, book tours, products, and much more (that’s the fun and challenging part). But you must start with a process to write a category-defining book first . . . otherwise, you won’t have the opportunity for it to help you define a new category.
Eric Koester is the founder and CEO of Creator Institute, a b-corporation whose mission is to inspire, teach and support tomorrow’s creators — authors, podcasters, speakers, entrepreneurs, corporate innovators and course builders. Through his work he’s coached nearly 1,000 first-time creators. He is also a Professor of Entrepreneurship & Innovation at Georgetown University and the school’s only two-time entrepreneurship professor of the year, faculty at Growth University, and the executive director of the Intrapreneur Institute, which researches, trains and develops future innovation leaders.
By Marketing, WritingComments Off
Read more...