AI Can Create Content. It Can’t Create Thought Leadership

John Jantsch (00:01.368)

So, what if the ideas you already have are worth more than any marketing campaign you could run? And what if the only reason they aren’t spreading is that you’ve never built a system to move them past your own reach? Hello, and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch. My guest today is Peter Winnick.

He is the founder and CEO of Thought Leadership Leverage, co-host the Leveraging Thought Leadership podcast. And we’re gonna talk about his new book that he co-authored, The Thought Leadership Handbook, How the Experts Elevate Their Big Ideas and How You Can Too. So Peter, welcome to the show.

Peter Winick (00:40.674)

Thanks for having me, John. Appreciate it.

John Jantsch (00:42.504)

So I had Keith Farazzi on this show. Believe it or not, I’ve been doing this show since two thousand and five. I had Keith on when Never Eat Alone came out, and I know you have a bit of history with him. may maybe let’s start there.

Peter Winick (00:55.48)

Yes.

Peter Winick (00:59.18)

Yeah. So I started working with Keith in two thousand five actually when we launched Never Eat Alone and I worked exclusively for Keith for three and a half years. So I was brought in to build out the training and development business and I took over the speaking business. and this is in the Stone Ages, you know, before so many so many things, but it was an amazing, amazing experience. He’s still a dear friend. And it it it really gave me the

John Jantsch (01:17.514)

Yeah.

Peter Winick (01:27.618)

the the the spark to say, you know what? why be monogamous? Right. Like there’s lots of other thought leaders out there that could use help because Keith, as you know, is an amazing, amazing marketer. Most thought leaders, when you put on a list of paper what they’re really great at, great at, marketing doesn’t come up in the top 100.

John Jantsch (01:32.62)

Yeah.

John Jantsch (01:39.117)

Yeah.

John Jantsch (01:45.761)

Yeah, I I can’t tell you how many people have have come to me with and and thought leaders have written a book and they’re like, What do I do to start marketing? And it’s like, Well, that was about a year ago. So you’re you’re absolutely right. So in the handbook, you you actually introduce five avatars. There’s one that’s probably the one that that I thought was most intriguing, thought leaders on the run. so unpack that one for us. That’s that’s kind of the

Peter Winick (01:54.957)

Yeah. Yeah, yeah yeah. Exactly.

Peter Winick (02:04.3)

Yes.

John Jantsch (02:14.998)

The person that’s too busy doing the work to even consider themselves a thought leader, maybe, huh?

Peter Winick (02:20.28)

Well, the thought leader on the run, when when you break it down by the percentages over the five avatar, is the one that shows up the most. Why? Because it’s it’s i it it it’s how they operate, right? So what does that mean? It means, you know, and and it’s not that it’s good or bad, it just is, right? That in order for them to get the idea out, primarily they need to be in the room or in the zoom. So they tend to live a lot in airports, right? They’re going from event to gig to gig to gig, and they put on the

John Jantsch (02:27.085)

Yeah.

John Jantsch (02:45.28)

Mm.

Yeah.

Peter Winick (02:49.698)

thought leader hat or the author hat or the keynote speaker hat more than they do the CEO hat. Right. So typically when they come to us, the issue is, hey, I love my life. I’m blessed. This is amazing. I get paid the big bucks to go to be in Miami on one day and, you know, Arizona on another day. But I’m a little tired, you know, I’d like to sleep in my own bed. And from an impact standpoint, how do I get these ideas out to more people in more ways? And how do I balance my portfolio?

So it so the revenue generated is not a function of how busy was I last week, last month, last quarter.

John Jantsch (03:25.761)

S so one of the things that you another phrase that stuck with me, ideas can’t speak for themselves. you know, I

I wrote a book on referrals. my second book was called The Referral Engine. And in a lot of ways, that that was the premise of that. It’s like a lot of I think a lot of thought leaders, a lot of business leaders think, hey, I do good work, people will talk about me. You know, they’ll talk about the great results, you know, as opposed to doing anything intentionally, you know, around sort of amplifying the fact that they are referral. So

How do you actually get people to start thinking in terms of like that that that ties to that ideas can’t speak for themselves? How do you get people to actually start spreading that idea that intentionally that that they are worth referring?

Peter Winick (04:13.41)

Yeah, so I think there’s two questions there. Let me let me I hear that as two different or or two slightly different things. Yeah, right, right. so the the one is there are the ideas piece is how do we get the ideas out to the most people, the most relevant people most often. So to me, that’s typically a function of format and and and all that, right? So, you know, a book is great, people don’t read. I mean that’s a general statement, but like a book is not

John Jantsch (04:18.114)

There’s pr usually there’s six questions, but that’s that just to

Peter Winick (04:43.234)

Today is not what a book was. Video is awesome, but if you’re reluctant to get on video, you’re missing opportunity. There’s short form, there’s long form, whatever. So I so one is where do your ideas live and how does that align to where the folks that you’re trying to reach and connect with consume that information? That’s the first piece. The other piece, in terms of the ideas not speaking for themselves, is what I would think about as velocity, right? So there’s personal velocity.

John Jantsch (04:45.241)

Yeah.

Peter Winick (05:10.252)

You and I are talking right now, so I can’t be talking to someone else right now. Or if I if I was, that would be pretty rude or whatever, right? So there’s a limit to that. So my personal velocity is how I choose to spend my time to get the word out and get the message out. Now, this is more velocity than you and I just having a conversation. Although we’ve done that, and that’s great. We’re recording this, it’s gonna on your podcast. You know, lots of people hear it. That’s pretty cool. The system velocity.

John Jantsch (05:16.972)

Yeah.

Peter Winick (05:36.312)

Really thinks so personal velocity is pretty straightforward. What is it I, the thought leader, can do to get my ideas out on a on a consistent basis? The system velocity of what are the other ways it could go out that’s not dependent on me? Right. Me as the human, right? Me as the person. So there’s lots of other ways ideas get out in the universe. And are you in you know, are you choosing to participate in the right ones to meet your business objectives, which is your strategy?

John Jantsch (06:03.862)

Yeah, and and y you know, one of the challenges is there’s so many things we can do, so many things we’re told we should do. and so, you know, the I think one of the greatest skills possible is is developing focus and discipline, you know, to stay f just what you said, to stay focused on the few things maybe that you should do.

Peter Winick (06:09.465)

Yes.

Peter Winick (06:24.643)

Well, I would say yes end, right? So the yes end is the focus and discipline is great as long as you’re focused and disciplined on the right things in the right sequence to get the outcomes, which which is strategy, right? So that that to me, my clients and and you you know this better than I do, thought leaders that that we all know, they’re not lazy, right? They’re working really hard, they’re passionate, they’re evangelical in terms of what it is they’re doing. But you know, activity is not productivity.

And I think that’s a that’s a trap that a lot of thought leaders fall into. I’ll just get up, you know, I’ll I’ll work harder, do it faster, I’ll get twenty five hours in a twenty four hours day. And it’s like, Well, if you have ninety eight plates spinning in the air, you know, is that really good? You know, as opposed to like, you know, your point on the fewer, but it’s the right fewer. Yeah.

John Jantsch (07:09.548)

Well sure. Right. Yeah. That that was hopefully that was implied. so one of the things, one one common thing that I’ve heard over the years

whether they’re a thought leader or just a business owner, even, you know, that it’s like, I don’t want to tell how to do my secret thing that I do. but you know, but then they won’t need me. and, you know, I’ve I I know you take the opposite view of that and so do I. I mean, I’ve always felt like they don’t want to know how to do it. They want to know that I know how to do it. and so

Peter Winick (07:39.342)

Yeah, I mean, I think you know, there’s one word for that, and quite frankly, it’s stupid, right? So it it it it you know, like w when Stephen R. Covey wrote the seven habits, it wasn’t well, we’ll just publish five of them and you want the other two, you gotta send us some money. That’s just, you know, stupid, right? And I think the way it works is we put twenty years of models and methods and frameworks into the book. And exactly the argument you just made, but if you put it out there, why do they need you? More people will need us at a higher price point as a result of that.

John Jantsch (07:44.268)

Yeah.

John Jantsch (07:53.474)

Right.

John Jantsch (08:01.76)

Mm-hmm.

Peter Winick (08:08.675)

The subset of people that buy the book and read the book and do it yourself, that’s awesome. I love that. Like if we can help those folks, I never could have helped them. you know, they just can’t be clients right now. Now that might change down the road. And I think that’s really the the the piece. And you know, if you think about it from a keynoter standpoint, you and I have both seen fifty, hundred thousand dollar keynoters and you get their stuff on YouTube. So you’d say, well, why would I anybody pay to bring them in the room? Well, there’s a difference of of that’s a totally different experience than watching a YouTube video.

John Jantsch (08:18.86)

Yeah. Right. Yeah.

John Jantsch (08:40.02)

You you mentioned the thought leader on the run was maybe the most prevalent. Who who who do you think has the most unreal realized potential now? Is that the same group? Or is there is that a different avatar?

Peter Winick (08:53.507)

You know, that’s an interesting piece. I mean, I would say they all have potential because of the different things that we have available to us today. Right. whether that’s, you know, the technology, the AI, the learning, you as as a thought leader today, you know, 20 years ago we’re talking about this to, you know, two old dudes sitting here talking about 20 years ago. The typical model for a successful thought leader was to publish a book every 18 months.

John Jantsch (09:20.652)

Yeah. War it was it was it was very effective, as a matter of fact. Yeah. Yep, yep.

Peter Winick (09:20.813)

Right. That was the your publisher put the gun to your head eighteen months, eighteen month now.

And yeah, and it worked until it didn’t? No, it worked until it didn’t. Now the reality is it takes the average author two, two and a half years to write a book. How can you get one out in 18 months? There’s a negative math problem there. So new was a relative term, right? You know, so I think now there are more options, more choices, more ways to get your stuff out. I do think that there are a lot more impact and legacy executives, right? So these are folks that are have had

John Jantsch (09:37.43)

Yeah, yeah. Yeah, yeah, yeah, yeah, yeah, yeah.

Peter Winick (09:55.438)

Great success, typically commercially, whether they’re C-suite in a Fortune 1000 or they built up a business and sold the business, and they’re they’re at a stage in life where they’re like, you know, I’ve I’ve done the money thing, you know, checked all the boxes there. That’s all good. But what I’m really passionate now at this stage of life is X, whatever X is. And I want to do that. And I want to spend more time doing that. And I want to understand what that is. And the way I measure my success might not be, you know, dollars generated or number of keynotes, a number of books or whatever.

But how many people are starting think about my ideas? Are they being introduced as as as as part of the vernacular in in the business community or whatever communities I serve? There’s a lot of that going on now. Cause guess what? You know, the old days of retire sixty-two and be dead at sixty five, you didn’t have a lot of runway, right? Played shuffleboard for a couple of years and then good, you know, goodnight Charlie. Right now you got twenty, thirty years to figure out what you want to do.

John Jantsch (10:41.017)

Mm-hmm.

John Jantsch (10:45.473)

Yeah. Yeah. And and it’s gonna be really painful twenty, thirty years if you don’t, right? I I think I think a lot of a lot of people are coming to that realization. Talk a I mean, I can’t like we’ve gone eleven minutes, this might be a record, and I haven’t mentioned AI yet. and talk about how I mean AI is just flooding the f flooding the thought leadership, you know, category, if you will. how does somebody actually

Peter Winick (10:50.927)

Yeah.

John Jantsch (11:12.225)

So so so to me, a thought leader, you know, originally was you had a framework, you had a couple of original ideas, you could put sixty seven thousand words, you know, into a document. But today anybody could do that in about in about half a day, right? So so what separates real thought leadership from just, I don’t know, semi smart sounding people?

Peter Winick (11:21.155)

Yeah. Hmm?

Peter Winick (11:33.069)

Yeah, I think, you know, you could fool some of the people. So I’ll tell you bad ways or or things that are not helpful to you, your brand, your growth as a thought leader to use AI and things that I’ve seen that are cool, creative, interesting, whatever. So bad ways are, you know, you could pick up a tool and say, Give me 40,000 word book on this, this, this, and this in the style of that, this and the other thing. And it’ll spit something out. Now, anybody, you know, y you know, with any

John Jantsch (11:37.229)

Yeah.

John Jantsch (11:44.141)

Yeah.

John Jantsch (11:57.143)

Yeah, yeah, yeah.

Peter Winick (12:01.934)

sort of IQ that’s in the three digits, we’ll look at that and go, There’s no there there. Right? Like there’s like there’s no there there. Right. There’s like, okay, that’s a lot of words on a page and

John Jantsch (12:10.327)

Yeah. Yeah, that that could have been a seven hundred word blog post.

Peter Winick (12:14.944)

Yeah, or or a podcast or or or or or a you know, whatever. So I think, you know, just because you can create a lot of stuff, now I think actually where you can create it, and you know this better than I as a marketer, content marketing, I think AI can do some really good stuff. From thought leadership, I think you have to say, okay, what is it good at and what is it not good at? So good at examples. I’ve seen lots of keynoters say, you know, I never spoke to this type of group before.

John Jantsch (12:31.566)

Yeah.

Peter Winick (12:40.75)

You know, newly minted IT professionals. Let me push my stuff through there and say, give me a few examples that would resonate most with this audience at this company today. So that’s research, right? I think for us, we did something that I think was kind of cool, but I’ll let you weigh in on that, right? The genesis of the book for us was a couple of years ago, I started playing around with with AI and chat and all that. Why? Because everybody else is doing. I’m like, I gotta play with this thing, right? And

John Jantsch (12:41.397)

Right. Yeah.

John Jantsch (12:47.107)

Yeah.

Peter Winick (13:09.934)

What I knew was we had a bunch of models and methods and frameworks. And I knew that that would never be a book, right? That would be an IKEA manual that nobody would read. Models, methods, frameworks. Like maybe there’s a subset of the universe that loves that stuff, my my dear friends, the engineers, but like that would not be something I would read, right? But I knew that we had this podcast. And at the time we had 650 episodes and we had transcripts. So I said, hmm, let me take 30 transcripts, and they were all categorized to a similar theme.

John Jantsch (13:17.633)

Yeah. Yeah.

Peter Winick (13:37.071)

And I threw it into chat and I played with it for hours and hours and hours over a weekend. And what it taught me was one, my memory is terrible. Because if somebody asked me what were your favorite, most memorable things from the podcast you’ve done, I would answer a few. But if you asked me the same question a week later, I might answer differently, you know. but it gave me themes and it gave me patterns and it gave me things to look, look deeper on. So what I did was what every sort of ADD CEO does on a Monday morning, they call their much smarter.

process oriented analytical COO. And I said, Bill, Bill Sherman, hey, I got this idea. You know, we’ve like talked about writing a book. We don’t want to write a book, but like I played with Chad over the week and I I think we can knock this thing out in like, I don’t know, a month, maybe two, you know, and here’s why. And he did the hmm, mm-hmm, you know, almost like somewhere between a therapist and somebody knows you’ve gone off the deep end. And he said, well, maybe, which is the non-committal, let let’s go check it out. Well, fast forward, 650 episodes at the time was 2.3 million words.

John Jantsch (14:34.231)

Yeah. Right.

Peter Winick (14:34.52)

Right. So if the average business is 50,000, that’s a lot of books. And Bill was able to come up with some real tools to be able to pull those patterns. And then we always went back to the tapes, right? many times we go back to the thought leader and say, You might not remember this conversation. And actually, we sort of took it a little out of context, but I want to talk to you about this vignette here. You know, this little story that you told. Can we talk about that? Because we’re writing a book. That gave us brilliance. And and to answer your AI question,

John Jantsch (14:38.295)

Yeah.

Peter Winick (15:00.036)

That would have taken us years and and six grad level interns and they like pizza and beer and to get paid every Friday. So that to me was a a smart use of AI in terms for for us to get to the book where we wanted it to be. So it is a a a good book for those that we we wrote it for.

John Jantsch (15:18.743)

Yeah, I you know, I’ve never done that with my podcast. I’ve done, you know, about twenty two hundred episodes now. I probably sh I mean, I I probably should do do that. I mean, I’ve had guests on three and four times, you know, and and or more, you know. I think Seth’s been on five times, probably. And I’m you know, I’m sure there’s something in there that that would be really interesting. And I that’s my favorite use, frankly, of AI is is analysis. you know, I just it it

Peter Winick (15:25.37)

There might be a vignette in there or two.

Peter Winick (15:31.706)

Yeah.

John Jantsch (15:48.611)

It’s just so much richer than I would ever come up with, even if I spent, you know, a hundred hours on it. talk to me a little bit about one of the things that I know that that I mean, this was part of Keith’s you know framework. And I’m I’m sure you’ve built it into yours too, this idea of impact equation, you know, like getting getting into rooms that you know you maybe don’t know how you’re gonna get into. so talk a little bit about how that idea influences some of the thought leaders you work with.

Peter Winick (15:51.418)

Total.

Peter Winick (16:06.897)

Mm.

Peter Winick (16:18.991)

Yeah, so I think every thought leader wants their work to have impact. Right? They just do. Like what we’re not writing this for ourselves, although sometimes we are at a moment in time. But the impact equation it was a way for us to say, how do you do this? Like, cause Keith’s secret sauce is the power of developing relationships. That’s his secret sauce, right? And Never Italy and a lot of his other books were sort of what that looked like, and then he’s evolved into sort of some different thinking today. So we looked at the impact equation because equations are cool, right? Like

John Jantsch (16:22.895)

Yeah.

Peter Winick (16:48.869)

They just are. And said it here’s how it what it looks like. Number one idea is simplicity. You got to get it down to its molecular. Now that sounds obvious and easy, but ask an academic that spent 25 years as the top of their game or world class at whatever, tell me the gist of your work in two or three sentences. Most can’t do it because it’s been beaten out of them. It’s not how they’re trained. It’s not whatever. And if you can’t make it like simple, then it’s not accessible. So there’s no point there.

John Jantsch (16:49.496)

Mm-hmm.

Peter Winick (17:17.317)

The next is the relevance to the audience, right? So you might have something that’s really, really simple. But if you gave me the the the simplest way to knit a blanket, it has no relevance to me. I’m not someone that knits. Now, somebody else that might be, my God, that’s that’s a hack that I’ll use every day. But like what’s the relevance to me? And then the next is this the velocity. We talked about velocity before. What are you doing to get it out there? And then what is the share of audience? And I think the share of audience piece is interesting. You know, if this was a startup, we’d be talking about total addressable market.

John Jantsch (17:27.801)

Mm-hmm. Right.

Peter Winick (17:46.662)

But one of the most freeing things for me and that I try to share with my clients is guess what, John? You’re irrelevant to 99.99% of the people on this planet. And that’s an amazing thing, right? Because all you need to do now is say, what can I do to be as relevant as possible to that point one percent that matters most? And maybe it’s 95% or whatever. But like for the most part, you know, you’re irrelevant, right? I’m irrelevant. And the the beauty of that is I don’t have to spend my time chasing my tail.

Right. Like I know that I wanna talk to people like you. I don’t wanna be on a podcast for you know, I don’t know, stay at home moms in Iowa. Bless their little hearts. But like those aren’t my peeps.

John Jantsch (18:23.46)

Right. Yeah, yeah, yeah, yeah. That’s one of my favorite lines from Sandler. I had David on the show a couple of times, you know, over the years, was just he’s you know, the mo the best thing you can get is fast knows. you know, the idea of of the people are like the worst thing in the world is a maybe because now you gotta like worry about it for the the next six months and send eighty seven, you know, follow up emails and

Peter Winick (18:50.064)

Yeah, exactly.

John Jantsch (18:50.998)

you know, but for somebody to go, no, you’re not for me, you know, and obviously that’s in a sales environment, but but as a thought leader, clearly understanding who’s for you, who’s not for you, and communicating that. So people sort of self select whether or not they want to be in your universe, right? I mean, that’s part of the equation, isn’t it?

Peter Winick (19:07.355)

Yeah.

Yeah, and and you don’t want to be in the conversion business, right? If you have to spend a lot of your energy and effort, you know, it’s a great business model for the Mormons to work for them, but like it’s really expensive to try to convince someone that your way is a better way, that your way of thinking might help them. You could do a little bit of that, but if I gotta spend, like you said, you know, 10 phone calls trying to show you that my way is better than yours, why wouldn’t I talk to someone that’s already sort of absorbed some of my thinking and said, you know, I kind of dig what you say, and I think you could help me.

John Jantsch (19:12.558)

Yeah, yeah, yeah.

John Jantsch (19:17.834)

Yeah.

Peter Winick (19:38.021)

That’s just a better place for both of us to be.

John Jantsch (19:40.206)

Yeah, hundred percent. one of the I’ll I’ll ask you directly and and I think we’re be gonna be on the same page on this. what’s the biggest benefit of being seen as a thought leader? You know, even if it’s in a tiny pond, you know, of of your city of your city?

Peter Winick (19:56.464)

Yeah. Yeah. So I’ll tie this back to marketing because it’s what I believe, right? So we every one of us, I don’t care what business you’re in, whether it’s it’s it’s product, whether it’s services, professional services, selling consumer package, because we’re all being commoditized. That’s not a good thing, right? So if you’re being commoditized, what does that mean? Downward pricing pressure, lack of distinction between you and somebody else, this, that, and the other thing. So I believe, not for everyone, but

John Jantsch (20:11.694)

Yep. Yep. Yep.

Peter Winick (20:23.983)

Definitely high-tech, financial services, professional services, and and and many, many more, that thought leadership is the most cost-effective way to stand up from the competition, to show the world what you’re about, to put it out there. You can’t, you know, if I was going to come out with a new beverage, I could never outspend Coca-Cola. Just not going to happen. But you see these new beverages coming out now, for example, that are, you know, protein enriched or whatever, or probiotic or whatever. It’s like, okay, so if you’re going to put out a probiotic beverage, the first question I would have is.

What the hell is a probiotic beverage? That’s great leadership. Here’s what it is and why it might be beneficial to you, whatever. So I think take a step back and say, what could you put out there in the world to sh to punch above your weight, outshine your competition, and and you know, lead with your thinking. Because everything else that you do, if I’m an accountant, there’s a million other people that can do my taxes, right? If I’m a lawyer, plus or minus, you know, they’re all kind of the same. Consultant, like it’s just an agency. They’re all the same.

John Jantsch (20:52.643)

Yeah.

John Jantsch (21:03.15)

Yeah.

John Jantsch (21:11.642)

Yeah, hundred percent, yeah. Yeah.

John Jantsch (21:18.882)

Yeah. Well and and they they might not be, but that’s the perception. Yeah. Exactly. Yeah. Yeah. Well, I will tell you, I I actually took it into the home services business. I had a remodeling contractor that I convinced to do this in two thousand early two thousands to be a thought leader. And now they char they’re they’re the largest in their in their community and they charge a premium. that’s that was really the answer. I I mean you said it in a number of ways, but

Peter Winick (21:24.101)

That’s which is more important, right. Yeah. And I think

John Jantsch (21:48.814)

Being the seen as the thought leader, you can charge a premium. People expect to pay a premium, you know, for you. So

Peter Winick (21:53.541)

Well, and it’s a it’s you know, at the end of the day, it’s just math. It’s it’s the most my experience, it’s the most cost effective net new client acquisition tool I’ve seen. Right. So I’ll give I’ll give you another example that was, you know, you gotta be smart. I think it was ten years ago, my math could be wrong, when Massachusetts was the first state to legalize gay marriage. Okay, that’s cool. So what does that mean? Well, there was a divorce lawyer that happened to be gay, and he said, geez, here’s what’s gonna happen in the next six, eighteen, twenty-four months. I could put a stake in that ground.

John Jantsch (22:10.649)

Mm.

Peter Winick (22:21.455)

And put out some thought leadership on the nuance of gay marriage because I’m gay, I’m a divorce attorney, so I’m I’ve got an advantage. Let me start putting this stuff out there because as they’re walking back down the aisle is probably not the time to handle my card. This will take some time. And and it did. Like you didn’t have to be a genius to figure out, you know, more people that weren’t able to get married got married. Yeah, it’s definitely a new category, right? And and when that time came.

John Jantsch (22:21.752)

Yeah, yeah, yeah. Yeah.

John Jantsch (22:27.672)

Yeah.

John Jantsch (22:39.448)

Yeah, yeah. It’s a new c a n a new category of business, so to speak. Yeah, that’s that’s funny.

Peter Winick (22:48.015)

He was already putting articles out there and things out there or whatever that that market came to him as opposed to spending big bucks putting out, you know, billboards or whatever the divorce attorneys might do.

John Jantsch (22:52.59)

Yeah, yeah.

John Jantsch (22:58.33)

So so Peter, I appreciate you taking a few moments to stop by the the show. Is there some place you’d invite people to find out about your work and obviously the pick up a copy of the Thought Leadership Handbook?

Peter Winick (23:11.599)

Well, the Thought Leadership Handbook is, as they say, available wherever books are sold. So you can find them in the usual places. You could find me at our site, which is thoughtleadershipleverage dot com, and on, you know, all the typical socials.

John Jantsch (23:24.312)

Yeah, awesome. Well again, great catching up with you and I appreciate it and hopefully we’ll run into you one of these days out there on the road.

Peter Winick (23:30.938)

I will. Thank you. Thanks, John. Thanks for having me.