5 Steps To Craft A Killer Insight and Establish Authority as a Thought Leader

Read time: 5 minutes

📢 Before we jump into the post - a special announcement:

I rebranded the name of this newsletter from Solopreneur Playbook to Impact Thinking. It may be a new name and brand, but it’s still me…learning to craft better, clearer content.

Less overthinking…more impact thinking.

Okay, back to the post.

I’m going to walk to the walk, right here, right now.

About a month ago, I had an idea:

What if I could use a series of newsletter posts to show a clear, step-by-step breakdown of how to craft a killer insight?

So, in the past three newsletter posts, I set out to achieve this by:

• Post #1: Outline a framework for how to craft insights and create value

• Post #2: Present an actual insight into why you get fooled into thinking more choice is better 

• Post #3 (this one): Break down the second post (#2) using the framework from the first (#1) to illustrate the process.

Why should you care? 

Sharing insights (not just information) is a foundational skill. And is the simplest way to create value. This is a breakdown just for you.

Most people will skim it…and that’s okay.

You do you.

But you’d be missing out on the opportunity to:

• impress clients

• awe your boss

• establish authority with your audience

Here are the 5 steps to craft a killer insight:

Step 1: Identify Insight-Potential Information

Information is the raw ingredient of insight.

But that doesn’t mean all ingredients are of the same quality. Some hold the potential for profound depth and impact, while others remain superficial. Learning to see the difference between the two is crucial.

Take the example of the paradox of choice – a topic with potential.

The paradox of choice explores the misconception that more choice is better when, in reality, more choice leads to less satisfaction and happiness. It’s a topic that has depth and breadth because decisions are a fundamental aspect of your personal and professional life.

• You make about 70 decisions in a typical day

• Decisions are the driver of action and results

Breadth and depth.

Step 2: Plan the Remix

Remixing involves copying, transforming, and combining existing work into something unique.

Nothing is original…everything is a remix. We all build on the foundation of previous work. Here’s something to remember:

• When you combine related information, connecting the dots is easier because there are more of them -- more dots reinforce the insights’ strength and authority.

• When you combine unrelated information, connecting the dots is harder because there are fewer of them -- the fewer dots reinforce the insights’ uniqueness and thought-provoking nature.

For example, two pieces of information about decision-making have many dots. Whereas merging decision-making and physics has fewer but much more likely to be unique.

In my post, I chose to use related information:

• Paradox of choice

• Choice overload problem

• Insight levels framework

My goal was to:

• Connect the paradox of choice with the choice overload

• Develop a strategic (actionable) insight

• Use a business-facing lens

• Craft it in a way to break it down later step-by-step (this post)

Plan set.

Step 3: Create Meaning (“Meaningful Insight”)

Make the information make sense.

First, make the information understandable or relatable. I researched TEDTalks, journals, articles, tweets, and others to boil it down to two simple takeaways:

• Paradox of Choice: You want more choice, but having it leads to less satisfaction

• Choice Overload Problem: Too much choice can lead to overwhelmed and decision paralysis

Next, I thought about the relationship between these takeaways.

• The choice overload problem directly fuels the paradox of choice.

I deconstructed (and rebuilt) the information into a meaningful insight in 3 simple takeaways I can remember forever.

But I wanted to make it actionable, not just meaningful….so next up, determine why it matters.

Step 4: Show Why it Matters (“Analytical Insight”)

Zoom out to connect the dots.

My goal is to show you why it matters – not just think, “Oh…that’s nice to know.”

The best way to make it matter to you is first to make it matter to me. Once I step in your shoes and internalize how too many choices help/harm me personally, I know how to share why it matters to you.

So, I framed my lens from two perspectives:

• Me as the decision-maker (e.g., as the customer or the employee)

• Me as the choice provider (e.g., as the business or the employer)

I looked for trends or relationships where I could insert myself into the story.

As a decision-maker (employee), how could too many options impact me?

I came across a study on retirement investing.

The more retirement investment options an employee was offered, the less likely they would participate (invest). So, it meant too many options led to employees opting out, which led to forgoing investment gains. Plus, the study showed when choosing to opt out, they didn’t receive the employer’s matching contributions (averaging $5,000 per year).

As a decision-maker – too many options could cost me money.

As the choice provider (business), how could too many options impact me?

I came across an experiment on selling jams.

• When customers were presented with a large variety of jams (24 options), they were more likely to sample but rarely purchased.

• When customers were presented with fewer jams (6 jams), they were less likely to sample, but 10x more purchased a jam.

More options equaled overwhelm and friction in the buying process.

As a choice provider – too many options could cost me sales.

Choice overwhelms leads to indecision and can lead to lost money or sales.

I don’t want either of those to happen: lost money or sales.

Thinking further, I started substituting many words for “money/sales."

Lost opportunity.

Lost fun.

Lost love.

Lost experience.

Too many choices matter.

Step 5: Make Insights Actionable (“Strategic Insight”)

Show how to put this information to use.

A clear set of simple, usable steps is necessary to do this. So first, condense the existing insight into a key verb phrase (i.e., action statement).

I do this by asking myself a series of questions:

• What is the pain driver of the problem? Overwhelm

• How can I solve the pain? I can prevent it or counteract it.

• In what ways can I prevent or counteract overwhelm? I can make the decision process easier by reducing friction.

Key verb phrase: “Make the decision process easier by reducing friction.”

So, the next question is:

• What are some ways I can do that? Here is where you can draw from experts or use personal experiences. I chose to use experts' strategies and add personal anecdotes (using a business lens).

The result: 4 simple strategies to make decision-making frictionless (for your customer):

• Remove unnecessary options

• Make decisions more real

• Use categories

• Start with easy decisions

This entire process is an example of “thinking about thinking.”

You are now aware of the choice overload problem and the paradox of choice. You have a framework for crafting insights. You’ve seen the process in action.

You’re now equipped to apply these principles.

Click here to reread:

• Post #1: The Simplest Way to Create Value

• Post #2: Why You Get Fooled Into Thinking More Choice is Better

New to the newsletter?

Welcome to Impact Thinking.

Hi, I’m Peter. I quit my highly-regarded, 6-figure job at Harvard to build a strategy consulting company in 2019. I’m in the business of thinking…and the truth is you are too.

Execution is required, but thinking will set you apart.

This newsletter helps you become an impact thinker.

• Ditch the noise

• Ditch overthinking

• Ditch average results

Thinking is the greatest form of leverage - use it to your advantage.

Subscribe here:

Get exclusive content weekly in your inbox.