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When I was practicing law, I thought the goal of thought leadership was to show that I knew the law.
Now, having spent years advising lawyers on how to create content that builds trust and drives opportunity, I’ve come to understand something deeper:
Clients don’t want to be impressed. They want to be informed—in a way that helps them make better decisions. They don’t want you to summarize the rules. They want you to interpret what those rules mean for them. They don’t want to read what happened. They want to understand why it matters and what to do next.
One way I often frame it with clients is this: Assume your reader is silently asking you, “Tell me something I don’t know.” Something useful. Something they hadn’t considered. Something that only you—with your experience, access, and vantage point—can see clearly and explain confidently.
Which brings me to a great example of legal thought leadership done right: Andrew Dietderich’s (Sullivan & Cromwell) article, “The Zone of Safety: How to Be an Active and Confident Director During Financial Distress.”
This piece was awarded the Burton Award for Distinguished Legal Writing, which recognizes the top 20 legal articles published in the U.S. each year.
And it’s not hard to see why. The article masterfully demonstrates how to use thought leadership to shift perspectives, correct outdated assumptions, and offer readers concrete guidance. Here’s why it works so well:
1. It starts with a contrarian insight
Dietderich opens by challenging the outdated and fear-inducing notion of the “Zone of Insolvency”—a concept that once led directors to believe they had to pull back, defer, and tread lightly once a company entered financial distress. Then he introduces a new way of thinking about fiduciary duties: the “Zone of Safety.”
This simple reframing is a powerful rhetorical move. It signals that the article isn’t just going to rehash familiar doctrine—it’s going to redefine the way readers think about their role.
Takeaway: Start with a myth, mistake, or assumption your clients are making—and show them a better way.
2. It leverages the author’s vantage point
Dietderich doesn’t just recite Delaware fiduciary duties. He interprets them through the lens of a seasoned restructuring lawyer who has seen what happens when boards get it right—and when they get it wrong.
The article is filled with hard-earned observations about where restructuring practice and board governance diverge—and how to align them. It’s part legal analysis, part strategic memo, part courtroom war story.
Takeaway: Don’t just tell readers what the law says. Tell them how it plays out. That’s where your value lies—in your unique vantage point.
3. It Empowers the Reader
Many legal articles written for business leaders adopt a risk-averse, cautious tone. This one does the opposite.
Dietderich’s message is clear: “You can lead. You should lead. And here’s how to do it responsibly.”
There’s a confidence in the tone—rooted in deep expertise—that gives the reader permission to act, not just be defensive. That’s refreshing.
Takeaway: Effective thought leadership doesn’t just warn. It equips leaders to act in accordance with a framework.
4. It is Unapologetically Long
I hear it all the time: “Attention spans are short!”
But I don’t buy it. People consume content that is compelling—no matter how long. The piece runs several thousand words. But it earns every one of them.
Why? Because it’s so well structured, precise, and informative. Each section builds on the last. It’s not longwinded. It’s long-form value.
Takeaway: You don’t need to be brief. You need to be worth reading. Long is fine—just make sure it’s no longer than it needs to be.
5. It provides an actionable checklist that’s not generic
The final third of the article offers concrete steps directors can take—from documenting decisions, to evaluating conflicts, to updating D&O coverage.
It’s tactical—but not simplistic. Practical—but not dumbed down.
Takeaway: When offering guidance, resist the urge to write “5 tips” for clicks. Instead, build real-world checklists that experienced executives or GCs will nod along to and forward to colleagues. Make a promise of value to the reader at the start, and make sure you pay it off by the end.
A Final Thought: Ask before you write
Before you start your next article or client alert, here’s a simple prompt I often use with clients:
“What are your clients trying to decide right now—but don’t feel confident about?”
That’s the gap to focus on.
This isn’t just a thought exercise—ask your clients what they’re unclear about. What they wish they understood better. What they’re debating internally. Then create content that offers clarity, context, and confidence.
That’s the kind of writing that gets read.
That’s the kind of writing that builds trust.
That’s the kind of writing that positions you for opportunity.
P.S. If you're interested in the original article, you can find "The Zone of Safety" on Sullivan & Cromwell’s website.
Jay Harrington is president of our agency, a published author, and nationally-recognized expert in thought-leadership marketing.
From strategic planning to writing, podcasting, video marketing, and design, Jay and his team help lawyers and law firms turn expertise into thought leadership, and thought leadership into new business. Get in touch to learn more about the consulting and coaching services we provide. You can reach Jay at jay@hcommunications.biz.