Many professionals dream of writing a book that skyrockets to the New York Times bestseller list, assuming that alone will bring lasting success. The reality? Hitting a bestseller list is a milestone, not the destination. True influence comes from strategic book marketing, thought leadership, and long-term audience engagement—not just from publishing alone.
In a recent Power Producers Podcast episode, Michael Drew, a publishing and marketing expert, shared his insights on how professionals can leverage publishing as a tool for building authority, increasing engagement, and driving business success. With 131 consecutive New York Times bestsellers under his belt, he’s seen firsthand why some authors thrive while others struggle despite achieving bestseller status.
This blog post breaks down the biggest misconceptions about book publishing, the power of relationship-driven marketing, and how to use a book to establish a sustainable thought leadership platform.
Many assume that once their book makes it onto the New York Times, Wall Street Journal, or USA Today bestseller lists, they will automatically receive speaking engagements, media appearances, and a flood of new business opportunities. Unfortunately, that’s not how it works.
The truth about bestseller lists:
Instead of focusing solely on making a bestseller list, business professionals should prioritize building an audience, engaging with that audience, and providing long-term value.
Understanding the Difference Between Tactics, Strategy, and Outcomes
One of the biggest takeaways from Michael Drew’s insights is that a book alone is not a strategy. A book is a tactic, meaning it is a tool used within a larger framework of thought leadership and business development.
Consider the differences:
Writing a book should be part of a broader strategic vision, not the vision itself. A successful author understands that their book is a gateway to deeper engagement with their audience.
Why Defining Your Audience is Critical
Many authors fail to consider who their book is actually for. Without a defined buyer persona, it’s difficult to craft content that resonates or converts into business opportunities.
To build an effective thought leadership platform, ask:
By using buyer personas, authors can refine their messaging and tailor their book to address the stated and unstated needs of their audience.
How Thought Leaders Stand Out
To become a recognized authority, professionals must engage with their audience before, during, and after publishing their book. This includes:
Before the Book Release
Many professionals wait until after their book is published to start marketing. This is a mistake. Marketing begins before the first word is written.
Pre-launch engagement strategies include:
During the Book Release
After the Book Release
The book launch is just the beginning. To leverage your book for long-term success, focus on:
Understanding the Psychology of Influence
In business, there are two marketing approaches:
Thought leadership is built on relationships, not transactions.
A book should serve as a bridge to deeper engagement. Authors should:
Why You Shouldn’t Do It All Yourself
Many professionals attempt to self-publish and self-promote without realizing the immense workload involved. This often leads to mediocre results.
Instead, consider outsourcing key aspects of the process:
Building a team of experts saves time, increases effectiveness, and leads to greater success.
If you’re considering writing a book, follow these steps for maximum impact:
Publishing a book is a powerful tool, but it’s only one piece of a larger strategy. To succeed, professionals must focus on building a thought leadership platform, engaging their audience consistently, and prioritizing relationship-driven marketing.
If you’re ready to take your book beyond the bestseller list and build a thriving thought leadership brand, consider working with an expert. Learn more at BookRetreat.com.
What’s Next?
If this post resonated with you, share it with someone who is thinking about writing a book! And if you have questions, drop them in the comments below. 🚀
In the ever-evolving world of commercial insurance, marketing has become a critical lever for growth. Yet most agencies still struggle to understand what’s actually working. From websites that generate leads with no attribution to CRM systems that silo vital data, insurance agencies are often flying blind.
If you’re a commercial insurance producer trying to grow in the middle market, you’re probably aware that the old-school prospecting methods—cold calling hundreds of businesses, dropping off trinkets, hoping someone is “coming up on renewal”—are no longer enough. In today’s competitive environment, success isn’t about how many people you reach. It’s about reaching the right people at the right time with the right message.
Too many agents stop learning once they’ve earned their license. The bare minimum—meeting continuing education requirements—is not enough in today’s climate. Producers often resort to online forums, asking where they can complete CE hours “as quickly as possible.” This mindset directly impacts their ability to communicate complex subjects like reinsurance or risk modeling to clients in an understandable way. As a result, they struggle to retain accounts and close new business in an increasingly competitive market.
The problem? Too many producers are pitching too soon, to the wrong people, with nothing more than a quote to offer. This article walks through how to close more business by positioning yourself as a trusted advisor, selling Total Cost of Risk (TCOR) outcomes, and using a structured approach to differentiate at every stage of the sales process.
In the modern commercial insurance landscape, trust is no longer built solely through in-person meetings, networking events, or polished brochures. It’s earned digitally—often before a prospect ever takes your call. As sales dynamics shift and competition tightens, the producers who will thrive are those who understand one thing: educational content is the new handshake.
Most commercial insurance producers think of referral networks as an afterthought—something that might generate a lead or two if they attend enough events, shake enough hands, or stay active in their BNI chapter. But the producers who consistently dominate the middle market think differently. They treat referral networks like revenue engines, built with the same discipline as a sales pipeline, and they use those relationships not only to generate appointments but to recruit the next generation of elite producers.
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