LinkedIn today is the largest megaphone of industrial leadership. Imagine a director who, in addition to maintaining their presence focused on signing reports and participating in meetings, is on LinkedIn explaining how their factory reduced waste by 40% with sustainable technologies. Or a CEO in the metallurgical sector sharing insights on organizational innovation after testing new management models. In the age of influence, this behavior is not exceptional. It’s a requirement.
Currently, digital transformation is the air that the industry breathes. In this scenario, a leader who does not communicate loses space and, primarily, misses out on business opportunities. This is because in a market where purpose and innovation are the new fuels of competitiveness, staying silent means risking becoming irrelevant. But what does this have to do with LinkedIn?
According to data from the network itself, the platform already exceeds 75 million users in Brazil, with a focus on the growth of Generation Z, which values real connections with accessible, innovative leaders who consistently position themselves. This is not just about the HR manager or the marketing team; it is about the role of top leadership.
After all, when a leader remains silent, the market speaks for them. The absence of active leadership on the platform creates room for competitors to be remembered. A lack of positioning may suggest outdatedness, detachment, or even a lack of business vision. Industrial leaders who remain anonymous digitally fail to inspire their teams, attract talent, and establish strategic partnerships with other leaders. Even more serious, they cease to be a reference in their own market. How can innovation and leadership be demanded from employees if leadership remains invisible?
On the other hand, when a leader uses LinkedIn strategically, they build reputation, reinforce culture, and accelerate transformation. They inspire by example, humanize their personal brand, and become an active spokesperson for innovation both within and outside the company. Being present on networks is not about self-promotion, but about making visible what is already being done, but without narrative, goes unnoticed.
When we talk about innovation, we often look at processes, products, and technologies. But the greatest innovation starts with the leadership’s posture. An industrial leader who positions themselves, tells their story, and assumes their public role as an ambassador. They pave a new path for their organization, influence clients, suppliers, talents, and the sector itself. They go from just another manager to becoming a reference.
Behind the scenes of large innovative brands, a silent role has gained prominence: the Chief Storytelling Officer, a professional responsible for narrating, clearly and purposefully, the executive’s journey, both internally and externally. But the most important point is that every leader can and should adopt this mindset. Especially in BtoB, where strategic communication is still a competitive advantage underexplored.
By 2025, digital silence will not be neutral. It will be read as disconnection, disinterest, or delay. Industrial leadership that wants to attract, influence, and transform needs to show up. And show up with purpose. Because those who do not tell their own story risk being forgotten by others.
