LinkedIn is today the biggest megaphone of industrial leadership. Imagine a director who, in addition to keeping his presence focused on signing reports and attending meetings, is on LinkedIn explaining how his factory reduced waste in 40% with sustainable technologies. Or a CEO of the metallurgical sector who shares learnings about organizational innovation after testing new management models.In the era of influence, this attitude is no exception.
Currently, digital transformation is the air that the industry breathes. And in this scenario, a leader who does not communicate loses space and, especially, stops doing business. This is because, in a market where purpose and innovation are the new fuels of competitiveness, keeping silent is to take the risk of 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, especially the growth of Generation Z, which values real connections with accessible, innovative leaders and who position themselves consistently. This is not only for the HR manager or the marketing team, it is the role of high leadership.
After all, when the leader is silent the market speaks for him. The absence of an active leadership in the platform makes room for competitors to be remembered. Lack of positioning may suggest outdatedness, distance or even lack of business vision. Industrial leaders who remain in digital anonymity fail to inspire their teams, attract talent and establish strategic partnerships with other leaders.More serious, they cease to be a reference in their own market. How to charge innovation and protagonism of employees if leadership remains invisible?
On the other hand, when a leader uses LinkedIn with strategy, builds reputation, reinforces culture and accelerates transformation. He inspires by example, humanizes his personal brand and becomes an active spokesperson for innovation inside and outside the company. Being present in networks is not about self-promotion, but make visible what is already being done, but that, without narrative, goes unnoticed.
When we talk about innovation, we often look at processes, products and technologies. But the greatest innovation begins in the posture of leadership. An industrial leader who positions himself, tells his story and assumes his public role as ambassador. He paves a new path for his organization, influences customers, suppliers, talents and the sector itself. He ceases to be just another manager to become a reference.
Behind the scenes of major innovative brands, a silent function has gained prominence: the Chief Storytelling Officer, a professional responsible for narrating, with clarity and purpose, the executive's journey, both inside and out. But the most important point is that every leader can and should adopt this mentality. Especially in BtoB, where communicating strategically is still a competitive advantage little explored.
In 2025, digital silence will not be neutral. It will be read as disconnection, disinterest or delay. The industrial leadership that wants to attract, influence and transform needs to appear. And appear with purpose. Because those who do not tell their own story, risk being forgotten by others.
