LinkedIn is a distribution channel. It is not a strategy.

Almost every enquiry we get about LinkedIn is really a question about frequency. How often should our chief executive post. The honest answer is that frequency is the least important variable, and optimising it first is why so much executive LinkedIn activity produces nothing.

What actually decides whether it works

Having a position, before having a schedule

An executive with a genuine argument, published irregularly, outperforms one posting three times a week with nothing to say. Recognition can be manufactured by volume. Respect cannot, and respect is the axis that moves win rate and price.

Writing as the person, not as the department

Buyers can tell. Content written by committee reads like it, and the credibility cost outweighs any gain in polish. Our job is to make it possible for a leader to sound like themselves at a volume they could not sustain alone, which is a different job from writing on their behalf.

Being findable outside the feed

A post has a life of about forty-eight hours. A framework, a piece of original research or a filmed conversation has a life of years and can be sent to a prospect eighteen months later. LinkedIn should be where durable work is distributed, not where all of it lives.

What we do, in house

This is genuinely ours rather than partnered, which we say because on some things it is not, and we would rather be precise about which.

• Positioning first, so there is something worth saying before anything is scheduled.
• Ghostwritten and edited long-form written in the executive's own voice, with them in the loop rather than out of it.
• Filmed conversations and podcast production, cut down for the platform from something that existed first as a real conversation.
• Portraiture, so the profile does not undo the writing.
• Company page and personal profile working as one system rather than competing.
• Measurement against the same three axes as everything else, quarterly.

What we will not do

• Automated connection requests, engagement pods or comment farming. They work briefly, they are visible to anyone paying attention, and getting caught costs more than the reach was worth.
• Posting on an executive's behalf without them seeing it. The first time they are asked about a post they did not write, in a meeting, the whole thing collapses.
• Chasing follower count as the headline. Recorded, scored low. Forty thousand followers who will never buy are worth less than nine hundred who might.
• Volume as a substitute for a point of view. If there is nothing to say yet, the answer is to go and build something worth saying.

Where it sits in the work

LinkedIn is stage four of five. It is where the studio and the writing get deployed, against a strategy rather than a content calendar. The three stages before it exist so that when something is finally published, it is worth reading.

The full sequence is on how we work.