LinkedIn for CEOs, when the board reads it too.

A CEO should post the decisions only they can explain. Every company has someone who can write the announcement; nobody else can say why the call was made, which option was rejected and what it cost. That is the territory. A chief executive who posts the announcement is competing with their own communications team and losing, because the same news reads better on the company page.

Five kinds of post carry almost every chief executive account worth following.

• The decision and its reasoning. A choice the company made this quarter, the option you turned down, and the thing that settled it. Directors and operators read this and skim the rest.
• A number you are willing to publish. A retention figure, a cost per hire, a margin that moved. One real number outranks a page of adjectives, and it is what a reader quotes back to you a year later.
• The correction. A position you held last year and have changed, with the evidence that changed it. This is the highest-trust post a CEO can write and the one most avoid.
• The standard. What you will and will not do in your market, stated plainly enough that a customer could hold you to it. Senior recruiting runs on these.
• The read on your category. What a development actually means for the people buying, from someone who sees the demand from inside.

What to leave out

Leave out the milestone with no decision inside it, the conference photograph captioned with the energy in the room, and the restatement of your own company's marketing. Leave out private people too. Naming a colleague, a candidate or a customer's executive costs you a relationship and buys the post nothing; write the role and the story survives whole.

A chief executive's follower count is the least useful number on the profile. The account is read by four groups who mostly never engage and who matter more than everyone who does.

• Your board. Directors read the account in the week before a meeting. What you publish sets the temperature of what gets asked in the room, which is an argument for being early with a hard subject rather than late.
• Investors doing diligence on the team. A partner assessing a round reads two years of your posts in an evening. A line you held while it was unpopular reads as judgement. A feed that turns with the market reads as weather.
• The executive you want to hire. Senior candidates research the person before the role, and what moves them is how decisions get made rather than how fast the company is growing.
• Your own employees. They read every word, and they are the only readers who know whether it is true. A post your team would not recognise spends internal trust faster than anything else you publish, which is why a vague post is more expensive for a CEO than for anyone else in the feed.

It also means engagement is a weak scoreboard here. A post that reached 900 people and was read by your next head of engineering did its job. What the public numbers can and cannot tell you is in what LinkedIn impressions mean.

Most chief executives try to delegate the writing and stop posting within a quarter. The failure is consistent: a chief of staff or an agency can produce a draft, but they cannot produce the judgement inside it, so the draft comes back plausible and empty, the CEO rewrites it, and rewriting takes longer than writing. The delegation breaks at the material rather than at the prose.

What can be handed over is everything except two decisions: what happened this week that is worth saying, and whether this draft is true. Capture, structure, the first draft, the scheduling and the reading of the numbers can all belong to someone else or to software. Those two calls stay with the person whose name is on the account.

What working delegation looks like

• The material comes out of your actual week rather than out of a content calendar invented in advance.
• The draft is written against how you already write, measured from your published posts rather than described to a writer in a briefing call.
• You approve or kill each draft in under two minutes, and killing one is a normal outcome.
• Nothing goes out that you have not read.

One honest limit. Sonar today is one workspace per person: there is no separate reviewer seat and no chief of staff login, so a team that wants a second pair of hands shares the account. If somebody is running several executives' accounts, the arrangement to ask about is on Ghostwriting software for LinkedIn, and the answer is a conversation rather than a seat count.

Nothing should publish from a chief executive's account without the chief executive reading it. In Sonar that is the structure rather than a setting. A draft sits in the pipeline until you schedule it, and the job that publishes to LinkedIn and X only picks up items that are already scheduled, which is a status you set. There is no autopilot to switch off, because there is no autopilot.

In practice the approval step is one sitting a week. Five drafts are waiting, you read them, you kill two, you edit one until it says the thing you actually meant, and you place the rest across the week. The editing is where the voice is protected. A correction you make a few times on the same platform is read back into a standing rule that later drafts are written under, and a preference you simply state in the chat can be saved as one the moment you say it.

3 posts a week is where most chief executives settle, and it is the weekly target Sonar starts a LinkedIn account on. Holding a smaller number beats announcing a larger one. The case for a position rather than a posting habit is in LinkedIn thought leadership, without the word.

Two decisions never leave a chief executive, and no software takes them. What the company is willing to say in public is one. Whether this particular draft goes out is the other. Sonar is built to leave both with you and to do the work on either side of them, which is the only arrangement that survives contact with a real diary.

Either side means this. It connects read-only to your calendar, your meeting transcripts, Slack and your notes, reads the last seven days about once a week and keeps what was worth saying, discarding the raw text. It learns how you write from your published posts, measured rather than described. Colleagues, candidates and customers' executives are written as roles, at extraction and again at drafting. Five drafts wait each week, drawn from your moments, your own history, a development in your niche and a subject you chose. Each published post is read back against your own average rather than a stranger's.

The mechanism in full is on How it works, what gets read and kept is on Security, and the practice underneath it is founder-led marketing. One plan, $99 a month, 7 days free.

If you run a function rather than the company, the constraints are different enough to be worth their own page and they are on Executive branding on LinkedIn.