Your LinkedIn strategy shouldn’t be built inside a marketing bubble. But that’s exactly where most of them get built.
Marketers may own the Company Page, set the goals, create the content plan and measure the results. But none of that tells you what buyers are asking sales right now, what made a customer finally choose you, or why a regional team knows something won’t land in their market.
That information sits outside marketing.
And when it doesn’t make its way into the strategy, LinkedIn can quickly become a publishing plan rather than something that genuinely supports the business goals.
Better LinkedIn strategy starts with better conversations.
This article is inspired by an episode of the Social Media for B2B Growth Podcast. Listen or watch to get the full impact of this conversation.
Sales Knows Where Your Strategy Is Missing The Mark
Sales hears the buyer’s conversation every day. They know where prospects are confused, which objections keep slowing deals down, what suddenly creates urgency and where marketing messages aren’t matching what buyers actually care about.
That market intelligence should be feeding directly into your LinkedIn strategy.
Ask sales questions like:
Which questions are buyers asking repeatedly?
Which objections are slowing deals down?
What do prospects consistently misunderstand about our business, products, services?
What has become more important to buyers recently?
What do you wish prospects understood before the first call?
If sales spends every week correcting the same misunderstanding, answering the same objection or explaining something buyers should already know, that’s not just a sales issue. It’s valuable input for your LinkedIn marketing strategy.
There’s another benefit too.
One of the frustrations I hear from marketing teams is that they want sales to engage with, share and use Company Page content, but sales doesn’t always see the relevance. That changes when sales can recognise their own buyer conversations in the content being created.
👉 Don’t bring sales in at the end and ask them to amplify the content. Bring them in early enough to help shape what the strategy needs to address.
Your Customers Will Challenge Your Assumptions
Sales gives you one view of the buyer. Your customers give you the view that matters after the decision has been made.
They can tell you what created urgency, what nearly stopped the deal, what gave them confidence to choose you and which parts of your messaging didn’t land as clearly as you thought.
Even experienced marketing teams can become too close to the business. You know the products, the internal language and the benefits everyone assumes are important.
Your customers may see it very differently.
Talk to a mix of customers and ask questions such as:
What was happening when you realised you needed help?
What nearly stopped you from choosing us?
Why did you choose us over the alternatives?
What did we do better than you expected?
What do you think we explain badly?
If you were recommending us internally, what would you say?
You’re not just collecting testimonials or content ideas. You’re trying to understand what actually influenced the buying decision.
Those answers can sharpen your positioning, improve your messaging and help you make better decisions about what deserves space in your LinkedIn strategy. They can also expose where marketing is still working from internal assumptions instead of buyer reality.
As the saying goes, you can’t read the label from inside the jar.
The reason someone buys from you may not be the feature you keep promoting. It may not even be the benefit sitting at the top of your website.
👉 Use customer conversations to pressure-test what your marketing believes. The closer your LinkedIn strategy gets to the buyer’s real priorities, language and decision-making process, the stronger your choices become.
Global Strategy Needs Regional Reality
For global B2B organisations, another strategic tension quickly emerges. Global wants consistency. Regional teams want relevance. Both are reasonable.
Problems start when the strategy becomes a tug-of-war between the two.
A global team may understand the brand, the broader business priorities, and what needs to remain consistent. Regional teams understand local buyers, market differences, cultural context and what actually lands in their part of the world.
Neither perspective is enough on its own.
The goal isn’t to give every region complete freedom or force every market into exactly the same approach.
The goal is to get clear on:
What must stay consistent globally?
What can adapt locally?
Which buyer priorities differ by market?
Which content themes need regional input?
Where global direction ends and regional flexibility begins
When global and regional teams keep pulling in different directions, the issue usually isn’t content. It’s that priorities, responsibilities and expectations haven’t been properly aligned.
The strongest approach combines global direction with regional insight, creating consistency where it matters and flexibility where the market demands it.
👉 Alignment doesn’t mean every market gets what it wants. It means the business is clear on what must stay consistent, where teams have flexibility and why those choices support the wider strategy.
Turn Better Conversations Into Better LinkedIn Strategy
Once you’ve spoken to sales, customers and teams across the business, look for the patterns that keep repeating.
Which buyer questions come up again and again? Where are deals getting stuck? What are customers valuing that marketing may have underestimated? Where are global and regional priorities out of sync?
Those patterns should help you decide:
What your Company Page needs to be known for
Which Buyer priorities deserve more attention
Which content pillars are worth investing in
Where Marketing and Sales need better alignment
What must stay consistent globally
Where regional flexibility makes sense
What you can confidently say no to
Senior marketing teams are constantly balancing competing priorities, limited resources and requests from across the business. A clear LinkedIn strategy should make those decisions easier, not add another layer of work.
It should help you explain why some topics deserve investment, why others don’t, where LinkedIn fits within the wider marketing plan and what the team needs to stay focused on.
That’s when the Company Page stops being a place to keep feeding content and starts becoming part of a more deliberate B2B growth strategy.
👉 Better conversations give you better inputs. Better inputs lead to better decisions and a more focused, defensible LinkedIn strategy.
Final Thoughts
Too many LinkedIn strategies start in the wrong place.
They start with content pillars, posting frequency, formats, and what the algorithm appears to reward. Those things may matter later, but they’re not the foundation of a strong B2B LinkedIn strategy.
The foundation is better business intelligence.
Sales gives you a live view of buyer conversations. Customers show you what actually influences decisions. Regional teams bring the market context that a global plan can easily miss.
Marketing’s job is to bring those perspectives together, decide what matters most and turn them into clear priorities the business can actually execute.
That’s the strategic thinking behind The Power of Two. Better results come when the right parts of the business stop working in isolation and start working together.
Your Company Page shouldn’t simply reflect what marketing wants to publish. It should reflect what the business needs to be known for, what buyers need to understand and where LinkedIn can genuinely support growth.
Have the conversations first. Build the strategy second. 😀
Cheers!
Michelle J Raymond
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