Finding your LinkedIn point of view
A practical way to find the beliefs that make your LinkedIn posts sound like your work, not a borrowed template.
Most coaches try to find their LinkedIn voice by collecting better hooks.
That starts too late. A hook can sharpen a belief, but it cannot give you one.
Your point of view comes first. It is the small set of beliefs about your work, your clients, and the mistakes people make before they reach you that you are willing to defend in public.
Not a niche statement. Not a polished promise. A few beliefs that determine what you write and what you leave alone.
That last part matters.
If your point of view does not help you reject topics, formats, or easy audience promises, it is too vague to make posting easier.
Start with language from the work
You probably already have the raw material.
Look at the phrases clients repeat. The misconception they brought into the first call. The objection they raised before buying. The sentence they use once the work starts making sense.
Suppose a leadership coach has written five posts about communication. All five are useful. None are recognizable.
Then a pattern from client calls gives the coach a sharper sentence:
Most communication problems on leadership teams are not clarity problems. They are consequence problems.
Now there is something to write from.
The coach can explain why another communication framework will not help when nobody believes a candid conversation is safe. They can show what leaders misdiagnose. They can describe the first question they ask when a team says it needs clearer expectations.
One belief creates several posts because it comes from the work, not from a content prompt.
This does not mean every observation from a client call is true for everyone. It means the coach has a specific pattern worth examining with the people most likely to recognize it.
Name a disagreement, not a controversy
A point of view needs some friction.
That does not require picking fights with strangers. Manufactured controversy attracts attention to the argument. A useful disagreement directs attention to the client problem.
The test is simple: does the belief help the right person feel accurately seen?
"Communication matters" does not. Nobody disagrees, and nobody learns anything.
"The problem is not clarity; it is the consequence of candour" gives the reader something to test against their own team. Some will disagree. The right client may finally have language for what has been bothering them.
That is enough.
Let the belief cut something
A point of view is also a no-list.
If you believe most leadership communication problems are about consequences, you do not need to comment on every presentation trend. You can skip the popular prompt about five phrases confident leaders use. You can stop writing broad posts about "better communication."
You are giving up range. In return, the people with the problem you understand get a clearer reason to remember you.
This is the tradeoff coaches often resist. Narrowing the field can feel like wasting possible content. Usually it removes the content you never had much to say about.
Try this with one pattern from your own client work:
- Most people think...
- But with my clients...
- So I do not write about...
Do not treat those sentences as a post template. Treat them as an editorial test.
If the second line could belong to any coach, go back to the words your clients use. If the third line cuts nothing, the belief is not finished.
Find one sentence you would defend in a client conversation. Then let it decide what you will not post tomorrow.