In today’s business environment, a leader’s personal brand has become one of the key factors influencing not only a company’s reputation but also team motivation and long-term growth. A leader’s image determines how the company is perceived in the market, what values it represents, and how strong its ability is to attract and retain talent. More and more, a leader must be not only a strategist and decision-maker but also an inspirer and a bearer of the company’s values.
This topic was discussed in an interview with Ivars Šmits, the head of Lindström, where he shared his insights on the importance of a personal brand and its contribution to the company’s development.
How would you describe yourself in three words, and how would you describe what Lindström is?
I would describe myself as open, creative, and inspiring. Openness means honest and transparent communication with both the team and clients; creativity – the ability to look at problems from a fresh and unconventional perspective; and inspiration – a leader’s daily mission to elevate people’s abilities one step higher.
We are a Finnish company with over 170 years of history and strong family traditions. Our core business is based on sustainable textile rental solutions – workwear, mats, towels, and other textile products that we wash, repair, and keep in circulation as long as possible. In essence, we practice circular economy principles every day.
What inspired you to pursue a leadership role? When and how did you realize that you were ready to take on this responsibility?
My understanding of leadership started forming in my teenage years, when I joined the Scouts organization. This experience helped me realize the importance of team leadership – the ability to delegate, listen to different opinions, and unite people around a common goal. A major turning point in my professional life came after almost twenty years in the financial sector when I decided that I wanted to change industries.
In collaboration with a career consultant, we carefully evaluated my strengths — experience in people management, a broad understanding of value chains, and confident public speaking skills. This analysis served as the foundation for a focused transition toward a leadership role in another industry. The move to the textile rental sector didn’t happen overnight — it took approximately 16 months.
How would you define what a “leader’s personal brand” is?
A leader’s personal brand is essentially their reputation – how they are perceived by employees, clients, partners, and society. This brand is built over time through both conscious strategic choices and everyday behavior and attitude.
For me, it was important to define my leadership identity in one concise sentence. I describe myself as an open and creative leader who inspires with confidence and joy. Once I truly accepted and identified with this statement, it became my guiding principle in professional actions – I included it in my public profiles and use it as a compass for my personal brand.
In your opinion, how does a leader’s public image influence the company’s reputation?
The public image of a leader is closely linked to the company’s image. While not identical, a leader’s personality and actions significantly shape how the organization is perceived.
For example, when a new leader joins a company, its public image often changes as well — the communication style, key messages, and the way relationships are built with clients and partners. I am convinced that when a leader is active and consistent in their communication, the company’s brand becomes more dynamic, relatable, and easier for people to connect with.
When did you realize that it is important for a leader to develop their personal brand?
When I started at Lindström, one of my main goals was to strengthen the company’s visibility and sales culture. This approach matched my personality, so I felt no resistance. I have always been eager to share experiences and tell stories – about the company and its core values.
For communication to function as a unified and effective system, a leader’s identity must be clearly defined and aligned with the company’s values.
What was it that prompted you to become more active on social media? Was there a specific moment or experience that showed you – yes, I need to be active on social media?
There was no specific ‘aha’ moment for me to start being active on social media – it happened naturally. I enjoy communicating and inspiring others. The more I saw how this approach helped attract people and build trust, the clearer it became that being active as a leader is essential.
In job interviews, candidates often admit: “I read about you, and that convinced me to participate in the interview.” Such feedback is direct confirmation that the manager’s presence and image are influential and significant.
How do you choose the topics you talk about in your posts? Do you have a “formula” or approach that helps keep your audience interested?
I usually plan to post about once a week, ensuring monthly variety – two posts about work and industry topics, one about colleagues, and one with a personal touch An authentic and natural tone is important to me, avoiding an artificial, “polished” stance. I actively engage in social media conversations – commenting and asking questions.
I have a plan and goals, but life makes adjustments. If something relevant or particularly inspiring happens, I adapt. It is important not only to post, but also to comment on others’ posts – this raises the quality of conversations and visibility.
Does and how does your personal brand help the company Lindström? Have you noticed that an active presence of employees on social media helps attract clients, partners, or employees?
Yes, it definitely benefits the company. First, it strengthens the employer brand – candidates arrive already feeling familiar with who we are. Second, clients trust our sustainability mission more when they see the leader speaking genuinely about it.
Activity in the industry and within organizations strengthens trust — be visible, listen, and share your experience. This not only helps build sustainable collaborations but also enables more effective selling of complex services.
Have you encountered criticism or negative feedback? How have you responded to it?
I have not faced significant negative feedback on social media, though mistakes happen with clients. In such moments, I find it essential to follow basic crisis communication principles: acknowledge the mistake, apologize sincerely, and clearly explain the solution.
It is also crucial to verify information sources, especially in crises. I have even organized internal training to help teams recognize disinformation and protect our reputation.
In your opinion, what are the most common myths or mistakes that leaders make when building their personal brand?
The first significant mistake is artificiality. If everything seems overly polished and posed, people perceive it as inauthentic. The second is the inability to acknowledge mistakes in a crisis. The third is overly “robotic” language, especially when texts are created solely by artificial intelligence.
AI can be a useful assistant, but every text should go through the leader’s filter to maintain personality and authenticity.
What would be your advice to leaders who are afraid of “being too open” publicly?
You do not have to have to reveal everything, but I believe that showing a small personal side – a hobby, a value, or a short story – builds trust. If you only talk about professional matters, it seems like something is being hidden. Humanity is not a weakness – it’s a leader’s advantage.
In my opinion, communication on “hot” topics is especially important: if emotions are running high, it is advisable to wait a few hours, carefully reread the text, and only then publish it.
What advice would you give to a leader who has not been active on social media until now but wants to start engaging?
Start with your goals. What do you want to achieve – building the employer brand, gaining client trust, explaining the value of your service? Align with the company’s communication to avoid contradictions.
Practical steps for beginners:
- Define 2–3 main goals and your target audience.
- Create a monthly content plan – one post per week or every two weeks.
- Prepare thematic content categories, for example, company, people, personal.
- Begin with simple posts – short thoughts and pictures, adding analysis later.
- Engage actively in comments, not just one-way communication.
How do you see the importance of a leader’s personal brand in the future? Do you think its role will be even greater than it is today?
The importance of a leader’s role will not diminish — rather, it will only grow. The development of technology and automation increases people’s need for human leadership. Leaders are becoming opinion leaders not only within the company but also in society.
Covid-19, war, and general uncertainty create a strong need among employees for clarity and a sense of security. It is essential that a leader can openly call things by their name and explain what we are doing and why. This is a leader’s responsibility that cannot be delegated.
