Name: Susanna Rantanen

Title: Co-founder, CEO

Organisation: Employer Branding Agency Emine Oy

Susanna Rantanen – Modern Employer Branding Expert & Trusted Brand Advisor Susanna Rantanen is a visionary entrepreneur from Finland, shaping the future of employer branding through her innovative Magnetic Employer Branding Method™. As the founder and CEO of Employer Branding Agency Emine, Finland's first employer branding agency, Susanna has dedicated her career to helping businesses craft compelling stories that attract and retain the right talent while aligning with their missions and strategic cultures.

A seasoned leader and trusted advisor, Susanna supports entrepreneurs, founders, and co-founders in transforming their brands into powerful talent magnets. Her upcoming book, Story-Driven Employer Branding: Introducing The Magnetic Employer Branding Method™, shares her groundbreaking methodology and decades of expertise, making it an essential resource for HR, marketing, and business leaders.

Running a family business alongside her husband, Susanna balances her professional achievements with her personal life, including raising their teenage son and caring for Luna, their lively Maltipoo puppy. Known for her empathetic yet bold approach, Susanna is not only an expert in her field but also a role model for modern leadership and entrepreneurship.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

I hope Susanna's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

Building trust begins with authenticity and consistency. For employees, I ensure transparent communication and follow through on commitments. I listen actively, involve them in decision-making processes, and demonstrate that their input is valued. This creates a culture where they feel secure, respected, and motivated.

For customers, trust is about delivering on promises and maintaining open, honest dialogue. I focus on creating meaningful relationships by understanding their needs and exceeding expectations through quality, service, and integrity.

With other stakeholders, trust stems from being a reliable, ethical partner. I prioritize long-term relationships over short-term wins, ensuring shared goals and mutual respect drive our collaboration.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

To me, a VISION is the North Star—a bold, aspirational statement about the future we’re building towards. It’s the “why” that inspires belief and rallying momentum. A MISSION, on the other hand, is our actionable promise—it’s the “how” we make that vision a reality in our day-to-day efforts.

Take my own Magnetic Employer Branding Method™ as an example. Our vision is to redefine how businesses attract and retain talent by focusing on aligning minds with missions. It’s about helping companies move beyond transactional employer branding to create deeper, more sustainable connections with their people.

Our mission is to empower businesses with practical tools and strategies, like storytelling and content-driven campaigns, to achieve that vision. This means designing workshops, producing impactful employer branding content, and coaching leaders to tell stories that make talent the hero of their business narrative.

In the real world, this looks like:

Coaching companies need to articulate their purpose in a way that inspires employees and stakeholders alike. Creating content that amplifies their vision, such as employee stories that show how their daily work drives the company’s bigger mission. Helping leaders embody these principles on LinkedIn, where their posts illustrate how they’re actively shaping the culture to align with the vision.

This alignment of vision and mission ensures we’re not just dreaming big but also delivering measurable, meaningful results every step of the way. It’s the difference between empty slogans and a culture that thrives because everyone knows where they’re going and why it matters.

3. How can a leader empower the people they're leading?

Empowering people starts with trust, giving them the autonomy to make decisions and take ownership of their work. It’s about equipping them with the resources, support, and confidence to succeed, while stepping back to let them shine.

Here’s what this looks like in practice:

Clarity and Alignment: A leader ensures everyone knows the goals and how their role contributes to the bigger picture. When people see the purpose behind their work, they’re naturally more engaged and motivated.

Delegation with Accountability: Empowerment doesn’t mean micromanaging or abandoning them—it’s about setting clear expectations, providing guidance when needed, and trusting them to deliver.

Encouragement and Recognition: Recognising efforts, celebrating wins, and supporting people even when they make mistakes creates an environment where they feel valued and willing to take risks.

Providing Growth Opportunities: Leaders empower by coaching, mentoring, and creating paths for skill development and career advancement. When people grow, the organisation grows with them.

Fostering a Safe Environment: People need to feel they can share ideas, challenge the status quo, and even fail without fear of judgment. Leaders who cultivate psychological safety empower their teams to innovate and thrive.

For example, in employer branding processes and projects, I empower my team by assigning ownership of specific phases, such as storytelling development or stakeholder engagement strategies. They’re encouraged to experiment with innovative approaches, knowing I’m here for support if needed. This trust not only boosts their confidence but also ensures the process benefits from diverse ideas and expertise.

Empowered people are not just employees or team members—they’re partners in driving the mission forward. The more a leader fosters this sense of ownership and purpose, the more unstoppable their team becomes.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

I’ve been incredibly fortunate to have mentors who’ve shaped my leadership journey, both directly and indirectly. Two stand out profoundly: Olli Muurainen, the founder of Management Events, and the late Jack Welch, the legendary business leader and former CEO of GE.

Olli Muurainen was my employer when I worked at Management Events, and he deeply influenced my perspective on leadership and company culture. Olli’s philosophy of weaving company culture into the fabric of talent acquisition and leadership left an indelible mark on me. He demonstrated that a strong, intentional culture isn’t just an HR priority—it’s a competitive edge. This insight became the foundation of my belief that culture is the cornerstone of an organisation’s ability to attract and retain top talent.

On a more global scale, Jack Welch and his work inspired me to connect HR firmly with business management and strategy. His no-nonsense approach to leadership, his emphasis on candour, and his ability to align people with organisational goals gave me a framework for building modern, purpose-driven organisations. But the most surreal moment came when I met Jack and his wife, Suzy Welch, by sheer coincidence.

It happened in an elevator at a hotel in Finland during the Nordic Business Forum, where they were speaking. As fate would have it, we were staying at the same hotel. When the elevator doors opened, I froze—there they were! I was utterly star-struck, to the point where people who know me couldn’t believe how speechless I was. Despite my awe, I managed to strike up a conversation. That brief encounter sparked an unexpected connection—Jack started following me on Twitter (which was such a pinch-me moment), and later, I got to know Suzy better.

Suzy Welch, who is an incredibly inspiring entrepreneur and businesswoman, has since become someone I admire deeply. Her grit, brilliance, and authenticity have had a lasting impact on me, reminding me that leadership is about both strategy and heart.

These moments and relationships continue to influence how I lead today, blending culture, strategy, and the human element into every aspect of my work.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

Leadership isn’t about doing everything—it’s about doing the right things and empowering others to do the rest. Over the course of my entrepreneurship journey, I’ve learned this lesson the hard way. I’ve burned myself out twice by trying to do too much, saying yes to everything, and carrying responsibilities that weren’t mine to carry. Today, I’m very intentional about saying no to anything that doesn’t move me, my team, or our business forward—or that could compromise my mental health.

Here’s how I stay focused now:

Clarity on Priorities: I regularly revisit our vision and mission to ensure every decision aligns with our long-term goals. If something doesn’t directly contribute to our path, it’s a no.

Trust and Delegation: I’ve embraced the power of delegation, ensuring my team has the autonomy to lead projects and processes. This lets me focus on the strategic big picture while empowering my team to thrive.

Boundaries for Mental Health: Protecting my mental well-being is non-negotiable. I structure my time with clear boundaries, including time for rest, reflection, and the occasional “pause to breathe.”

The Art of No: Saying no has become my superpower. Whether it’s a client request that doesn’t align with our mission or a shiny new idea that could derail our focus, I protect my energy for what truly matters.

For example, in employer branding processes, I avoid getting tangled in operational details. My role is to provide strategic guidance, ensure alignment with the bigger picture, and trust my team to execute. This not only protects my focus but also creates space for innovation and growth.

Burnout taught me that leadership isn’t about doing everything—it’s about doing what matters most. By staying focused, I lead with intention, clarity, and care for myself, my team, and the vision we’re working towards.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

As a management and employer brand marketing consultant, planning is essential in my role, especially because client work takes up the majority of my working hours and often demands flexibility. Over the years, I’ve developed a specific system that helps me stay organised, productive, and adaptable to the shifting demands of client projects.

Weekly Planning Each week starts with a review of my priorities. I plan my time down to the minute in my online calendar. I schedule tasks based on when I work best: strategic thinking and complex problem-solving happen in the mornings when I’m most alert, while afternoons are reserved for tasks requiring less cognitive load, like emails or administrative work. Travel time and client meetings are also blocked on my calendar to ensure I have enough buffer for transitions.

Monthly Planning For the month ahead, I assess the broader goals of client projects and ongoing employer branding processes. I align my workload with deadlines, ensuring there’s room for flexibility in case urgent client needs arise. This includes allocating time for preparation, delivery, and follow-ups. Color-coding my calendar helps me keep track of different types of tasks: client work, internal development, and personal time.

Yearly Planning At the start of each year, I map out the overarching goals for my business. These goals cascade into quarterly objectives that influence my monthly and weekly plans. Whether it’s writing my book, focusing on client work, coaching my team, or taking a lunch break, I ensure that everything I commit to aligns with our goals and objectives.

Tracking and Refining Everything I plan is not only recorded in my calendar but also tracked to see how long tasks actually take. This gives me data to refine my planning system over time. I’ve also taught this approach to my team, helping them master time management and adaptability in a role that requires balancing flexibility with structure.

This method keeps me focused and ensures I can deliver exceptional value to clients while maintaining balance and clarity in my workload. For me, planning isn’t just about being productive—it’s about creating the space to perform at my best without burning out.

7. What advice would you give to a young leader who is struggling to delegate effectively?

Delegating effectively is one of the most critical skills for a leader, but it can feel incredibly daunting at first. Many young leaders struggle because they fear losing control, worry the work won’t meet their standards, or feel they’re burdening their team. I’ve been there too, and here’s what I’ve learned:

Start Small: You don’t have to delegate your biggest, most complex tasks right away. Start with smaller, more contained responsibilities that allow you to build trust and confidence in your team’s abilities.

Clarify Expectations: Effective delegation isn’t just about assigning tasks; it’s about setting clear goals, providing the necessary context, and outlining expected outcomes. Ambiguity leads to frustration for both you and your team.

Delegate Outcomes, Not Just Tasks: Shift your mindset from giving someone a to-do list to empowering them to take ownership of the outcome. When people feel they’re trusted with the bigger picture, they’re more engaged and proactive.

Trust the Process: Accept that people will approach tasks differently than you would—and that’s okay. Resist the urge to micromanage. Instead, focus on guiding and supporting them to learn and grow.

Learn From Feedback: Delegation is a skill, and like any skill, it improves with practice. If something doesn’t go as planned, don’t retreat into doing everything yourself. Instead, reflect on what could have been communicated or supported better and apply those lessons next time.

Celebrate and Coach: Recognise and celebrate your team’s efforts, even if the outcome wasn’t perfect. Constructive feedback, delivered in a supportive way, helps build confidence and competence over time.

Here’s an example from my own journey: Early in my career, I tried to do everything myself, convinced that only I could meet the standards I envisioned. But over time, I realised this was holding my team back and exhausting me. One breakthrough moment was when I delegated a key part of an employer branding process to a team member.

Their approach brought fresh ideas I hadn’t considered, and the result exceeded my expectations. That experience reinforced that delegation isn’t about losing control—it’s about empowering others to shine. Remember, delegation isn’t just about offloading work—it’s about building a stronger team and freeing yourself to focus on what only you can do as a leader. Trust your people, and you’ll see both them and yourself grow in ways you never imagined.