The dominant advertising advantage of Clinton, with spending of 10 to 1 over Trump, reinforced the perception that she was trying to buy, rather than earn, votes.

Institutions are better served by going direct to end users, establishing a channel for direct dialogue and feedback. It is a world of many to one, not one to many.

I take the subway to work. I fly coach back and forth to Chicago.

Edelman maintains a very conservative balance sheet. We do small acquisitions. This helps me sleep well at night.

I went to every sports contest for my kids. I turned off my cell phone at 8 P.M. I did have to travel relentlessly and had some nights at black tie events. But when I was home, I was home.

The separation of audience into tribes preferring to reinforce their own views with media of similar ideological stripe makes true debate impossible.

We have witnessed a stunning reversal of power between mainstream and social media: The ability to go direct to end users of information through social channels radically disrupted the mainstream news agenda.

Companies should take advantage of social media's power to connect, but honor the continued role of media in shaping opinion.

My daughters will succeed me as owners of the firm.

Great women, in partnership with great men, will continue to take us forward.

We have moved beyond the point of trust being simply a key factor in product purchase or selection of employment opportunity; it is now the deciding factor in whether a society can function.

The lack of societal and institutional safeguards provides fertile ground for populist movements fueled by fear.

Technology has allowed the creation of media echo chambers, so that a person can reinforce, rather than debate, viewpoints.

In a world of dispersed authority, the battle for the truth will be won or lost with the employees.

People go to work at Wall Street firms to make a lot of money. They may not love what they are doing, but the punishing hours and travel are incredibly well-compensated. By contrast, the engineers at technology firms do believe that they can change how we all live.

The best tech companies are led by founders with entrepreneurial zeal and strong egos. They consistently deliver what we want and what we need, at prices that decrease over time. The Wall Street firm is a long-standing institution with a more established hierarchy.

The tech industry should make bold commitments to address pressing societal issues.

Money is flowing out of traditional advertising into experiential, social, and sports.

It may be fine for an artist to be indifferent to the reaction of the viewer to a work of art. A vigorous debate on issues is also beneficial. But the dark vision of a world without truth cannot be our future.

We need the media as the foundation of functioning institutions.

Edelman diversified into public affairs in the late '60s with important programs for the Concorde SST, gaining landing rights at JFK Airport in New York, and in the late '70s generating public approval for the building of the very stark Vietnam Veterans War Memorial in Washington, D.C., from a design by the very young architect Maya Lin.

In 1997, my father appointed me CEO but acted as player-coach, keeping busy on long-term clients such as KFC and international travel brands.

My father and I talked every day. He coached me on how to cold-call companies I wanted in our portfolio, how to network at public events, to cultivate senior journalists at important outlets, and how to run a profitable P&L. But, more or less, he allowed me to make my own mistakes.

I want Edelman to remain a family business.

Have very frequent talks with employees because they are your best allies.

The number one way to get trust back is to pay your employees well and get them to speak well about the company.

The media has to go local and go social.

Social lets consumers talk about the products. You may pay your way onto the Facebook feed, but after that, it's conversations by the users. That's not sufficient because it leaves out what is possible for employees to talk, for R&D to talk, or the CEO to talk.

We like being private because when there is a downturn, as in 2001 and 2008, we do not reduce people. Also, we have flat decision-making. It's quick. We don't have to meet quarterly numbers, and it's all about excellence of work for the client.

I love playing tennis. I am an exercise freak.

The world has flipped upside-down. It used to be a pyramid of authority; now it's upside down. The influence actually rests with the mid-level people, who speak peer-to-peer. If they're for you, you win.

When we were doing the launch of Kinect for Xbox, it was very much about getting sort of young blogger-influencer types to try this thing well in advance - a year before launch.

Corporate blogging strategy requires some specialist insight in order to understand tone, the definition of micro-niche leaders, and subjects to cover.

Advertising has always been the 'head boy' of the communications industry, but not anymore. Now the rest - creative, digital, and media - is just as important.

I think PR people are caught in this mindset of 'control of the message.' There's a lot more freedom if you give up control. If you allow people to say things that are genuine and admit mistakes and get on.

I love what I do. I really do. I don't find myself administering. I just like to work on clients.

In many cases, companies use the crisis moments to pivot to do better. We like to be part of that.

I had a job lined up as an assistant brand manager at Playtex, at age 23, all lined up. But my father had an offer to be acquired by DDB in 1978. He said, 'I'd really like you to come into the business for a year.'

We do everything from community management to specific marketing promotions.

We're promoting the concept of public engagement. It's as much about what clients do as how they say it. It's about being in people's lives, taking on relevant, of-the-moment issues.

To be silent is to be complicit.

We win with facts that are well expressed and frequently communicated; we lose with silence and indifference to the broader social context.

There's a lingering notion that elites continue to lead, and the masses will follow. This historic model of influence was predicated on the belief that elites have access to superior information and their interests are interconnected with those of the broader public.

Engagement and integrity are the two most fundamental aspects of building trust; lead from the front by evolving your company strategy, then live your values every day.

Social media has had a corrosive effect on government and trust, and I think it is a real cause for concern.

When I joined the family business, our clients were mostly on the marketing side, from Morris the Nine Lives Cat to KFC's Colonel Sanders.

The trust of the mass population can no longer be taken for granted.

In our family business, the Edelman children must earn their way - there were and will be no promises without performance and leadership. That may lead to some skinned knees, but it is certainly the best way to learn life lessons.

We have continued to advance our global ambition with acquisitions that fill in the global footprint, such as Dabo in Dubai on the marketing side, Smithfield in the U.K. for financial PR, Ergo in Germany for corporate reputation and public affairs, and Position in Colombia to add scale to our Latin America business.

The 'truthiness' of Trump's so-called facts, the questions he posed on President Obama's nationality or jobs destroyed by free trade, has the same effect as dueling scientists on issues such as obesity or climate change.