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.

The inability or unwillingness of citizens to differentiate between fake and authentic news is undermining a fundamental assumption of democracy: the informed voter.

We have to improve our ability to deliver tangible results, namely sales, not simply awareness or change of attitude among opinion formers.

Talking points are a core set of messages an executive or politician utilizes in communicating with stakeholders. It's a term of art for having an outline of your remarks.

There is a fear of innovation because people are afraid of job loss.

Israeli ingenuity was never more evident than in the Ayalon bullet factory built during the British occupation of Palestine. It was constructed underneath an urban kibbutz. The workers had a bakery and laundry which provided constant clatter to disguise the work carried on below ground.

The tech company needs to win in the war for talent. This means much greater focus on the employee, not simply as cog in the machine, but vital member of a programming team in a race against time and competitors. Wall Street is up-or-out, dog-eat-dog, survival of the fittest.

My hike up the Snake Path at Masada was mystical. The fog rolled in, enveloping the entire mountain.

The marketing business has been just about promoting things, but we don't believe that anymore. There has to be a societal component, too.

The Dabo people are consumer marketing geniuses. This is exactly why we acquired them.

PR is premised on truth, trust, and transparency.

Even with flexible time off to vote, it's still difficult for our people to juggle work, polls, childcare, and other responsibilities.

I remember feeling proud as I cast my first vote in Chicago in the 1972 presidential election - President Richard Nixon versus Senator George McGovern. Finally, I could participate. There was so much at stake.

Business has to stand up on behalf of its employees, on behalf of immigration, on behalf of its customers, and on behalf of supply chain-cum-globalization.

In the wake of the Great Recession, most business leaders have tended to focus on their enterprise and short-term performance. The time for that narrow focus is over.

We believe in a best-in-class vertical strategy, with PR at the center as its operating ethos of earned at the core, social by design.

Advertising has a problem. They're being squeezed because media buyers and digital firms are doing the creative. They're being squeezed because people aren't viewing their stuff.

We aim to be the primary creative partner, digital channel implementer, and relationship builder with influencers.

Modern, effective leadership means moving beyond the 'grand illusion' to engage the mass population and to align business with societal goals.

I completely disagree with Arthur Brooks of the American Enterprise Institute on the need for dignity in the marketplace instead of the social safety net, but he is a very persuasive character.

I think that the direct conversation is exactly what companies need to earn trust of customers. Admit an error. Fix a problem. Commit to doing better. That is only human.

Be smart about selecting your micro niches for communicating in the blogosphere.

It's urgent that companies tell their own stories on digital platforms.

As trust in institutions erodes, the basic assumptions of fairness, shared values, and equal opportunity traditionally upheld by 'the system' are no longer taken for granted.

We have got to be more comfortable experimenting with different models. So maybe a client just needs execution people or a lot of young people who are great with social media. We don't always have to give them the pyramidal structure of senior VP and account supervisor.

Companies need to be very active in formulating public policy - not as a substitute for government, but as a supplement.