RICHARD EDELMAN

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.

Trump has moved campaigns into a post-advertising era with a total reversal of spend from paid to earned media.

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.

We must be able to appeal to the CCO and CMO with programs that have purpose at the core, that start movements and solicit views of the core community of brand supporters.

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.

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.

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

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.

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.

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.

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

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.

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.

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.

To be silent is to be complicit.

More and more readers are finding important and interesting content through platforms like Facebook, Twitter, and now Medium rather than traditional publishers.

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.

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

CEOs who boldly lean into fulfilling the dual mandate of earning profits and providing societal benefits will find a receptive public.

The media has to go local and go social.

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.

We do everything from community management to specific marketing promotions.

Most smart companies should make themselves media companies. That means they put out their own information.

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