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"After a lot of thought, it's pretty apparent to me what the most valuable overall skill is for future CEOs and world changers—the ability to tell a story. We live in a world where we are sold to hundreds of times a day and have become ridiculously blind to those trying to sell us something. But we're always up for a good story. Storytelling is what made us love the advertisements in magazines that, as children, we would rip out and put on our walls and asleep under with inspired awe. Stories are the most powerful form of inspiration and persuasion in the world."
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"Let's start by gazing in the mirror. The looking glass never lies, and it reflects two things about our beloved country:
We have allowed ourselves to become paralyzed.
And, worse, we are so used to being poorly led that we refuse to lead ourselves.
How did we let this state of affairs happen to us? Well, to begin with, we haven't chosen the right leaders for the right times—and that used to be our talent.
Could these times be any more uncertain? Imagine piloting the ship of state through all the global and domestic cross currents we face today. Leadership in uncertain times must be different than when the path is clear."
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"Think about it: in one short year, the power of collective hearts and minds has toppled dictators, turned out corrupt and dysfunctional governments, brought moral accountability to media and corporate abuses, and given the financial institutions a worldwide wedgie in the form of Occupy Wall Street. There's no denying it—we're knee-deep in an era of radical change that may well transform the way our world works.
I, for one, am thrilled to see the "public interest" back in the conversation. Yes, it's back in a messy, kind of unwieldy, shape-shifting way, but it is back."
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"Just ask someone today this simple question: 'How do you run a company?' Invariably, you'll be met with a blank stare. Because nobody ever asks that question. Because no one expects that there's an answer. Yet it may be the most important question we need to answer if we want to grow our businesses and fix our economy."
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"Pricing is critical, and short-changing your pricing strategy is the fastest way to leave cash on the table—money that will be lost forever and never recovered.
So after that initial spark of innovation and the completion of the design, development and marketing phases that follow, don't screw up the process by treating price as an afterthought. Have you spent as much time and resources on price as you have on your latest social media campaign? (Probably not.) The most successful organizations know that pricing is strategic and that it can affect top-line growth and bottom-line profitability faster and more directly than anything else."
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