Trip Henderson

Poll Reveals Surprising Opinions on Musk and Ramaswamy Recent polls show an intriguing divide on the potential leadership of Musk and Ramaswamy, with nearly equal approval and disapproval ratings. Join our discussion with top reporters as we analyze the implications for American politics. #MuskRamaswamy #USPolitics #PublicOpinion #PoliticalPolls #LeadershipDebate #GovernmentEfficiency #Election2024 #PoliticalAnalysis #TrendingNews #MediaInsights

Dear Agency CEO, I see you. Standing at the end of another unpredictable, bouncy year. I see you because I’ve met 189 of you this year. And while your offerings, markets, and teams may be completely unique, so many of your challenges are the same. I see the part of you that’s fighting on, fueled by passion, grit, and sheer determination. I see the part of you that’s thinking ‘is this actually worth it?’ tempted by the idea of stopping. I see the part of you that believes your agency offering is unique. I see the part of you that’s looking over at an eeeerily similar competitor. I see the part of you that’s unsure what’s next, navigating the unknown with equal parts hope and hesitation. I see the part of you that stands tall, confidently pointing the way forward for your team and your clients. I see the part of you that looks back, longing for the simpler, easier days. I see the part of you that’s being asked for your expert opinion on everything from AI to the latest trends. (And make you wonder how you’ve ended up on a panel chatting about it. 🤪) I see the part of you that’s wondering if you’re keeping up. I see the part of you that feels unstoppable, yet sometimes fragile. I see the part of you that is thriving—and the part that feels like it’s just surviving. Here’s the thing: there will always be parts of you in conflict. I feel it the whole time. That’s the nature of leadership, of running an agency, of being you. But what I know for sure: something remarkable about you got you here. Something about you sparked trust, belief, and momentum in others—enough for them to follow your lead. That spark, that light, is still glowing inside of you. But… To move forward, you have to let go of the things that weigh you down. The doubts. The unnecessary layers. The distractions. What got you here might not be what gets you to the next level. It’s time for addition by subtraction. This month, I’m asking my CEOs: • What are you letting go of as this year comes to a close? • And what are you doubling down on as you prepare for the next? Because clarity comes when we stop carrying the things we don’t need and give attention to the things we do. Subscribe to hear what a bunch of CEOs said to the q’s 👇

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Excellent and fascinating reporting from Mark Follman Mother Jones: 'Chin’s experience illuminates a challenging paradox: While parents can be among those best positioned to notice warning signs, they are also likely to have the biggest blind spots to anomalous and disturbing behavior. Consider what it would really mean to realize one’s own child might be planning lethal harm. “A concerned parent may be looking for the positive, for things that are comforting, and that can cloud the ability to see certain things they may not want to see,” another threat assessment leader familiar with Elliot’s case told me. Take what happened that night at the sushi restaurant. Elliot’s conspicuous change in demeanor and appetite had reassured Chin. But that shift in him was what experts call “unexpected brightening,” an indication of rising danger. Once a perpetrator becomes more resolved and prepared for a suicidal attack, a heightened sense of purpose and calm sets in. Elliot exuded less turmoil because he was finally ready to act. The recently paid-off parking ticket was also not what it seemed. Whereas Chin saw her son taking responsibility, the writings and videos Elliot left behind suggest a different potential motivation: He was keen toward the end to avoid any attention from authorities, lest they possibly discover his plans. Forensic psychologist Stephen White, a top expert in the field who authored a definitive case study on the attack, says Chin’s engagement with threat assessment reflects extraordinary courage and resilience. “It’s the ultimate curse to be the parent of a mass murderer,” he says, with the entire world rendering a judgment of failure and culpability. “It’s confronting an enormity of shame that you’re left with. You either descend into letting that bury you, or you do the bleak work of redefining the meaning of your life. She made it her purpose to try to help, and she has.”' https://lnkd.in/eadXUXdM

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Filed in the 'A tab that has been open for an embarrassingly long time' category were these findings from Boathouse's annual CMO survey. The standout statements to me were: (1) "When evaluating CMO understanding of the P&L and participation in financial goal CEOs views fluctuated from 2023 to 2021: 69 percent of CMOs understand the P&L and the balance sheet, up from 53 percent in 2021. But only half of CMOs participate in financial goal setting, down from 73 percent in 2021." Without knowing more about the survey questions, I find the measurement of a CMO's understanding of P&L in this context....suspect. Marketing is somehow left out of a lot of major discussions for investment planning and goal setting, though tends to be an area where most Founders are raising money specifically. CMOs run their own budgets, strategies, and quality brand building typically, at the behest of the CEO, and unfortunately, less often as a collaboration. If a CMO doesn't understand the P&L, it's typically because of the curious trend that marketing is the first thing to be cut despite the need for more sales to cover other aspects of the business. Equally, we could ask how many CEOs understand marketing...yet create environments where marketing becomes a team sport often with inputs of those who add little value opinion but more often subjective opinion. (2) "CEOs’ perception of CMO loyalty is growing: 8 in 10 CEOs perceive CMOs would “take a bullet for them,” which is up from 3 in 10 in 2021." I find this EXTREMELY fascinatingly telling for corporate culture. Do we need marketing to take a bullet for anyone...? https://lnkd.in/ep9w7zvt None the less, a very interesting read. #digitalmarketing #cmo #fractionalcmo #survey #branding #strategy #culture

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The most critical (and most overlooked) part of any investor relations campaign is to define how you measure success. I wish I had a nickel for every CEO who complained to me that if their quarterly report misses expectations they get hell from their investors and their share price gets pounded. The way to eliminate that situation is to tell your investors how you measure success and why. Revenue and earnings will never be ignored, of course, but consider what would happen IF you told investors that the most important measurement of success for you right now is to increase market share [or whatever you believe]. Explain how that will build the enterprise valuation (which is the priority of investors). Then make the first sentence of your earnings release (and investor call) relate to that specific measurement: e.g., "we had a great quarter by building our market share from # to #. As you know, we want to establish strategic relationships that will help us do xxx and xxxx, and that will translate into making us more valuable." If you make that clear, the first question investors ask will be: "what happened to market share last quarter?" That's a lot differen than: "I was expecting $0.15/share but you reported $0.13; why was the quarter so bad?" I've seen first-hand the benefits of a company re-articulating how they measure success. The pressure goes off the imperative to achieve a certain earnings measured by pennies/share. That will not only show up with the attitude of investors, but employees will know that they need to be focused on building market share and not cutting costs to squeeze another penny into the EPS result. Try it. Or, if you want some more examples or brainstorm ideas for how you can transition your investor story, feel free to contact me for an informal chat (meaning no fee/no strings). There is no fee when it comes to building a relationship where I can help in some way (that's how I measure success personally). Feel free to message me through LinkedIn or 703/408/1880 for text and voice.

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Future-readiness means having a tremendous web of connections. Thrilled to interview Jennifer DaSilva (President of Berlin Cameron and Executive Officer of VML West) on the latest episode of my Future Fit™ podcast! Jen is using the power of creativity and vulnerability to do things in bold new ways. We chatted about how nurturing a culture of connection supports future-readiness, and much more. Here’s just a few of the topics we covered: → The importance of simplifying data for fast insights into future customer needs. → Why integrating play as innovation fosters future-readiness and creates connection. → How Howard Schultz’s vulnerability fostered Starbucks’ resilient culture. → Why Netflix’s openness to unpredictable consumer preferences helped disrupt entertainment. → How prioritization and bold questions drive marketing transformation. I learned so much from my conversation with Jen—and her brilliant insights definitely got me thinking. Link to the episode in the comments. If you enjoyed it, leave a review and let us know what made the biggest impact! How are you fostering connection and vulnerability to get future-ready? #future #innovation #strategy #leadership #newpodcast

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It's hard to get folks who are used to being tactical to act more strategic. It's hard to get folks who are used to being strategic to do the detail-oriented tactical things. I've actually had SEVERAL conversations this week with agency folks that boil down to this, but I think it's more broadly applicable. Context switching is hard to begin with, but if you've tasked someone to be the day-to-day resource and they are intaking requests and putting out fires, asking them "but what does it all mean?" can be an overwhelming question. It's understandable! Their immediate reaction to that is going to be "I don't know I just need to get this thing done." Same idea with business owners and working *on* the business vs. *in* the business, something I am starting to struggle with as we take on more consulting clients. It's hard to answer inquiries, create client deliverables and then try to sit down to look at what the 6 month forecast is (and this is something we help our clients get the space back to do!). For owners, I think it comes down more proactive scheduling and guarding of your time. Is that extra $4k/month worth giving up the last couple of hours you have for strategic/brain work? I guess it really depends on what it could lead to, but make sure you're pricing the opportunity cost correctly, you know? And for those of you managing resources who you feel aren't being strategic enough, what are you willing to remove from their plates to allow for the time it takes to really properly context switch? I think that's something I hadn't really considered in my past life as a manager and something I would definitely consider in the future. 1 hour of tactical time isn't 1 hour of strategic time back, it just doesn't work like that.

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My latest article for ADWEEK is about one of the most interesting brand frontiers I see is companies tackling today: "Moral Static". Moral static isn’t genuine, nuanced moral discourse. It’s the chaotic buzz of blunt moral objection with no real path to discussion or progress. It’s the outrage in TikTok comments and Instagram clapback videos that only scares and confuses people, with no real intention of finding a new moral commons. And it's loudest in the categories with high innovation, where new ideas threaten peoples’ identities, so they cling to one-size-fits-all moral arguments even when there is no logical argument left. Think... - Anything with the female body like Ozempic, OnlyFans and baby formula - OpenAI and reality-shifting tech like AR/ VR and robotics - Oatly and identity-driven foods like protein drinks and vegan foods - Emerging categories like hormone replacement therapy, polyamory, end-of-life care Instead of producing a clear conversation about how we can update our models of what is right and wrong, these categories produce "static". It's a lot for consumers to deal with. Brands in moral static categories have to remember that when their users consider converting, they are considering a moral choice as well - even if, sometimes, the question of morality is fabricated by the culture of the time. Moral static makes people behave differently. It makes us feel conflicted and requires us to be brave in silent ways. It compels us to examine our lives and our values, and it places both the brand and the user at the center of a very difficult question: "What is the right way to live?" That question can only be answered from the horizon of a new world, not the horizon of our old one, and the one thing brands do really well is build new worlds. But there are rules to building a new world. Brands have to be smart about how they support new moral beliefs, how they position themselves against common enemies, and the communities they nurture for their users. Because there's a whole universe of emotional journeying that happens before anyone even clicks a buy button. ....... Read my article (below) to see exactly how brands can navigate moral static and help people progress forward. #branding #brandstrategy #culture

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As one who interacts with CMOs all the time I can tell you this topic is at or near the top of their collective priority list. And while I am skeptical of those who espouse best practices when it comes to generative AI - only because it is so nascent - I felt compelled to share this particular piece from my fellow CMSWire scribe, Tiffany Holland Why? Glad you asked. I felt compelled for the simple fact I agree with everything Tiffany opined on, which she breaks down into four truths, which are below along with my brief commentary. Do yourself a favor and read her piece. ➡️ Truth #1: Inaction With Generative AI in Marketing Is the Greatest Risk Yes, yes and YES. If I could climb the highest mountain I would and bellow this to the masses below. This ain't the time to "sit this one out" whilst the rest of the world, AKA your competition is taking full advantage. ➡️ Truth #2: Generative AI Offers More Value Than Just Operational Efficiency Tiffany deftly writes of the "narrow view" many CMOs and marketers have of Gen AI, which "offers only short-term benefits and overlooks the true power of machine learning." Dating myself big time here but this reminded me of the late 70's campaign professing that orange juice is not just for breakfast anymore. https://lnkd.in/e95uWbex ➡️ Truth #3: Generative AI Solutions Fails in the Traditional Marketing Model "Generative AI won’t deliver its full potential if organizations try to plug it into outdated operating models." Full Stop! Read and re-read that over and over and over and then, for the love of all things Holy, do NOT blame Gen AI if you do not adhere to this sage advice. ➡️ Truth #4: Ethical Governance of Generative AI in Marketing Is Critical I love that Tiffany saved this one for last because it is THE most important truth, by far. Gen AI and AI in general, is very much akin to the wild west right now; no rules of governance other than those self-imposed. Brands MUST self-govern the way they use Gen AI if for no other reason, it is the ethical thing to do. Please share your thoughts on all of this. I love a good conversation and yes, a debate if need be. Jeanniey John Aakansha Srota Manny Shelly Lou Jeff Raja Ted Lee David Alma Dom Rhonda #ai #GenAI #cmo

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You remember space, don't you? (Let's talk about doing the impossible.) To get to space, it took vision, careful assembly, and years of tireless labor. We'd launch moonshots to break the chains of gravity. We were lucky if it worked even once. Success required reaching the necessary escape velocity at exactly the right time and trajectory. To ensure this, we crunched constant numbers until we were sure we could safely drop our towering fuel tanks, to move unshackled through the endless abyss. In space, there's no real resistance. Once absorbed by the cosmos, it's our entry speed and trajectory that sets our course. From there, regular monitoring and occasional burns—short bursts with some steering—are all you need to keep going. Of course, it's never *that* simple. Launch-stage blow-ups are numerous. Mechanical failures, space debris, and UFOs loom as pratfalls. But, handled right, the journey goes forever. How long is forever? Glad you asked. Voyager 1 and Voyager 2 (pictured) are still out there, and still checking in, having fulfilled their missions to explore every planet. 46 years since they launched, the Voyagers are now the first and only human-made objects ever to exit our solar system. There's no telling how far they'll go or how long they'll keep us posted. All we do know is someday they'll send their last transmissions and they're never coming back. Space is staggering in scope and our pursuit of it—a dizzying array of landmark human achievements powered by little engines that could, and many dedicated people who made space their life's work—changed our world and brought other worlds to us. But this post is not really about space. It's about the ambition, courage, and care that goes into creating something lasting, meaningful, joyous, and good. It's about the years of preparation and refinement, the boundless energy and constant communication during launch, the consistent listening and decisive action, and the agility to keep on going—plus time, patience, and a whole lotta luck. It's about how we'll miss what's gone and work like hell to keep it alive—even if it only feels alive to us, even if it should've been dead long ago. It's about what it takes to do hard things, push us to new places, and stick around a whole lot longer than we ever dreamed. One day the things we launch will leave us. The people who launch them with us will, too. The last transmission won't announce itself, we won't know enough to celebrate it before it does, and there's no guarantee it will thank you for all you've done. So, remember to celebrate the milestones and cultivate some grace—time's as short as space is infinite. This post is not about space. This post is about love. Swap out the words. Read it again. . . . #science #space #work #thefinalfrontier #rise2024 🚀✨

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10 Powerful Lessons for Entrepreneurs from Patrick Bet-David. This interview with Noah Kagan is a must-watch. Patrick Bet-David shares his remarkable journey and the lessons learned on his path to building and selling a $300M+ business (PHP Agency, Inc.) Here are the top takeaways every founder should internalize: 1. Embrace challenges and chaos early in life - it will toughen you up as an entrepreneur. Patrick's tumultuous childhood as a refugee fleeing war zones instilled grit and resilience. 2. Specialize, specialize, specialize. Patrick attributes much of his success to having a laser focus. "The more I specialized, the more I won." 3. Read Blue Ocean Strategy. This book transformed Patrick's thinking on creating uncontested market space and was instrumental to his company's growth. 4. Take pride in your work. Money and fame alone aren't enough to sustain you through adversity. You need a deeper sense of purpose. 5. Invest in great relationships. Patrick's connections, like Khabib Nurmagomedov's manager, have opened amazing doors. 6. America is still the land of opportunity for immigrants with big dreams. Bet-David's overwhelming success personifies the American Dream. 7. Strong fathers are essential. Patrick credits his dad for pushing him to be a leader. "You judge a great father based on his grandkids." 8. Once you've made it, give back through politics, church, or nonprofits. "This country is too special for us to just take and not give back." 9. Think long-term. Patrick has a 40-year vision to be a powerful, positive influence through media, consulting, and more.  10. Live your values. As Patrick has become wealthier, his focus has shifted to family, legacy, and fighting for his beliefs. What lessons resonated most with you? Let me know in the comments. https://lnkd.in/g3fRkmuv

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Most businesses eventually suffer from a case of arrested development. That's because they don't have a clearly articulated brand positioning that can guide them in times of growth or crisis. Brand positioning is a deceptively simple three-part question: 1) What do we have... 2) ...that customers want... 3) ...that differentiates us from the competition? It's hard to get all three just right. In this case, George Michael and his roommate are passionate about developing a WOOD BLOCK APP that they believe the world desperately needs. In fact, they can't believe no one else has ever thought of this idea. Like most businesses, they're convinced they have something special. But it's usually parts 2 & 3 where businesses get tripped up or downright delusional. When they do their competitive audit and discover that there are, in fact, three other wood block apps on the market, there's a moment of disbelief. "Asi estamos en la jungla." (Now we're in the jungle.) But like many businesses, they proceed, dismissing the competition as a joke, while identifying several wood block app features they feel are critical: "Where are the mallet options?" "There's no choice of wood weight or grain type." "There's no diameter hole option." Which brings us back to parts 2 & 3 of the positioning question. You may have some key differences from your competitors, but are your innovations something that a large enough population actually wants? To have a successful brand, you have to tap into your customers' unmet needs, and you have to do it in a way that boldly stands out from the competition. But figuring out those needs (both functional and emotional) and then ARTICULATING your brand's unique ability to take care of those needs is the real challenge. So... Do you REALLY know who your customers are? Do you know what they care about MOST? Do you know WHAT you need to say and HOW you're going to say it so that you'll truly stand out from the competition? If you answered "no" to any of these questions, let's talk. Soumya Ramakrishnan - I thought you'd enjoy this. ;) Eric Hochhalter Brian Maschler - you too. #strategy #positioning #insights #funnyfriday

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Beige. Most professional services firms are operating in a sea of beige. Their public-facing identity is blah. Indistinguishable. Mediocre. BORING. Let’s stop talking about how good we are (no one believes it, and they can’t measure it if they aren’t already working with us) and start talking about how different we are. Different is better than good. Different gets you the work, and *then* you can demonstrate how good your firm is.

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Who are the best PR firms that I should be talking to that can Palm get in front of Small Businesses with a focus on California between now and the end of the year? Big emphasis on 1) scrappy 2) relentless 3) well connected 4) passionate about keeping Small Business owners out jail and away from fines? Where are the rockstars like Natonia Samchuck and DeeDee Taft for this category?

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