Category Archives: Social Media


January 16, 2014 | memrich | Tagged , , ,

Using Social Media to Drive Financial PR in 2014

Admin’s Note: MWW chief social strategist Mitzi Emrich was recently quoted in The Holmes Report’s annual trend forecast for the financial PR sector. In addition to her thoughts in the story, Mitzi has outlined four trends below on what financial PR should be aware of in the social space in 2014.

  • Content means more than marketing: From videos on Vine to photos on Instagram, consumer marketers now regularly leverage multimedia as an indispensable component of communicating with targeted audiences. With videos increasing the visibility of a press release by more than four times, and with tweets that contain images generating 200 percent more engagement than text-only tweets, content can no longer be the domain of marketing alone; for IROs and other functions responsible for reporting on the performance of a company, creating multimedia assets is a requirement. By transforming said talking points about financial performance into compelling content, such as infographics to highlight key details from quarterly earnings or brief videos of executives explaining their vision of success, financial communicators can steal a page from the marketing handbook and ensure that important market information is easy to understand and amplify.
  • A move to (safe) mobile: The use of mobile devices—such as smartphones and tablets—is now becoming commonplace, forcing financial institutions to make rapid adjustments in the way they do business. Consumers are increasingly comfortable processing financial transactions online, with a recent study by the Credit Union National Association finding mobile payments are projected to grow to over $200 billion by 2015. In 2014, having a website isn’t sufficient for financial institutions; banks will need to fully support mobile payments and online transactions. But with new technology comes new threats – data breaches and the release of customer data regularly make news. As mobile transactions grow into just another way of doing business, banks will need to convince their customers that they offer a safe and secure mobile banking experience.
  • The democratization of financial performance: Reporting on the prospect of a tech startup’s IPO or details on the long-term investment value of a retail brand has always been worthy of analysis in Barron’s, but now it’s also just as likely to attract interest from Buzzfeed. Stories that were once expected to be featured in a just a few outlets dedicated to covering the Street are now potential fodder for a new breed of journalists and their readers, requiring a shift in how companies engage media reporting on their financial performance. Providing first-hand access to internal experts, sharing unique insights beyond approved statements in a press release, and participating in social media conversation with bloggers on Twitter are critical to creating new touch points with the online influencers who are increasingly playing an important role in shaping perceptions about a company’s performance.
  • Building capital via big data: When Carl Icahn tweets about Apple or Rocco Pendola of tweets about Sears, markets move — but who is responsible for monitoring the impact of these comments? PR agencies have long focused social media monitoring on consumer sentiment, with many firms building complex products that do little more than track complaints or mentions of products. As analysts, activist shareholders and institutional investors turn to channels to share their perspectives on corporate performance and mining social data should focus on more than just chatter; financial communicators and their agency partners must invest in building social media tools that predict how investor commentary, media coverage and consumer opinion are likely to converge and impact corporate valuation.

August 20, 2013 | cwinters | Tagged , , , , ,

CEOs Getting Social, Albeit Slowly.

The power and influence of social media is undeniable.

It has risen to be the No. 1 activity on the Internet (I’ll let you figure out what it overtook…). There are now over 1 billion users on Facebook. If it were a country, it would be the world’s third largest. Every second, two new members join the LinkedIn club. And the fastest growing social network in 2013…Twitter, with the fastest growing age demographic of 55-64 year olds, registering an increase in active users of 79 percent.

So considering that, in today’s social-dominated world, CEOs of top corporations must be tapping in to these networks to uncover invaluable insights regarding their customers, competitors, and well just about every one else, right?

Well, no, not really it seems.

According to a new report released by Domo and, 68 percent of Fortune 500 CEOs have absolutely no presence on any major social network.

When compared to last year, things look slightly better on the surface. A whopping ten new CEOs – a 56 percent increase from 2012 – joined the Twittersphere in 2013, most notably Warren Buffet from Berkshire Hathaway (who hasn’t tweeted since his first day on the site and still amassed over half-a-million followers). Presence on LinkedIn, the most popular channel for CEOs, also grew slightly, with a modest 9 percent increase since last year.

But look a little deeper, and things go from bad to worse. Of the 28 CEOs on Twitter, only 19 of them are “active”…that’s less than 4 percent of all Fortune 500 CEOs.

Why more CEOs aren’t rushing to “get social” remains a mystery. But considering the proven benefits, CEOs may want to at least start by wading in the pool.

August 19, 2013 | cwinters | Tagged , , ,

Reputation Management Now Starts Early For Young Teens On LinkedIn

LinkedIn recently announced it will dissolve the age 18 minimum requirement for membership starting on Sept. 12th. This will effectively lower the age requirement to 14 for teens in the U.S., Canada, Spain and Germany. The change represents an inspired move by LinkedIn to scale their relevance earlier in the lives of its consumers, and most of the reporting has focused on this aspect by detailing new teen-centric features, and potential new revenue streams.

However, the biggest takeaway that is being missed is how the early access to a professional platform like LinkedIn may change the social networking patterns in young teens.

The access to a more professional social graph via LinkedIn may drive teens to earlier online reputation building with the aim to make themselves more presentable to universities and companies. Teens connecting with universities, companies and their peers around career and education oriented topics may sense an increased immediacy of their professional goals and future.

With this new lens, can we expect teens to change how they communicate on more colloquial platforms like Facebook and Twitter?


June 28, 2013 | rtauberman | Tagged , , , ,

Twit on Twitter

As Paula Deen remains at the center of a media/social media frenzy, digging herself a bigger hole each time she tries to explain her racist remarks (and driving more of her corporate partners to jettison her while at the same time spurring sales of her cookbooks) another icon of Southern cooking stepped back into the spotlight with his own ignoble commentary. Dan Cathy, head of Chick-fil-A and already infamous for his previous gay bashing, took to Twitter after the Supreme Court’s DOMA and California Prop 8 ruling this week to put his own personal spin on the decision.

His tweet – “Sad day for our nation; founding fathers would be ashamed of our gen. to abandon wisdom of the ages re: cornerstone of strong societies” – quickly made the rounds in media/social media outlets and was then quickly removed, most likely at the behest of Chick-fil-A’s beleaguered marketing or communications folks. Company spokespeople responded to inquiries by stating that the views of Mr. Cathy were his own and Chick-fil-A was “focused on providing great-tasting food and genuine hospitality to everyone.” Not bad, but the damage had already been done. Ironically, Mr. Cathy’s subsequent tweets announced that he was in New York City, scouting locations for potential restaurant locations. One can only wonder how his most recent remarks will impact approvals for new Chick-fil-A sites, knowing that cities such as San Francisco and Boston have banned the Company for Mr. Cathy’s previous diatribes against gay marriage.

From a communications perspective, Mr. Cathy’s Twitter exploits again raises the issue of the use of social media by corporations and their executives, a topic we have discussed in a number of previous posts. The fact is that from the C-Suite to the restaurant counter or shop floor, employees of a company are not separate from the brand when it comes to social media. That is why it is critical that all organizations have a social media policy that is not only disseminated to all employees but explained and understood.

Now I do not know if Chick-fil-A has a social media policy, what it says and if folks are trained on it, but allowing an executive, as controversial as Mr. Cathy and with a prior record of comments that are impolitic at best or just plain hateful to use Twitter was (First Amendment and free speech aside) an accident waiting to happen. That Chick-fil-A’s communications/marketing teams, much less general counsel or Board, approved or allowed Mr. Cathy to use Twitter is just plain stunning and could even be considered communications malpractice.

Our job as PR professionals is to build, promote and protect brands and social media is a significant tool in doing our work. But we must also look at how we use social media and who uses it because in a hyper-connected world you can be just a tweet, You Tube clip or Facebook post away from a crisis and reputational hit. While Mr. Cathy’s tweet tale did provide a few moments’ diversion from the appalling Paula Deen saga, it also offers a lesson on social media for companies, executives and communicators.

January 22, 2013 | cwinters | Tagged , , ,

When it comes to employees and social media, the ruling is new, but the rules remain the same

You’ve developed a social media policy with an eye toward protecting your brand and your company’s reputation. You’ve trained your employees on proper use of social media. Perhaps you’ve even guided them about the permanence of social media, and that today’s rant will live on in perpetuity – to be seen by customers, colleagues, supervisors, even future employees. You thought it was safe to go into the water (cue scary music)…until it isn’t. A recent ruling from the National Labor Relations Board (NLRB) protecting employee social conversation is likely to cause a whole new set of issues and concerns for leaders grappling with how to productively leverage and manage social media, and their employees’ use of it.

Before you panic and block employee access to Facebook on the job, let’s be clear about what this ruling really means. Yes, the definition of protected activity has been expanded, but that simply means that employee conversations on social media have the same protections as they do around the water cooler. This includes conversations designed to organize employees seeking representation. And while some level of venting and complaining is human nature, the best protection against employee negativity is a positive, productive workplace and culture.

If you don’t have a social media policy today (and nearly half of companies still don’t have any policy), the good news is you are not in violation of these recent rulings. But it shows clearly that now more than ever you need one. In the absence of guidance, well-meaning employees and supervisors may say or do something to damage your reputation, or their own. And if you already have a social media policy, it needs to be updated. I’ve consulted with a few friends in the legal world, and it seems one of the biggest issues with first generation social media policies is their lack of specificity. Blanket statements about not saying anything negative about anyone or anything just don’t fly. It is probably illegal to have consequences (real or implied) for doing so. But that doesn’t mean there is no way to protect your brand and your Company’s reputation.

A good social media policy protects your employees, and their right to free speech, as well as your brand. Here’s my take on how to create a policy and an environment that is social media-safe, for everyone:

  1. Focus on what your employees should do…not a bunch of rules about what they shouldn’t do. Dell is a good example of this, encouraging employees to use social media the right way. Creating a culture of surveillance and hand slapping is counter-productive to the goal of using social media at all. (That isn’t to say you shouldn’t monitor – in fact, being aware of social conversation might be your best real time focus group about employee sentiment that you can get.)
  2. Make it a conversation. The idea that a policy to govern conversation is covered in the annual signing of the employee handbook is as ludicrous as believing you’ll meet your New Year’s Resolution goal by going to the gym on January 1. Social media policy requires use of good judgment, and ongoing conversation. In light of recent rulings, it is especially important to be sure your employees understand your policy, and that your supervisors and middle managers know how to talk about it.
  3. The medium matters as much as the message. Just like any communications, a well understood and adopted social media policy needs to be conveyed in a way that is engaging, simple and relevant. Check out this video SMP from the Australian Department of Justice for a great example. If a government agency can do it, so can you.
  4. Walk the talk/lead by example. If your leadership team isn’t socially active, they need to be. Employees follow what you do more than they will listen to what you say. Social media is all about transparency and authenticity, and that begins at the top. We’ve talked about the value of a socially active CEO at length on this blog – and the evidence is mounting. Just do it.

Social media policies, like crisis plans, are living, breathing things – not a document you dust off once a year. And keeping it relevant is an ongoing assignment. What have you done to educate your employees about social media use, and what has worked for you? Please share your ideas and advice with us here.

October 23, 2012 | rtauberman | Tagged , ,

Disney Finds the Internet Not So Mickey Mouse

Yesterday’s New York Times has an excellent article on the travails of the usually sure-footed Disney company in the Internet and mobile space. Reporter Brooks Barnes details the entertainment behemoth’s missteps as it tries to find some traction for’s third redo in the last five years.

The article shows that even a company known for innovation and driving consumer trends like Disney, is having difficulty competing in the hyperbolic and constantly evolving digital world. As Barnes aptly puts it, Disney is an aircraft carrier trying to compete in an ocean full of speedboats. So if Disney, a company overstocked with creative talent and with a bevy of Silicon Valley highfliers serving as board members and advisors is having difficulty, what does that mean for mere mortal companies and their executives? This is particularly critical at a time when brand equity and reputation are tied ever closer to your digital strategy and online attributes. And it is only going to get more so.

The first lesson is you can no longer play by the old rules or procedures. Flexibility and speed trumps bureaucracies and approval process layers. Companies that take months or more to launch/update are being lapped by more nimble competitors that are already on digital/social media 3.0 by the time they are introducing digital/social media 1.5. Technology and customer needs/tastes are often changing too quickly, so a company must keep up or risk impacting everything from sales, to recruitment to share price. Smart is still paramount but it has to be done at warp speed and thinking two steps beyond not only matters but is a differentiator.

It is also important that companies focus on distinct audiences rather than a one-size-fits-all digital strategy. As the NYT article points out, Disney’s issues also stemmed from trying to cater to the divergent interests of Disney Channel watchers, theme park attendees, movie goers and gamers seemingly with one approach to online content.

Lastly, it is critical to keep your eyes and ears open in the breakneck digital world. This goes beyond just active listening and keeping abreast of your key constituencies on social media. It means actively investigating and searching for what is new and what is hot across the digital spectrum in your industry and others. This may mean you need to pivot quickly to a new approach, a new focus or a new technology but that is the reality that Disney found out and the lesson that any company should heed.

October 18, 2012 | darnold | Tagged , , , ,

“TweetThink” and What it means for Brands

We’ve all heard the conventional wisdom before: In this digital age of infinite access to a variety of online opinions, social media tools like Twitter are reshaping journalism for the better by wresting control of the narrative from the hands of a few media elite, and placing it firmly in the hands of everyday citizens. As a result, now more than ever, professional journalists need to carve out their own unique niche, approach stories from a different angle, or be the first to break news – or risk getting lost in the digital ether.

At least this is what we keep hearing ad nauseum from media critics. But is it true?

A closer look at how journalists use Twitter during the presidential campaign – and the debates in particular – shows just the opposite: rather than leading to more diverse coverage, social media is fostering a level of groupthink – or rather, Tweetthink – among our nation’s top political analysts.

There’s no doubt that Twitter is the tool of choice for any self-respecting journalist looking to share information or follow the latest stories – especially those covering the hyper-competitive beat of electoral politics. Nearly every reporter covering this election has an active Twitter account – and they use them, particularly during high-profile events like debates or conventions. After Tuesday’s debate, Twitter reported more than 7.2 million tweets, just three million shy of the first presidential debate – the most-tweeted U.S. political event in history. A great deal of that conversation was from reporters tweeting to other reporters, begging the question: were they even watching?

Even if they were, they couldn’t possibly have had the opportunity to develop their own thoughts on the proceedings in between re-tweets and banter with their reporter colleagues. For those watching from the outside, it was a cycle to set your watch to: one journalist tweets an insightful or witty observation and everyone else re-tweets it until it becomes conventional wisdom.

Thanks to Twitter and a ravenous political press corps looking for something – anything – to latch on to, within five minutes of the start of the debate, it was decided: Obama was “combative.” An off-hand comment by Romney about “binders full of women” – something the average American watching at home probably didn’t even notice – became a hashtag-sensation and the latest Internet meme. Romney’s failed attempt to criticize the President’s response to a terrorist attack in Benghazi became a gaffe of epic proportions and according to Twitter, a “game changer.”

Washington Post columnist Dana Milbank put it best after the first presidential debate when he said to Howard Kurtz on CNN (live on television, I should add), referring to the media consensus that Obama had under-performed in the first debate:

“This idea gelled early on [Twitter] that Mitt Romney was having a big night, Obama was having a lousy night, which was generally true, but it accentuated it, and basically there was a groupthink going on there that was – that was that this is a really big bad thing for Obama, and I think that we probably did our readers and viewers a disservice.”

As Computer World said, Twitter has become “the new spin room.” Buzzfeed reported both campaigns have given up on the traditional post-debate spin room in favor of a so-called “pre-wash” prior to the debate – they know that by the time the debate is half-over, the story is already written.

And while this phenomenon is most pronounced during the presidential campaign, it’s happening across all beats, all the time. Reporters talking during sports games, reporters speculating on the iPhone before its even officially unveiled (and declaring in unison that Apple Maps is obviously the worst decision the company has ever made).

This makes it all the more critical that brands and companies have a strategy that takes this new conversation cycle into consideration – that means monitoring and responding as the conversation unfolds in real time, parallel to whatever messages your brand is broadcasting.

If you wait until your presentation, speech, or event is over… you’re going to be about 1 million tweets too late.


August 21, 2012 | admin | Tagged ,

Tales from the Twitterverse: Why I Went Social

Guest post by Frank Sorrentino III, Chairman and CEO of NJCB Bank

NJCB’s customer oriented approach to banking lends itself to engaging on social media. We want to know our customers better than anyone else. So, we must be listening to them regardless of whether they visit a branch or not – and figure out a way to communicate our point of view, and possible solutions, in a way that will resonate.

To get started, we created Banking on Main Street, a blog that houses my commentary on a myriad of economic issues and breaks them down to what matters most to small business owners and consumers. It has provided us with a new way to engage in a meaningful, and regular, dialogue with our customers. In addition, we created a Facebook page to share event photos, updates to our product portfolio, and media coverage. On Twitter, I personally share news articles and prescriptive commentary to nearly 800 followers.

Today, Banking on Main Street is endorsed by Forbes, where I now regularly contribute. Often, I engage in a healthy discussion with my readers.

I believe more business leaders should embrace social media. Here are a few tips on how to go social that I’ve learned along the way:

Be a Voice – and a Resource – for the Community: No matter how global your business, you still exist within a community, whether you define that community by geographical or other boundaries. Whatever community you identify, engage with it…offer sound advice and insights that are relevant to their needs and interests, and represent those interests in the larger discussions around issues of importance. I’ve had some NJCB customers admit that they no longer read individual newspapers anymore – instead, they follow me on Twitter.

Build Industry Recognition: The banking industry is comprised of institutions of various sizes, structures, and growth rates. Often times, the media focus in on the money center institutions, and community banks go unnoticed. By pushing content out on social media, I am providing “proof” to reporters, to customers, and even to regulators and industry peers, that NJCB is truly engaged in offering a point of view on key economic issues. This visibility has even led to speaking engagements…my recent speaking role at the Federal Reserve of Chicago’s Bank Structure and Competition Conference was determined by not only on what I say in interviews, but what I write and share online.

Satisfy Stakeholder Needs for Transparency: The days of hiding behind executive privilege are over; CEOs need to be on the front line, and social media is how to do it. In fact, new studies are finding that regular, meaningful CEO social media engagement directly increases stakeholder trust. Social media has created an environment where people have access to an enormous mass of information in real time. The result is a better-informed consumer base that expects even more information in order to sustain trust.

Gauge Your Relevance: In a recent Forbes blog post, Where Banking Meets Tech: Why Businesses Must Adapt, or Else, I discussed why it is essential for a company to remain “relevant.” In short, it can make or break a business. At NJCB, our focus on staying relevant to our evolving base of customers is integral in every decision we make, regarding how we can better engage, understand, and know our customers…even in a heavily regulated industry. Social media gives us the platform to stay fresh, ahead of our competitors, and extend the brand-customer experience beyond just banking transactions and into consumers’ daily lives.

August 10, 2012 | cwinters | Tagged , , ,

Top 3 Social CEOs – Who Made the List, and What They Can Teach Us

A few weeks ago, I wrote about the lack of social engagement among CEOs, and the impact of this trend upon overall leadership and company positioning. However, social media isn’t totally lost within the C-suite. There are some CEOs who not only demonstrate their use of social media for effective thought leadership, but also demonstrate social media best practices in general.

Let’s lay some groundwork here. In my opinion, a socially effective C-suite is indicated by:

  • Engaging, trust-building stakeholder dialogue (versus push monologue)
  • Relevance to audiences, with quality content that adds value – indicated by an engaged response – rather than noise
  • Frequency and consistency

In no special order, below are my top picks.

1. The Transparent Engager – Sir Richard Branson, CEO, Virgin Group

Branson gives the appearance of self-managing his active social engagement, tweeting and blogging personal musings as well as thought leadership. Across platforms (including Facebook and Google+), he gives stakeholders a “peek behind the curtain” of his business empire, discussing R & D and business decisions. He’s blogged about the possibility of buying back Virgin Records, and directly invites followers to ask him questions on Twitter.

By being a (mostly) open book about business decisions, even if the proverbial sausage is still in the process of being made, Branson achieves transparency and trust. However, keeping a consistent, personal voice is what allows Branson to stay relevant. By default, his company gains trust and relevance from these humanizing stakeholder connections.

2. The Targeted Publisher – Michael Dell, CEO, Dell

Contrasting with Branson, Dell uses social – including Twitter and Google+ – to provide stakeholders with company news, rather than personal opinions, and positions himself as an authority on the tech industry in general. His engagement is a great example of fishing where your fish are. In the case of Dell’s “tech-y” community in which he aims to thrive, Google+ is an effective platform – even if it isn’t the most relevant place for other audiences.

3. The (Local) Dark Horse – John Pepper, CEO, Boloco

Although he is not yet a Fortune 500 CEO, Pepper – Founder and CEO of New England and D.C.-based burrito restaurant chain, Boloco – is exemplary in intertwining his own social presence with that of the brand. Although he uses @BolocoCEO as his Twitter handle, he also engages with those who tweet @boloco, personally thanking them for brand advocacy or constructive criticism.

Pepper also demonstrates a clear understanding that identifying with existing local communities (for example, posting videos on Google+ of Patriots game outings with his Massachusetts-based family) can help a smaller business stay relevant. Time will tell how big Boloco will get. But by making social media engagement a habit, Pepper gives me the confidence to say that he’ll likely continue to maintain this consistent, personal engagement.

These CEOs each use social media to build trust, and accelerate relevance. We know it can be done. But social media engagement is unfortunately still the exception in the C-suite, rather than the rule. The good news is, because most CEOs have not yet caught up, the opportunity still exists for yours to get social and stand out.

As communications professionals, we often look to compelling case studies to inspire our business strategies and get them right. So, why should our approach be any different when it comes to advising our leaders on their own communications strategies? Feel free to share other examples here, as more evidence of success.

July 23, 2012 | cwinters | Tagged , , , , ,

A Beginner’s Guide to Socializing Your CEO in Three Easy Steps

Every day, new studies arise that make the case for why your CEO needs to get social – and the benefits to employees, shareholders, customers and influencers alike. Social Media is a real-time focus group, you can “tune in” to hear what any of your constituencies are thinking, and more importantly, to see what they are doing – sharing, liking or otherwise endorsing.

From a CEO’s perspective, social media offers the kind of insight that typically requires an appearance on Undercover Boss to obtain. The relative anonymity of social media – which some suggest may be the very thing that is making the C-Suite socially shy – provides an opportunity for the kind of candid, authentic discussion a CEO may be hard pressed to find in a corner office.

If you are reading this post, odds are you are already listening….so where to begin? Facebook (friends can’t be bad!), Twitter (brevity is the soul of wit) or even Quora’s Q&A formats all have their own appeal; but wherever you choose to start, you can follow these three easy steps to getting socially active and engaged.

STEP 1: SHARE CONTENT & FACTS – Transparency and trust start at the top. Social media provides an excellent opportunity for sharing information about corporate developments, in the CEO’s own words and voice. Michael Dell is a CEO who shares corporate news on Twitter. Similarly, Bill Gates shares lots of information about the Gates Foundation, studies, successes and new projects they are funding.

But the real opportunity in sharing is to share about something beyond your company news. Everyone loves to know what is on a CEO’s mind. What are you reading? Watching? Thinking about? And don’t hesitate to share knowledge or news that came from someone else, either. The retweet is your friend here, and it won’t detract from your own personal thought leadership one bit. Just make sure you maintain your own voice in between retweeting, liking, or giving a +1 to someone else’s content on Twitter, Facebook, or Google+, respectively.

STEP 2: SHARE INSIGHTS – We trust people, not companies. Social media provides the opportunity for individuals to feel they know you, and can trust you…as the primary trust ambassador of your Company. Once you’ve accomplished the basics of using social media as a distribution channel for your news of the day, consider sharing deeper insights. How do you move past “who,” “what” and “where” information and provide the “why” as a thought leader? What are your views on your industry? The economy? On Leadership? This is how a CEO of one company can become the voice of an entire industry. And this is how a leader can achieve a feeling of intimacy in a large organization or among a large audience. Frank Sorrentino of North Jersey Community Bank (an MWW client) does this really well.

Mark Cuban, for example, has a Twitter feed that mirrors his interests – from sports, to digital media to entrepreneurism, Cuban has a well-informed opinion and is always happy to share it. Cuban’s distinctive, “in-your-face” manner may not work for all CEOs, but it works for him. As a medium that welcomes such on-the-fly, brief thoughts, Twitter is the perfect place to voice these opinions – and often is the perfect place for your CEO to start his or her social media engagement.

STEP 3: CONNECT & ENGAGE — The final step in becoming a truly social CEO is for the CEO to begin engaging with people he or she follows on Twitter, hosting chats or hangouts on Google+, or otherwise exchanging ideas in real time with stakeholders. These activities may be moderated or un-moderated, screened or unscreened, depending upon the executive’s comfort level and that of legal counsel.

Richard Branson engages and connects on Twitter in his signature freewheeling style, mixing promotional tweets about various Virgin companies with queries to his follower base about environmental issues, management trends and product ideas. He promotes charities, political causes and inspirational or funny quotes with equal fervor.

Which CEOs do you like to follow via social media, and what can we learn from them? Share your thoughts and suggestions for CEOs to add to my list!