學(xué)習(xí)特朗普 天天發(fā)推文

Lloyd Blankfein, Goldman Sachs chief executive, tweeted a picture of a construction site earlier this week. “In London. GS still investing in our big new Euro headquarters here. Expecting/hoping to fill it up, but so much outside our control.#Brexit.”

上周早些時(shí)候，高盛(Goldman Sachs)首席執(zhí)行官勞爾德•貝蘭克梵(Lloyd Blankfein)在Twitter上發(fā)布了一張建筑工地的圖片，并寫(xiě)道：“在倫敦。高盛仍在這里投資我行龐大的歐洲新總部。預(yù)期/希望滿(mǎn)員入駐，但有很多事情在我們控制之外。#英國(guó)退歐。”

Nothing odd about the message, you might think; it is well known that Goldman Sachs is building a new London headquarters, while also expanding in continental Europe because of Brexit. Indeed, two weeks ago Mr Blankfein tweeted: “Just left Frankfurt. Great meetings, great weather, really enjoyed it. Good, because I’ll be spending a lot more time there. #Brexit.”

你可能會(huì)想，這些話(huà)沒(méi)什么奇怪的啊;大家都知道，高盛正在建設(shè)新的倫敦總部，同時(shí)由于英國(guó)退歐，也在歐洲大陸擴(kuò)充。的確，兩周前貝蘭克梵發(fā)布推文稱(chēng)：“剛剛離開(kāi)法蘭克福。很棒的會(huì)議，不錯(cuò)的天氣，非常喜歡。太好了，因?yàn)橐院笪視?huì)在那里呆更多時(shí)間。#英國(guó)退歐。”

But what is startling is Mr Blankfein’s embrace of Twitter; so much so, that other executives should take note.

但令人吃驚的是貝蘭克梵接納了Twitter;以至于其他首席執(zhí)行官應(yīng)該留意。

After all, Goldman Sachs use to be paranoid about privacy. And Mr Blankfein was so bruised by his depiction during the financial crisis that he avoided journalists. But since June 1, when the @lloydblankfein account dispatched its first tweet — expressing support for the Paris climate deal — the account has amassed more than 67,000 followers. That is less than some tech CEOs. Google’s Sundar Pichai (who tweeted about hamburger emojis this week) has 1.3m followers. Elon Musk, Tesla CEO, has 14.2m and John Legere, T-Mobile CEO, has 4.7m.

畢竟，過(guò)去高盛對(duì)于隱私有點(diǎn)偏執(zhí)。在全球金融危機(jī)期間，媒體對(duì)貝蘭克梵的描寫(xiě)使他深受傷害，以至于他避開(kāi)記者。但自6月1日貝蘭克梵的Twitter賬號(hào)(@lloydblankfein)發(fā)布第一則推文(表達(dá)對(duì)巴黎氣候變化協(xié)定的支持)以來(lái)，這個(gè)賬號(hào)已聚集超過(guò)6.7萬(wàn)粉絲。這個(gè)數(shù)字低于一些科技公司的首席執(zhí)行官。谷歌(Google)的桑德?tīng)?bull;皮查伊(Sundar Pichai)擁有130萬(wàn)粉絲，他上周發(fā)布了有關(guān)漢堡包表情符號(hào)的推文。特斯拉(Tesla)首席執(zhí)行官埃隆•馬斯克(Elon Musk)的粉絲數(shù)量高達(dá)1420萬(wàn)，而T-Mobile首席執(zhí)行官約翰•萊杰爾(John Legere)擁有470萬(wàn)粉絲。

But no other financial CEO is tweeting from a personal account in this punchy way; @lloydblankfein has even taken oblique, wry swipes at Donald Trump. So what explains this sudden embrace of Twitter? Mr Blankfein says it was a recent decision. “I have always been messaging on things that mattered to us, but we did that before with press releases,” he told me. “I never thought I would tweet — I thought it was too dangerous.”

然而，其他金融集團(tuán)首席執(zhí)行官都沒(méi)有用這種言簡(jiǎn)意賅的方式在個(gè)人賬戶(hù)上發(fā)布推文;貝蘭克梵的賬號(hào)甚至拐彎抹角地諷刺過(guò)唐納德•特朗普(Donald Trump)。那么怎么解釋他對(duì)Twitter的突然接納呢?貝蘭克梵表示，這是最近做出的決定。“我一直在就對(duì)我們重要的事情發(fā)表言論，但我們之前采用的途徑是向媒體發(fā)布新聞稿，”他告訴我，“我以前從沒(méi)想過(guò)我會(huì)在Twitter上發(fā)表言論，我以為那么做過(guò)于危險(xiǎn)。”

But he changed his mind after spending time in Silicon Valley, and observing Mr Trump (who has trolled Goldman Sachs).

但在硅谷呆過(guò)一段時(shí)間并注意到特朗普的做法(他曾在Twitter上找過(guò)高盛的茬)后，他改變了想法。

Mr Blankfein dislikes aspects of the administration. But he admires Mr Trump’s “genius” at communication. “The president has engaged with the public in a leveraged way and disintermediated the press — it’s been powerful,” he says. More specifically, he has absorbed three crucial lessons from Trump. The first is obvious: social media can bypass the press. This is an appealing idea for somebody such as Mr Blankfein, who — like Mr Trump — has felt bruised by journalists.

貝蘭克梵在某些方面不喜歡特朗普政府。但他贊賞特朗普的溝通“天賦”。他表示：“總統(tǒng)以一種借力使力的方式與公眾互動(dòng)，剝奪了媒體的中介角色——這種做法的威力極大。”具體而言，他從特朗普那里學(xué)到了3條重要經(jīng)驗(yàn)。第一條顯而易見(jiàn)：社交媒體可以繞過(guò)媒體。對(duì)于貝蘭克梵和特朗普這些覺(jué)得自己受到記者傷害的人而言，這個(gè)想法很有吸引力。

Second, disintermediation works best with punchy messages. Mr Blankfein is not using Trump-style exclamation marks or abuse. But he understands the power of being memorable. After all, as data from Edelman public relations show, trust in authority figures — and their dull press releases — has collapsed; the only real source of trust today lies in peer-to-peer communications that feel authentic and personal.

第二條經(jīng)驗(yàn)是，簡(jiǎn)短有力的信息能夠最好地取代媒體。貝蘭克梵不使用特朗普式的驚嘆號(hào)或謾罵。但他明白措辭讓人難忘的力量。畢竟，愛(ài)德曼(Edelman)公關(guān)的數(shù)據(jù)顯示，公眾對(duì)權(quán)威人士——及其枯燥的新聞稿——的信任已經(jīng)坍塌;如今唯一能讓公眾信任的就是感覺(jué)真實(shí)和個(gè)人層面的P2P交流。

“If I had 1,000 words it would be bland, but in 140 characters your character comes through and you are forced to commit,” Mr Blankfein observes. “It’s a risky thing, but being forced to commit is good.”

“如果我有1000詞的篇幅，寫(xiě)出來(lái)的內(nèi)容就會(huì)平淡無(wú)奇，但如果只有140個(gè)字符，你的性格會(huì)表露出來(lái)，你被迫一句話(huà)說(shuō)到點(diǎn)子上，”貝蘭克梵指出，“這有風(fēng)險(xiǎn)，但是被迫直截了當(dāng)是一件好事。”

The third lesson from Mr Trump is that it pays to be proactive. One reason he used Twitter so effectively in the 2016 election campaign was that he had already built a massive audience. There is a lesson here for the corporate world, particularly for Wall Street banks that tried to shun the press a decade ago.

他從特朗普身上學(xué)到的第三條經(jīng)驗(yàn)是，積極主動(dòng)是有好處的。特朗普在2016年競(jìng)選期間能夠有效利用Twitter，一個(gè)原因是他已經(jīng)擁有了大量受眾。這給企業(yè)界上了一課，特別是對(duì)那些10年前試圖躲避媒體的華爾街銀行而言。

“The financial crisis showed that more people should know us and who we are,” Mr Blankfein says. “I didn’t recognise the picture that was painted of me in the media then. Now people see I have a personality, that I joke.”

“金融危機(jī)表明，應(yīng)該有更多人認(rèn)識(shí)我們，了解我們是誰(shuí)，”貝蘭克梵表示，“那時(shí)我認(rèn)不出媒體對(duì)我的描繪?，F(xiàn)在人們看到我也有個(gè)性，我也會(huì)說(shuō)笑話(huà)。”

Or to put it another way, what Goldman Sachs is really trying to do on Twitter is get ahead of the curve, to hedge; it wants to build a communications channel before, not after, it really needs it.

或者換個(gè)說(shuō)法，高盛實(shí)際上試圖在Twitter上占得先機(jī)，進(jìn)行對(duì)沖;它希望在真正需要的時(shí)候之前(而不是之后)打造溝通渠道。

Now I dare say that many other CEOs might consider this too high-risk a strategy. Executives such as Rupert Murdoch, chairman of News Corp, or Marc Andreessen, the venture capitalist, have danced with social media before being burnt and pulling back. Maybe that will happen to Mr Blankfein, too.

我敢說(shuō)，其他很多CEO可能認(rèn)為這種策略風(fēng)險(xiǎn)過(guò)高。新聞集團(tuán)(News Corp)董事長(zhǎng)魯珀特•默多克(Rupert Murdoch)或風(fēng)險(xiǎn)投資家馬克•安德烈森(Marc Andreessen)等高管也曾試水社交媒體，但在引火上身后撤退?；蛟S這也可能發(fā)生在貝蘭克梵身上。

Yet I, for one, hope that @lloydblankfein keeps tweeting. And that more publicity-shy CEOs copy him. Yes, it is risky to be punchy, personal and provocative, particularly when talking about presidential policies. But for better or worse, Mr Trump has changed the communications game. In a world where CEOs can be trolled by a president, the defence might lie in taking a leaf from Mr Trump’s book. Or as Mr Blankfein might tweet: “Can’t turn back the clock/new era now. If you cant beat ’em, join ’em — by learning to post. Press releases don’t work. #eatorgeteaten”.

不過(guò)，至少我本人希望@lloydblankfein賬號(hào)可以繼續(xù)發(fā)推文，并且有更多不愿拋頭露面的CEO效仿他。沒(méi)錯(cuò)，發(fā)表簡(jiǎn)短有力、帶有個(gè)人和挑釁色彩的評(píng)論是非常冒險(xiǎn)的行為，特別是在討論總統(tǒng)政策的時(shí)候。在總統(tǒng)可能在網(wǎng)上對(duì)CEO找茬的當(dāng)今世界，防守可能也意味著要學(xué)學(xué)特朗普?；蛘哒缲愄m克梵可能在Twitter上所寫(xiě)的：“現(xiàn)在無(wú)法逆轉(zhuǎn)時(shí)鐘/新時(shí)代。如果你無(wú)法打敗他們，那就加入他們的行列，學(xué)會(huì)發(fā)帖。新聞稿沒(méi)用。#弱肉強(qiáng)食。”