Unlike politicians who push a pre-set agenda, Trump engages business leaders by asking what their biggest problems are and what he can do to help. This listening-first approach, followed by direct action, builds powerful alliances and is a key feature of his political style.
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A new CEO’s first few months are best spent gathering unfiltered information directly from employees and customers across the business. Avoid the trap of sitting in an office listening to prepared presentations. Instead, actively listen in the field, then act decisively based on those firsthand insights.
The most crucial communication advice is to 'connect, then lead.' Before guiding an audience to a new understanding or action, you must first establish a connection by tapping into what they care about and making your message relatable. Connection is a prerequisite for leadership and influence, not an optional extra.
When presenting a strategy to leaders who like to 'leave their mark,' proactively design a space for their contribution. Instead of a sealed plan, explicitly ask for their opinion on a specific area. This satisfies their need to add value and makes them a co-owner of the strategy, increasing adoption.
Genuine rapport isn't built on small talk; it's built by recognizing and addressing the other person's immediate emotional state. To connect, you must first help them with what's on their mind before introducing your own agenda.
Trump's seemingly chaotic approach is best understood as a CEO's leadership style. He tells his staff what to do rather than asking for opinions, uses disruption as a negotiation tactic, and prioritizes long-term outcomes over short-term public opinion or procedural harmony.
The most effective salespeople are not those with the 'gift of gab,' but those who master listening. Influence is created by asking questions that get prospects to reveal their problems, then using that information to create a value bridge to your solution.
To build alliances with C-suite peers like the CFO, a new executive should act as a 'servant leader.' Instead of asserting authority, frame your function's role as being in service of their agenda. Asking "how can we make your life easier?" builds trust and collaboration from day one.
Don't be afraid to surface problems to executives, as their job is almost entirely focused on what's not working. Withholding a problem is unhelpful; clarifying and framing it is incredibly valuable. Your champion isn't offending their boss by raising an issue, they're demonstrating strategic awareness.
When meeting with senior leaders, shift the focus from your status updates to their priorities. Ask what's top of mind for them, what challenges they face, and how you can help. This reframes you from a direct report into a strategic ally, building trust and social capital.
When meeting an influential person with opposing views, effectiveness trumps the need to be 'right.' The best strategy is to suppress personal indignation and identify a shared interest. Propose a policy or idea within that common ground that they might be receptive to and champion as their own.
