How on earth did Oprah Winfrey--an unlikely media mogul if there ever was one--get so popular, powerful and rich, all at the same time? Ever since she announced at the end of last week that she was walking away from her legendarily popular syndicated talk show in 2011, the airwaves have been abuzz with discussion about what it means, what impact it will have ... and how she managed to get this successful in the first place.
In yesterday's New York Times, columnist David Carr argued that Oprah Winfrey should be studied in every business school in America--not only for the smart moves she made, but also for the mistakes she didn't make. She didn't go public with her company, so she retained control. She didn't lend her name to other people's products. When she decided to add a magazine to her stable, she created her own, with such a clear sense of branding that she put herself on each and every cover. She didn't use her wealth to invest in fields she knew nothing about. Oprah did extend her brand into new shows, from Dr. Phil to Rachel Ray, but her offshoots all had the same feel and market as the mothership. And she didn't try to cash in on every possible profit opportunity, including the success of the books she turned into overnight bestsellers.
Oprah's branding success, according to Vogue editor Anna Wintour, was due to the fact that she steered her business through "personal choices," like a woman who has an enviably clear and innate sense of what looks good on her. Which is undoubtedly true. But that complicates the matter of how one would teach or replicate Oprah's success in b-school.
Oprah Winfrey, after all, gives a whole new meaning to the "Chicago School" of economics. A meaning that would make Milton Friedman, the father of the adage "the purpose of business is to make as much money as possible for shareholders," turn over in his grave. Oprah never allowed shareholders, of course, which simplified the matter. But, still. In an era where the primacy of the bottom line ruled triumphant, Oprah gave away cars, eschewed commissions on products she made popular, and turned down the short-term money that going public or selling the company could have brought. And made $2.3 billion as a result of it.
Scholars could parse all her decisions for wisdom about brand management, risk, leadership, growth strategies, marketing, and internal R&D investment. They might even find places where her success seemed to illustrate well-known models or schools of thought. Someone is probably working on it right now, as a matter of fact. Which is all well and good, because there's certainly a lot of wisdom that can be gleaned from the story of Oprah's successful climb from a local Chicago talk show host to the CEO of her own production company and network, while becoming a seismic cultural force and, arguably, the most powerful and wealthy woman in America.
The trouble is, Oprah's success isn't just the sum of her strategies. The engine that not only drove those particular strategies, but also made them successful, was a deep sense of identity, authenticity, and purpose that can't be imitated or crafted through method. If Oprah has a deep and guiding understanding of her audience, it's not because she's methodically observed them. It's because she's lived their struggles, hopes, joys and sorrows. And those struggles gave her first a connection, and then a purpose, from which all other decisions organically flowed.
In the world of Silicon Valley, it's said there are two types of entrepreneurs: missionaries, and mercenaries. Mercenaries can make a lot of money if they're smart and have good strategies. But missionary entrepreneurs are the ones who change industries and the world--not only because they continue on no matter how hard the going gets, but because they bring to bear an irresistible combination of passion, authenticity and sense of purpose bigger than mere profit or themselves. Success, for them, is as much about impact as it is about profit. Which is, ironically, how many of them become incredibly profitable.
Clearly, Oprah is a missionary entrepreneur. But how do you teach someone to be a successful missionary? Even Polonius' advice to Laertes, "to thine own self be true" is insufficient. If asked, I suspect Oprah would say that first you have to learn who you are, where you came from, how that affects and informs you, and what matters in the world. You also have to care about something bigger than yourself, and imagine a way in which your particular skills could allow you to make a difference in that area. And whether you seek that path out, or stumble upon it along the way, you have to care about making that difference enough that the vision of it keeps you going through the dark, and can act as a compass to steer your decisions along the way.
Add to that some smarts, savvy, and sharp thinking about content, brand management, marketing, and growth, and you have a legend in the making. But those last bits are the only pieces that can be taught. Honest self-knowledge, authenticity, passion and purpose are harder to acquire. Most often, they emerge from battles fought in the midnights of our solitude, if we manage to scrounge up the courage to face what we find there.
But if you can't teach the intuition that emerges from those internal journeys, you can at least teach its importance. Asking "what would Oprah do?" might not be a bad exercise when contemplating tough or tempting business options. It's not a quantifiable model, of course, and the results can't be proven. But it wouldn't be a bad placeholder while encouraging students to explore enough about themselves and the world to develop a true-steering compass and passionate purpose of their own.
Note: I will be offline for the next week, returning Friday, December 4th. Photo Credit: Flickr User whoohoo120
An etiquette update: Brevity is the highest virtue.
I recently cut the amount of time I spent on email by almost half, and I think a lot of people could do the same.
I’m sure my approach has made some people hate me, because I come off curt. But if everyone thought about email in the same way, what I’m suggesting wouldn’t be rude. Here are the basic guidelines that are working for me and, so, I propose for all of the world to adopt immediately:
Best? Cheers? Thanks?
None of the above. You can write your name if it feels too naked or abrupt not to have something down there. But it shouldn’t, and it wouldn’t if it were the norm.
Don’t waste time considering if “Dear,” or “Hey” or “[name]!” is appropriate. Just get right into it. Write the recipient’s name if you must. But most people already know their names. Like they already know your name.
With the death of Shimon Peres, Israel has lost its chief optimist. And the prime minister remains paralyzed by pessimism.
The Book of Proverbs teaches us that where there is no vision, the people perish. The people of Israel, now bereft of Shimon Peres, will not perish, because survival—or, at least, muddling through—is a Jewish specialty. But the death of Israel’s greatest visionary, a man who understood that it would never be morally or spiritually sufficient for the Jews to build for themselves the perfect ghetto and then wash their hands of the often-merciless world, means that Israel has lost its chief optimist.
Peres was, for so many years, a prophet without honor in his own country, but he was someone who, late in life, came to symbolize Israel’s big-hearted, free-thinking, inventive, and democratic promise. Peres came to this role in part because he had prescience, verbal acuity, a feel for poetry, and a restless curiosity, but also because, gradually but steadily, he became surrounded by small men. One of the distressing realities of Israel today is that, in so many fields—technology, medicine, agriculture, literature, music, cinema—the country is excelling. But to Israeli politics go the mediocrities.
The Republican says he desperately wants to win his home state—but there’s scant evidence he’s actually trying.
NEW YORK—Earlier this month, Donald Trump stood in front of a midtown Manhattan ballroom crowded with supporters and repeated something that, in the context of his race for president, was as shocking as any of his more outlandish policy proposals.
“Just so you understand, we are going to play New York,” Trump said. “We’re not just doing this for fun. We’re going to play New York.”
It was a public commitment to invest the time, energy, and resources necessary to win a state that has not voted for a Republican presidential candidate in 32 years, that hasn’t been competitive on the national level in nearly as long, that has twice elected Hillary Clinton to the Senate with large majorities, and where the most recent poll showed Trump losing by 24 points.
Conservatives have put families and communities at the center of their conception of a better America—but they’re notably absent from the Republican nominee’s account.
Again and again at Monday night’s debate, Hillary Clinton attacked Donald Trump’s record in business. She accused him of caring only about himself. Again and again, he pleaded guilty.
When Clinton quoted Trump as cheering for a housing crisis, Trump responded, “That’s called business.” When Clinton accused Trump of not paying taxes, Trump answered, “That makes me smart.” When Clinton attacked Trump for declaring bankruptcy to avoid paying the people he owed, Trump replied, “I take advantage of the laws of the nation because I’m running a company.” Clinton set out to paint Trump as selfish and unethical. Trump basically conceded the charge.
Commentators are declaring Trump’s answers a tactical mistake. But they’re more than that. They show how unmoored he is from conservatism’s conception of America.
Thicker ink, fewer smudges, and more strained hands: an Object Lesson
Recently, Bic launched acampaign to “save handwriting.” Named “Fight for Your Write,” it includes a pledge to “encourage the act of handwriting” in the pledge-taker’s home and community, and emphasizes putting more of the company’s ballpoints into classrooms.
As a teacher, I couldn’t help but wonder how anyone could think there’s a shortage. I find ballpoint pens all over the place: on classroom floors, behind desks. Dozens of castaways collect in cups on every teacher’s desk. They’re so ubiquitous that the word “ballpoint” is rarely used; they’re just “pens.” But despite its popularity, the ballpoint pen is relatively new in the history of handwriting, and its influence on popular handwriting is more complicated than the Bic campaign would imply.
After Donald Trump became the Republican nominee, he was asked on Fox News about his views on NATO and other American alliances. He gave his familiar “they’re freeloaders” answer:
The fact is we are protecting so many countries that are not paying for the protection. When a country isn’t paying us and these are countries in some cases in most cases that have the ability to pay, and they are not paying because nobody is asking….
We’re protecting all of these countries. They have an agreement to reimburse us and pay us and they are not doing it and if they are not going to do that. We have to seriously rethink at least those countries. It’s very unfair.
A new study looks at rates of lethal violence across a thousand species to better understand the evolutionary origins of humanity’s own inhumanity.
Which mammal is most likely to be murdered by its own kind? It’s certainly not humans—not even close. Nor is it a top predator like the grey wolf or lion, although those at least are #11 and #9 in the league table of murdery mammals. No, according to a study led by José María Gómez from the University of Granada, the top spot goes to… the meerkat. These endearing black-masked creatures might be famous for their cooperative ways, but they kill each other at a rate that makes man’s inhumanity to man look meek. Almost one in five meerkats, mostly youngsters, lose their lives at the paws and jaws of their peers.
Gómez’s study is the first thorough survey of violence in the mammal world, collating data on more than a thousand species. It clearly shows that we humans are not alone in our capacity to kill each other. Our closest relatives, the chimpanzees, have been known to wage brutal war, but even apparently peaceful creatures take each other’s lives. When ranked according to their rates of lethal violence, ground squirrels, wild horses, gazelle, and deer all feature in the top 50. So do long-tailed chinchillas, which kill each other more frequently than tigers and bears do.
Despite prohibitions on American companies doing business in Cuba, the Trump Organization appears to have made a couple forays onto the island.
The candidate of “law and order” sure seems to play fast and loose with the rules when it concerns himself.
Despite longstanding prohibitions on Americans doing business with Cuba, installed as part of the decades-long embargo on that country, the Trump Organization seems to have been quietly, and according to two reports illegally, conducting business on the island for some time.
In July, BusinessWeek’s Jesse Drucker and Stephen Wicary reported on the Trump Organization’s forays into golf-course planning in Cuba. While travel to Cuba has opened up recently, travel is still restricted to a few categories, of which golf is not one. Drucker and Wicary report:
Trump Organization executives and advisers traveled to Havana in late 2012 or early 2013, according to two people familiar with the discussions that took place in Cuba and who spoke on condition of anonymity. Among the company’s more important visitors to Cuba have been Larry Glick, Trump’s executive vice president for strategic development, who oversees golf, and Edward Russo, Trump’s environmental consultant for golf.
It looked likelier than ever at this week’s “Super Bowl of climate law.”
WASHINGTON—There’s a commonplace when writing about climate change, a juxtaposition so familiar it almost deserves a name. It resembles CSPAN, but directed by Michael Bay. First, a speaker points to the prospect of 21st century ecological collapse: sloshing waves, ravenous forest fires, fathers weeping as their crops succumb to a drought.
Then, the camera reveals the rooms where people make climate-change policies today. They are wood-paneled, document-strewn, and full of briefcases. Compared to the Hollywood blockbuster that preceded them, they seem boring. They are boring. But then the punchline: In this room—this bureaucratic, tedious room—the fate of the whole planet is decided.