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
"When Eurocopter came here, people started walking upright a little bit." Why has this part of Mississippi pulled ahead of some others?
The man you see above is Joe Max Higgins Jr, who is now in his mid-50s. He grew up in Arkansas as the son of a sheriff, and since the mid-2000s he has worked on economic-development programs for the part of Mississippi known as the "Golden Triangle." You'll see more about him and his colleagues here in coming days, and he will be part of a Marketplace radio segment next week. In this first installment I'd like to explain why I'm concentrating on him, and the larger trends he illustrates.
Through most of my life as a writer and as a person, the big issue for me has been "the American question." That is: Is the country making it? How do its realities compare with its ambitions? Where has it set the balance between the creative chaos that is its secret, and just chaos? On the long arc of renewal and dissolution, where does it stand now? Most of my books have directly or indirectly addressed this theme.
Crucial votes in Austria and Italy, the deadly fire in California, Fidel Castro’s final resting place, and more from the United States and around the world.
—Austrians voted in a tight presidential race Sunday, electing Alexander Van der Bellen, an independent candidate backed by the Green Party, over Norbert Hofer, the candidate of the right-wing Freedom Party. More here.
—In Italy, voters participated in a referendum on constitutional reform. Prime Minister Matteo Renzi has vowed to resign if the measure fails. More here.
—California officials say the death toll in a fire in Oakland Friday night could rise. Nine people have been confirmed dead. More here.
—The ashes of former Cuban President Fidel Castro were interred in a private ceremony early Sunday in the Santa Ifigenia cemetery, ending a four-day procession across the country. More here.
—We’re live-blogging the news stories of the day below. All updates are in Eastern Standard Time (GMT -5).
In 12 of 16 past cases in which a rising power has confronted a ruling power, the result has been bloodshed.
When Barack Obama meets this week with Xi Jinping during the Chinese president’s first state visit to America, one item probably won’t be on their agenda: the possibility that the United States and China could find themselves at war in the next decade. In policy circles, this appears as unlikely as it would be unwise.
And yet 100 years on, World War I offers a sobering reminder of man’s capacity for folly. When we say that war is “inconceivable,” is this a statement about what is possible in the world—or only about what our limited minds can conceive? In 1914, few could imagine slaughter on a scale that demanded a new category: world war. When war ended four years later, Europe lay in ruins: the kaiser gone, the Austro-Hungarian Empire dissolved, the Russian tsar overthrown by the Bolsheviks, France bled for a generation, and England shorn of its youth and treasure. A millennium in which Europe had been the political center of the world came to a crashing halt.
A child psychologist argues punishment is a waste of time when trying to eliminate problem behavior. Try this instead.
Say you have a problem child. If it’s a toddler, maybe he smacks his siblings. Or she refuses to put on her shoes as the clock ticks down to your morning meeting at work. If it’s a teenager, maybe he peppers you with obscenities during your all-too-frequent arguments. The answer is to punish them, right?
Not so, says Alan Kazdin, director of the Yale Parenting Center. Punishment might make you feel better, but it won’t change the kid’s behavior. Instead, he advocates for a radical technique in which parents positively reinforce the behavior they do want to see until the negative behavior eventually goes away.
As I was reporting my recent series about child abuse, I came to realize that parents fall roughly into three categories. There’s a small number who seem intuitively to do everything perfectly: Moms and dads with chore charts that actually work and snack-sized bags of organic baby carrots at the ready. There’s an even smaller number who are horrifically abusive to their kids. But the biggest chunk by far are parents in the middle. They’re far from abusive, but they aren’t super-parents, either. They’re busy and stressed, so they’re too lenient one day and too harsh the next. They have outdated or no knowledge of child psychology, and they’re scrambling to figure it all out.
A professor of cognitive science argues that the world is nothing like the one we experience through our senses.
As we go about our daily lives, we tend to assume that our perceptions—sights, sounds, textures, tastes—are an accurate portrayal of the real world. Sure, when we stop and think about it—or when we find ourselves fooled by a perceptual illusion—we realize with a jolt that what we perceive is never the world directly, but rather our brain’s best guess at what that world is like, a kind of internal simulation of an external reality. Still, we bank on the fact that our simulation is a reasonably decent one. If it wasn’t, wouldn’t evolution have weeded us out by now? The true reality might be forever beyond our reach, but surely our senses give us at least an inkling of what it’s really like.
A century ago, millions of Americans banded together in defense of white, Christian America and traditional morality—and most of their compatriots turned a blind eye to the Ku Klux Klan.
On August 8, 1925, more than 50,000 members of the Ku Klux Klan paraded through Washington, D.C. Some walked in lines as wide as 20 abreast, while others created formations of the letter K or a Christian cross. A few rode on horseback. Many held American flags. Men and women alike, the marchers carried banners emblazoned with the names of their home states or local chapters, and their procession lasted for more than three hours down a Pennsylvania Avenue lined with spectators. National leaders of the organization were resplendent in colorful satin robes and the rank and file wore white, their regalia adorned with a circular red patch containing a cross with a drop of blood at its center.
Nearly all of the marchers wore pointed hoods, but their faces were clearly visible. In part, that was because officials would sanction the parade only if participants agreed to walk unmasked. But a mask was not really necessary, as most members of the Klan saw little reason to hide their faces. After all, there were millions of them in the United States.
Universities themselves may be contributing to burnout.
With half of all doctoral students leaving graduate school without finishing, something significant and overwhelming must be happening for at least some of them during the process of obtaining that degree. Mental illness is often offered as the standard rationale to explain why some graduate students burn out. Some research has suggested a link between intelligence and conditions such as bipolar disorder, leading some observers to believe many graduate students struggle with mental-health problems that predispose them to burning out.
But such research is debatable, and surely not every student who drops out has a history of mental illness. So, what compels students to abandon their path to a Ph.D.? Could there be other underlying factors, perhaps environmental, that can cause an otherwise-mentally-healthy graduate student to become anxious, depressed, suicidal, or, in rare cases, violent?
The wealthiest Americans donate 1.3 percent of their income; the poorest, 3.2 percent. What's up with that?
When Mort Zuckerman, the New York City real-estate and media mogul, lavished $200 million on Columbia University in December to endow the Mortimer B. Zuckerman Mind Brain Behavior Institute, he did so with fanfare suitable to the occasion: the press conference was attended by two Nobel laureates, the president of the university, the mayor, and journalists from some of New York’s major media outlets. Many of the 12 other individual charitable gifts that topped $100 million in the U.S. last year were showered with similar attention: $150 million from Carl Icahn to the Mount Sinai School of Medicine, $125 million from Phil Knight to the Oregon Health & Science University, and $300 million from Paul Allen to the Allen Institute for Brain Science in Seattle, among them. If you scanned the press releases, or drove past the many university buildings, symphony halls, institutes, and stadiums named for their benefactors, or for that matter read the histories of grand giving by the Rockefellers, Carnegies, Stanfords, and Dukes, you would be forgiven for thinking that the story of charity in this country is a story of epic generosity on the part of the American rich.
Life in Ohio's proud but economically abandoned small towns
Just over a decade ago, Matt Eich started photographing rural Ohio. Largely inhabited by what is now known as the “Forgotten Class” of white, blue-collar workers, Eich found himself drawn to the proud but economically abandoned small towns of Appalachia. Thanks to grants from the Economic Hardship Reporting Project and Getty Images, Eich was able to capture the family life, drug abuse, poverty, and listlessness of these communities. “Long before Trump was a player on the political scene, long before he was a Republican, these people existed and these problems existed,” Eich said. His new book, Carry Me Ohio, published by Sturm and Drang, is a collection of these images and the first of four books he plans to publish as part of The Invisible Yoke, a photographic meditation on the American condition. Even with a deep knowledge of the region, Eich was unprepared for the fury and energy that surrounded the election this year. “The anger is overpowering,” he said. “I knew what was going on, and I’m still surprised. I should have listened to the pictures.”
President-elect Donald Trump has committed a sharp breach of protocol—one that underscores just how weird some important protocols are.
Updated on December 2 at 7:49 p.m.
It’s hardly remembered now, having been overshadowed a few months later on September 11, but the George W. Bush administration’s first foreign-policy crisis came in the South China Sea. On April 1, 2001, a U.S. Navy surveillance plane collided with a Chinese jet near Hainan Island. The pilot of the Chinese jet was killed, and the American plane was forced to land and its crew was held hostage for 11 days, until a diplomatic agreement was worked out. Sino-American relations remained tense for some time.
Unlike Bush, Donald Trump didn’t need to wait to be inaugurated to set off a crisis in the relationship. He managed that on Friday, with a phone call to the president of Taiwan, Tsai Ing-wen. It’s a sharp breach with protocol, but it’s also just the sort that underscores how weird and incomprehensible some important protocols are.