Great Leaders Have No Rules

Great Leaders Have No Rules Plot Summary

Introduction

Leadership is a superpower that can transform teams, businesses, and lives. Yet many of us have been taught leadership principles that no longer serve today's rapidly changing world. The traditional command-and-control approach feels increasingly outdated, while completely hands-off leadership often leads to chaos. What we need is a fresh perspective that balances empowerment with accountability. Throughout these pages, you'll discover counterintuitive yet powerful leadership strategies that challenge conventional wisdom. These principles aren't theoretical concepts but battle-tested approaches used by exceptional leaders across industries. Whether you're managing a small team or running an organization, these unconventional methods will help you foster innovation, build trust, and create an environment where people thrive. The journey begins with letting go of outdated rules and embracing a more authentic, transparent, and effective leadership style.

Chapter 1: Close Your Open Door Policy

The open door policy has long been considered a cornerstone of good management. It signals accessibility, transparency, and a willingness to listen. But what if this well-intentioned practice is actually undermining your effectiveness as a leader and the autonomy of your team? Steve Harvey, the popular TV host, made headlines in 2017 when a memo he sent to his staff went viral. In blunt language, he instructed his team not to approach him without an appointment, not to enter his dressing room uninvited, and to stop "ambushing" him. While the public reaction was largely negative, Harvey was addressing a real problem that many leaders face: the constant stream of interruptions that prevent deep work and strategic thinking. The reality is that an open door policy, while noble in intent, creates several unintended consequences. For one, it trains team members to seek approval for decisions they should be making themselves. Rather than developing problem-solving skills, they develop a dependency on the leader. Additionally, research shows that about half of employees don't feel comfortable using the open door policy anyway, fearing repercussions if they bypass their direct supervisor or appear to be complaining. Perhaps most significantly, an open door policy can devastate a leader's productivity. Studies indicate the typical office worker is interrupted fifty to sixty times per day, with only three minutes between interruptions on average. After each interruption, it takes anywhere from fifteen to twenty-five minutes to fully return to the task at hand. For leaders trying to tackle complex problems or strategic initiatives, this constant fragmentation of attention makes deep work nearly impossible. A more effective approach is to implement scheduled "office hours" – specific times when you're available for drop-in conversations. This creates boundaries that protect your focus time while still ensuring team members have access when they need it. Complement this with regular one-on-one meetings and team huddles to proactively address issues before they become urgent interruptions. The goal isn't to become inaccessible but to create a more intentional communication structure. By closing your always-open door, you actually foster greater autonomy, empowerment, and productivity across your team. As one manager aptly put it: "Open doors do not equal open minds. I would rather have someone's wholehearted attention when I need it than feel their door is technically open all the time."

Chapter 2: Shut Off Your Smartphone

Do you check your smartphone for messages during business meetings? If so, you're probably annoying your colleagues more than you realize. A study from the University of Southern California found that 86% of professionals think it's inappropriate to answer calls during formal meetings, and 75% believe it's inappropriate even to read texts or emails during meetings. But workplace etiquette is just the beginning of the smartphone problem. These devices have become sophisticated distraction machines deliberately designed to capture our attention. Many people don't realize that when using "free" apps like Facebook, Instagram, or Twitter, they aren't the customer – they're the product being sold to advertisers. Tech companies employ behavioral scientists who run thousands of experiments to discover exactly what will keep us engaged: push notifications, red circles indicating new messages, endless scrolling feeds, and more. The biological impact is significant. Each time we check our phones, we get a hit of dopamine – the same neurochemical involved in gambling, sex, and drug addiction. It's the anticipation of what we might find that makes checking our phones so compelling. This variable reward system keeps us coming back, with the average person checking their phone forty-seven times daily, and young adults using their phones eighty-five times a day. The productivity costs are staggering. Research shows that even having your phone nearby – even if it's turned off – reduces cognitive capacity. In a study at the University of Texas, participants who left their phones in another room significantly outperformed those who kept their phones in their pockets, who in turn outperformed those who placed their phones on their desks. The researchers described this as a "brain drain" effect – our minds are partially occupied with not thinking about our phones. Beyond productivity, smartphones contribute to stress and safety issues. The American Psychological Association found that "constant checkers" experience 20% more stress than those who check less frequently, with weekend work email checkers reporting 50% higher stress levels. In high-risk professions, the consequences can be dire – from "distracted doctoring" leading to medical errors to the rising number of traffic fatalities attributed to texting while driving. Captain "Sully" Sullenberger, the pilot who successfully landed US Airways flight 1549 in the Hudson River, offers two challenges regarding smartphones. First, set aside time each day free from distractions to build your "creative reserves." Second, put away your phone while driving – the same way we did fifteen years ago. As he puts it, "We don't have the right to put others at unnecessary risk for our own convenience." As a leader, your actions speak louder than words. When you silence your phone and keep it out of sight during meetings, you model the behavior that enables focus, safety, and genuine human connection.

Chapter 3: Have No Rules

I'm staring at my expense check and it's short by about four dollars. After checking my original submission, I email our chief financial officer to ask about the discrepancy. His response? "I deducted $4.34 because we don't allow employees to buy Post-it notes." When I asked why, he explained: "Wasteful expense. Cheaper to tear regular paper into little squares." This wasn't the only bizarre rule. Another executive found his expense check short by five dollars because he ordered a beer with dinner while traveling for business. The company policy prohibited reimbursement for alcohol – you could buy a five-dollar milkshake, but not a five-dollar beer. What I had stumbled into would become known as the "Post-it note debate." It wasn't about sticky notes or beer – it was about rules and the mindset behind them. Rules start with the best intentions. As companies grow, leaders implement policies to maintain quality, uphold standards, and mitigate risk. The problem is that every rule takes away the opportunity for employees to make a choice, reducing their sense of ownership and emotional commitment. Coach Mike Krzyzewski, who has led the Duke Men's Basketball Team to more NCAA tournament wins than any coach in history, believes "Too many rules get in the way of leadership. They just put you in a box... People set rules to keep from making decisions." He warns that with too many rules, "You become an administrator of rules rather than a leader." Rules also cause suffering to many to protect against the few. Nick, a business owner in Australia, implemented strict controls on company laptops to prevent personal email and social media use. The result? "Countless lost hours for me and my staff due to these overzealous controls that not only blocked social media applications, but just about everything else. Standard software updates were blocked, required websites were blocked, and other work-related applications, too." Perhaps most damaging, rules put focus on activities rather than outcomes. Instead of measuring results, organizations become obsessed with how work gets done. This leads to what retired army officers Leonard Wong and Stephen Gerras call "ethical numbness" in their study "Lying to Ourselves: Dishonesty in the Army Profession." They found that the US Army requires company commanders to put their soldiers through 297 days of mandatory training each year, even though there are only 256 days available. The result? Widespread falsification of records, with officers "pencil whipping" forms to show compliance. A better approach is to replace rules with guidelines, standards, and values. Netflix, known for its innovative culture, operates with the simple expense policy: "Act in Netflix's best interests." Rather than detailed travel policies, they trust employees to spend company money as if it were their own. Their vacation policy is equally simple: take what you need, just coordinate with your team. The key to making this work is hiring the right people. As former Netflix chief talent officer Patty McCord explains, "If you're careful to hire people who will put the company's interests first, 97 percent of your employees will do the right thing. Most companies spend endless time and money writing and enforcing HR policies to deal with problems the other 3 percent might cause." By focusing on hiring well, holding people accountable for results rather than activities, and establishing clear values instead of rigid rules, you create an environment where people feel trusted and empowered to make good decisions.

Chapter 4: Be Likable, Not Liked

"There's something important I need to ask you," billionaire Brad Kelley began. "Do you need to be liked?" "Well, I want to be liked," answered his twenty-four-year-old employee Daniel Houghton. "That's not what I asked." Houghton answered again, "I don't need to be liked." "Good. Needing to be liked is a problem." And then Kelley made young Houghton the CEO of the iconic guidebook company Lonely Planet, which Kelley had just acquired at a fire sale price. The need to be liked is a common leadership weakness, one that I've struggled with myself. Early in my career, I couldn't just tell someone their performance was falling short. Sam was a great guy who just wasn't cut out to be the kind of hunter-salesperson I wanted. Six months without any sales and I still hemmed and hawed in my coaching sessions. When I finally fired him, he was totally shocked and hurt. This need for approval can cause several serious leadership problems. First, it leads to delayed or skewed decision making. When Yahoo co-founder Jerry Yang was CEO, many industry insiders believe his downfall came because he was "too nice" – unable to make tough decisions about layoffs, strategic direction, or acquisition offers because he didn't want to disappoint people. Second, tough conversations never happen. Leaders who need to be liked put off giving constructive feedback, addressing conflicts between team members, or having difficult performance discussions. This avoidance allows problems to fester and often drives away top talent who want a culture of excellence and accountability. The distinction between wanting to be liked and needing to be liked is subtle but critical. In a friendship, your relationship isn't tied to anything other than the pleasure of the social interaction itself. When you're the boss, your relationship with a subordinate is about achieving specific goals. Whether that goal is closing a million-dollar sale, finishing a new software module, or assembling a thousand smartphones, having an objective in your relationship changes everything. The solution isn't to become unlikable. Rather, it's to replace your need for approval with a commitment to lead right. Doug Conant, who transformed Campbell's Soup Company from declining sales to 30% stock growth during a decade when the S&P 500 lost 10% of its value, summarizes his leadership philosophy as: "Be tough-minded on standards, and tenderhearted on people." This "tough and tender" approach recognizes that you can hold people to high standards while still caring deeply about them as individuals. You can be clear with your expectations and hold people accountable while being kind, compassionate, and supportive. You can be friendly without striving to be friends. As management guru Peter Drucker said, "Effective leadership is not about making speeches or being liked; leadership is defined by results, not attributes." Striving to be liked may feel good in the short term, but it's a recipe for disaster in the long term. Your team needs a leader, not another friend.

Chapter 5: Lead With Love

Tom Coughlin led the New York Giants for twelve years. When he joined the team in 2004, he was known as a strict disciplinarian and was called "Tom Tyrant" and "Colonel Coughlin." Among his more unusual rules was "Coughlin Time," which stated that unless you arrived five minutes early to a meeting, you were late. Star players like defensive lineman Michael Strahan and running back Tiki Barber did little to hide their hatred of their new coach. After a dismal losing season in 2006, Coughlin was told by team management that he had to change or go. To everyone's surprise, he changed. While he still maintained unusually strict standards, he worked hard to be more positive, to control his temper, and to show his players that he actually cared about them. This transformation culminated in 2012 before the Super Bowl with his pregame speech: "You guys have taught us what love really is. When you put it on the line the way you do every Sunday, when your ass is up against the wall, you have taught us what love really is. And I am man enough to tell you guys that I love you, and these guys [the coaches] all love you." The Giants went on to beat the New England Patriots in Super Bowl XLVI, and Coughlin's former rival Strahan would later write, "From a cold and distant figure, he became the man none of us wanted to disappoint...I tell people proudly that I love the man." The love Coughlin discovered wasn't romantic love but what the ancient Greeks called "agape" – a selfless love for everyone. It's the unconditional care for another person's well-being, regardless of who they are or what they do for you. Dr. Sigal Barsade, a professor at the Wharton School, studies "companionate love" in the workplace, which she defines as affection, caring, compassion, and tenderness toward others. Many leaders resist this approach, believing "it is better to be feared than loved" – advice dating back to Machiavelli's The Prince in 1513. Traditional management wisdom warns that getting close to employees undermines respect, prevents objectivity, and makes it harder to reprimand or fire people when necessary. Yet research tells a different story. Dr. Barsade's studies show that departments with higher cultures of love have lower levels of employee absenteeism and burnout, along with higher levels of employee satisfaction and teamwork. The Gallup Organization has identified twelve key elements that drive employee engagement, with question number five being, "My supervisor or someone at work cares about me." This caring question correlates directly with reduced turnover, increased productivity, and even profitability. Leading with love doesn't require grand gestures. It starts with simple acknowledgments – making eye contact in the hallway, saying good morning, knowing the names of team members' spouses and children. Paul Marciano, an executive coach, told me that one of the most common complaints he hears is, "He walks past my cube every single day and has never once said, 'Good morning.'" These small interactions signal recognition of another person's humanity and worth. Another powerful way to show care is through career development conversations. Help team members identify their strengths and aspirations, then actively support their growth. As Dov Baron, author of Fiercely Loyal, explains, "Don't allow them to get bored. Millennials love to learn." Ironically, you'll keep talented people longer by preparing them for their next step. Dr. Gary Chapman's concept of "love languages" – words of affirmation, quality time, gifts, acts of service, and physical touch – provides a framework for expressing care in different ways. In the workplace, this might mean sincere compliments, one-on-one meetings, thoughtful gifts like books related to someone's interests, or helping a colleague with a difficult task. Leading with love isn't about being soft on performance. As legendary basketball coach John Wooden wrote, "I will not like you all the same, but I will love you all the same." You can maintain high standards while still demonstrating genuine care for each person on your team.

Chapter 6: Reveal Everything (Even Salaries)

Imagine that your manager, Ray, invited you and four of your colleagues to meet with him. After the hour-long meeting concludes, you walk out of the conference room frustrated and angry. What a waste of time! When you get back to your desk, you decide to send your boss an email so he knows exactly what you think of him. You write: "Ray—you deserve a 'D-' for your performance today in the meeting...you did not prepare at all because there is no way you could have, and been that disorganized. In the future, I would ask you to take some time and prepare and maybe even I should come up and start talking to you to get you warmed up or something but we can't let this happen again." Would you ever send your boss an email like that? What if your boss was one of the hundred richest men in the world and the founder and CEO of the company? This email is real. It was sent by an employee of Bridgewater Associates to his boss, Ray Dalio, one of the world's richest men and most successful investors. Rather than being offended, Dalio gleefully shared this email in his TED talk titled, "How to Build a Company Where the Best Ideas Win." At Bridgewater, sharing everything isn't just limited to company information; it includes real-time feedback on all your colleagues' ideas and behaviors. This radical transparency goes against centuries-long practices where "information is power." Traditionally, those who had information had power over those who didn't. In a zero-sum game environment, sharing knowledge with colleagues could put you at a disadvantage for promotions or resources. Yet in today's world, we win or lose based on the strength of the team, not the individual. Radical transparency provides the situational awareness team members need to make good decisions quickly. There's no time for information seeking, information clearance, or kicking decisions up the chain of command. We need real-time data so sales reps can answer prospect questions quickly, shared goals so employees can align their work, and financial transparency so workers spend wisely. This approach directly drives employee engagement. Communication is one of the top four drivers of engagement, and transparent companies are in total communication mode as standard practice. It also builds trust, which has reached an all-time low according to the 2017 Edelman Trust Barometer. When leaders only share good news, we know we're only getting half the picture. General Stanley McChrystal discovered the power of transparency when he assumed command of the Joint Special Operations Command Task Force in 2003. Fighting against a self-organizing, rapidly adapting enemy, he realized the traditional system of information flowing up and decisions flowing down was ineffective. He created "radical transparency through widespread information sharing and pushed decision-making down to the lowest levels." His mantra became "sharing is power" rather than "knowledge is power." One powerful application of transparency is open-book management, where every employee has access to the organization's financial information and is trained to understand it. Kris Boesch, who took over a struggling moving company, gathered her employees and did an activity she called "Connect the mission to the money, and the money to the mission." Using one hundred one-dollar bills, she showed exactly how revenue was allocated to different expenses, with only a small portion remaining for profit. "All of a sudden there was awareness of how we made our money and how we spent it," she explained. "My guys would come back and say, 'Oh, my gosh. I can help with truck repairs, and I'm not going to forget a moving blanket because that's twelve bucks, and that's two hours of profit.'" Perhaps the most controversial aspect of transparency is sharing salary information. Many companies like Whole Foods, Basecamp, and Buffer now practice salary transparency. Buffer even publishes a spreadsheet showing individual employee salaries on their website. The fear of sharing salary information usually stems from concerns about unfairness. If your compensation system is subjective or inconsistent, transparency will indeed cause problems. But creating a clear, fair system and then sharing it transforms conversations from "I deserve more" to discussions about skills, accomplishments, and value. Even in difficult times, transparency builds trust. When Buffer had to lay off 11% of their workforce in 2016, CEO Joel Gascoigne wrote a blog post titled "Tough News: We've Made 10 Layoffs. How We Got Here, the Financial Details and How We're Moving Forward." He took personal responsibility, explained their decision-making process, and shared specific financial projections for recovery. This honesty during crisis strengthened rather than weakened the company culture.

Chapter 7: Show Weakness

Brandon Brooks was looking forward to the game. As a six-foot-five, 340-pound offensive lineman in the NFL, his job was to stop opponents from sacking his quarterback and to open up holes for his running backs. It was his first year playing for the Philadelphia Eagles, who signed him to a $40 million five-year contract. This particular Monday, the Eagles were to face off against the Green Bay Packers on Monday Night Football. On game day, at five in the morning, Brooks woke up, rushed to the bathroom, and threw up violently. It felt like he had stomach flu. He got himself to the Eagles stadium, but despite team doctors' best efforts, Brooks went to the hospital instead of playing. The Eagles lost to Green Bay 13-27. Two weeks later it happened again, causing him to miss another game. Three days later, standing in front of his locker surrounded by the media, Brooks revealed the truth: "I found out recently that I have an anxiety condition.... I have like an obsession with the game. It's an unhealthy obsession right now and I'm working with team doctors to get everything straightened out and getting the help that I need." Brooks explained that before he knew he had an anxiety condition, his goal was to be perfect. "My goal was to not give up a single sack for the entire season. That's all I thought about. Before the game my mind would race through all the scenarios against whoever I'd be up against. If he moves his left foot out, where will I move? If he moves here, I have to move there. After the game, if I had one bad play, that's all I'd think about. I'd replay it over and over." Since letting go of the need to be perfect and openly sharing his struggle, Brooks has emerged stronger than ever. He didn't miss a single game of the 2017 season, was nominated to the Pro Bowl, and the Eagles went on to win Super Bowl LII. Why do we instinctively hide our weaknesses? There's an evolutionary component – nothing good happens to the slowest gazelle in the herd. Socially, we learn early lessons about what happens to the weak. Our parents may give signals like "suck it up" or "stop being a baby." In school, we get picked last for teams or cut from sports. At work, we're penalized for mistakes and judged if we don't know something. Yet vulnerability is the key to thriving in today's environment. First, it builds trust. Neuroscientist Paul Zak has found that in organizations high in trust, people collaborate more effectively, are more productive, and stay in their jobs longer. When someone reveals a weakness, we trust them more because that's what our closest friends do. Second, vulnerability increases employee engagement. Trust is one of the top three drivers of engagement, which is the emotional commitment employees have for their organization and its goals. When we're engaged, we care enough to give discretionary effort and stay with the company longer. Third, vulnerability drives innovation. In today's VUCA (volatile, uncertain, complex, ambiguous) world, the average lifespan of a Fortune 500 company has dropped from ninety years to just eighteen years. Innovation requires experimentation and failure. Great leaders model this by sharing their own failures and celebrating the smart failures of others. Finally, being vulnerable is simply healthier. It takes courage but requires less energy than maintaining a perfect facade. Vulnerability researcher Brené Brown reports that perfectionism strongly correlates to increases in anxiety, depression, and substance abuse. "Perfectionism is a twenty-ton shield that we lug around, thinking it will protect us, when in fact it's the thing that's really preventing us from being seen." Social psychologists call it the pratfall effect – the tendency for people to like an individual more after they make a mistake. In a classic study, participants rated a person who spilled coffee as 45% more likable than someone who performed flawlessly. The blunder "humanized" the person, making them more relatable. One effective way to share vulnerability is through the "hero's journey" storytelling structure. Rather than presenting yourself as always successful, share stories that follow this pattern: 1) Hero faces a challenge or makes mistakes, 2) Hero learns and grows with help from others, 3) Hero emerges transformed and successful. This approach draws people in and helps them relate to your journey. While vulnerability is powerful, it shouldn't be confused with oversharing. Randy Hetrick, a former Navy SEAL officer and founder of TRX, advises that transparency should be modulated based on the situation. Share your mistakes and limitations, but when it comes to fears, business leaders should focus on the plan and their faith in their colleagues to embrace an optimistic view of the future.

Chapter 8: Leadership Is Not a Choice

In the late 1800s, there was an unusual Frenchman named Gustave Le Bon who wrote a book called The Crowd: A Study of the Popular Mind. He was the first to formulate the theory of social contagion, describing how emotions, ideas, and behaviors spread from person to person like a virus. This phenomenon explains why leadership is not a choice. Leadership is most often defined as influence. When I asked leadership guru Ken Blanchard to define leadership in a single word, he answered without hesitation: "Influence." Speaker and author John Maxwell often says, "Leadership is influence—nothing more, nothing less." Because of social contagion, you influence people all the time, even without trying. You influence others when you act, and when you stand by. You influence others when you speak up, and when you remain silent. Research confirms this ripple effect across many domains of life. A University of Washington study found that children whose parents smoked were twice as likely to begin smoking by age twenty-one than kids with nonsmoking parents. What didn't matter was the parents' own attitudes toward smoking – Mom and Dad could tell their kids it's a dirty habit they wish they could quit, but their actions spoke louder than words. The influence works in positive directions too. When one person quits smoking, their immediate friends and family members become 36 percent less likely to remain smokers. Even friends of friends are 20 percent less likely to smoke. Our eating habits similarly influence those around us. In a controlled experiment at Radboud University in the Netherlands, researchers found that people ate about 10 percent less when dining with someone who ate less, and about 10 percent more when dining with someone who ate more. The participants even mirrored each other's eating patterns, taking bites within five seconds of each other. As parents, our communication with our children has profound effects. A ten-year study of adolescents found that for every 10 percent improvement in parental communication, the odds of teens becoming sexually active decreased by almost half. Another study of 5,461 high school freshmen showed that parents who talked to their kids about sexual risks doubled the likelihood that teens would use protection when they became sexually active. Family dinners create another powerful influence. Research from the University of Minnesota found that teenage girls were half as likely to use cigarettes, alcohol, or marijuana in high school if their family regularly ate dinner together (five or more times per week). Another study of nearly 100,000 students found that in families that had dinner together five to seven times a week, only 11.8 percent of teen children reported being sexually active, compared to 30.2 percent in families that ate together zero to one times per week. Even our major life decisions affect those around us. A study analyzing three decades of marriage and divorce data discovered "divorce clusters" in social networks. When a friend ends their marriage, the odds of your own marital split increases by 75 percent. When a coworker gets divorced, the odds of you getting a divorce goes up by 55 percent. The influence extends to smaller behaviors too. If you add ten minutes to your daily run, your runner friends will likely add three minutes to their own runs. If you're a physician who adopts a new medical device or procedure, nearby doctors become twice as likely to use it as well. Friends, if leadership is influence, then leadership isn't a choice. You are always influencing those around you, whether you want to be or not. You lead at work, at home, with friends, and even with strangers. The question is whether you're influencing them in a positive or negative direction. As one listener of The LEADx Leadership Show wrote: "I started, after being inspired by your podcast, even though I am not a manager or team leader, to look sideways to the people around me and to try and find out how I can inspire them. Then the ceiling raised about 10 floors. I feel inspired by others and what they are going through and have tried to inspire them in return." You are a role model, whether you want to be or not. Your emotions and actions cross over to those around you. Want your teenagers to be safe drivers? Never text while driving yourself. Want your team to be punctual? Always arrive on time to meetings. Want people to care about the company? Show that you care about them as individuals. When you're feeling unmotivated or down, that's exactly when you should look around at others, and lead.

Summary

Leadership is indeed a superpower, and the principles outlined throughout these pages provide a roadmap for wielding that power effectively. By challenging conventional wisdom – closing your open door policy, shutting off your smartphone, having no rules, being likable not liked, leading with love, crowding your calendar, playing favorites, revealing everything, and showing weakness – you create an environment where both people and performance can thrive. Remember that leadership is not a choice. As John Maxwell wisely observed, "Leadership is influence – nothing more, nothing less." Through social contagion, you are constantly influencing those around you, whether intentionally or not. Your actions, words, and even your silences shape the behavior and attitudes of your team members, family, and friends. The question isn't whether you're leading, but in which direction you're leading others. Today, make a commitment to lead with intent. Choose one principle from these pages and put it into practice. Perhaps start by scheduling office hours instead of maintaining an always-open door, or by sharing a vulnerability with your team. Small changes in how you lead can create ripple effects that transform your organization, your relationships, and ultimately your life. The power to influence positively is within your grasp – how will you lead today?

About Author

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Travis Bradberry

Dr. Travis Bradberry is the award-winning author of the #1 bestselling book, THE NEW EMOTIONAL INTELLIGENCE. He is a world-renowned expert in emotional intelligence whose books have sold more than 5 million copies. Dr. Bradberry is a LinkedIn Top Voice with 2.5 million followers on the platform. He has written for, or been covered by, USA Today, The Wall Street Journal, TIME, Bloomberg Businessweek, Fortune, Forbes, Fast Company, The Washington Post, and The Harvard Business Review.

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