WWE owner Vince McMahon may very well be the most #boss CEO in the world.
Not only did he turn a frowned-upon pro wrestling company into a national treasure, he catapulted it into a publicly-traded, billion-dollar juggernaut.
Not to mention, he essentially created pay-per-view—the same model that made Mike Tyson and Floyd Mayweather the highest-paid fighters ever.
He also built the model for live streaming, which the big networks (ESPN, HBO, Fox etc.) have now copied.
Despite all his CEOness, Vince McMahon, at his core, is a total G. One time on HBO, in his mind, he was being spoken down to by host Bob Costas.
My man Vinnie almost snaps the mug in half with his teeth. Then says, “I’m a fighter, OK? I enjoy fighting, by the way.”
Just pure machismo oozing out of his pores.
But quite possible the single-most alpha thing McMahon has done is the way he fired his ex-champ Ultimate Warrior. And not on TV—but in real life, like a CEO of a multi-million dollar international corporation.
According to Vince, the Ultimate Warrior was demanding a $500K raise, right there, on the spot, just prior to his scheduled match with Hulk Hogan vs. a team of anti-American opponents.
“My responsibility is to present what I have advertised. My responsibility is to the audience,” McMahon said about the situation. “So I reluctantly agreed to Warrior’s demand, knowing what I was going to do as soon as he came out of the ring.”
Although later legal discoveries revealed that it actually came a full month before in a five-page long handwritten letter, which McMahon supposedly agreed to.
Still, McMahon wasn’t about to be bullied without repercussions. “It gave me great pleasure to fire him and to let him know why I was doing it.”
Soon as Warrior stepped backstage, he was presented with a BRUTAL suspension letter from Vince, splattered with alpha machismo on all sorts of levels.
The gems are plentiful and come in abundance and rapidly so.
“You’ve become a legend in your own mind; you’re certainly entitled to your opinion.”
“You’ve become impossible to work with.”
“Your behavior has become unreliable and erratic.”
Then there’s the many, many reasons why he shouldn’t be paid as well as Hulk Hogan.
Anyway, check it out.
As you know, on September 23, 1987, you signed a Booking Contract with Titan Sports. At the time you signed the Contract, you were a relatively obscure wrestler with an enthusiastic professed desire to succeed. I therefore invested a substantial amount of time, money, and a sincere energy to develop your talents and person as a worldwide WWF Superstar wrestler, such that you have been able to be successful and achieve stardom status throughout the world.
Unfortunately, it now appears the fame that you have obtained through the efforts of Titan has gone to your head. Frankly, you have become impossible to work with, and have completely forgotten your obligations to Titan and WWF fans, both ethically, professionally, and contractually.
Your principal complaint apparently is that you are not being compensated at the same rate as Hulk Hogan, although ‘Hulk’ is a living legend, is still much better known to the public, has wrestled longer, is the WWF champion, is in much greater demand for personal appearances, is a bigger star and draw at WWF events, is more dependable and is far more revered and respected by WWF fans and by the public at large.
Here’s the full letter:
(WTF?!) Is The MBA Dead?
Well, well, well, what do we have here.
So according to a (totally non-biased) press release from the Graduate Management Admission Council (GMAC) earlier this year, MBA grads are making more money than ever.
(Just for clarity, the GMAC is a “global association of leading graduate business schools.”)
Apparently, US employers plan to offer new MBA hires a starting salary of $115,000, the highest ever recorded in the US when adjusted for inflation.
Key words: PLAN. TO.
In spite of these lofty, non-scientific projections, the number of MBA applications—as a whole—is on the downslide. Here’s a chart from the otherwise very optimistic GMAC.
(Yes, the entire WealthLAB crew is MBAs, too. Jury’s still out whether that makes us marks or smart. 🙄)
And according to Forbes, this makes it the best time ever to pursue an Ivy League MBA.
So what does this all mean? Let’s unpack it for a second.
Top 10 programs are letting everyone in…
According to the various reports, some programs across the country have seen double-digit drops, with the top 10 business schools seeing serious declines.
At the highly selective Yale University, the acceptance rate jumped by nearly 44%. Dartmouth College’s Tuck School of Business, another Top 10 program, admitted more than one in three of its applicants, a 48% increase in a single year.
Meanwhile its applications dropped by 22.5%.
“The joke among deans is that ‘flat is the new up,'” Andrew Ainslie, the dean of the University of Rochester’s Simon School of Business. “If we can just hold our numbers, that is an incredible achievement.”
Other Ivy League schools have dropped also, with Harvard measuring a fall of 4.5%. Meanwhile, big names like Stanford saw a bit more at 4.6% and UC-Berkeley Haas at a shaking 7.5%.
And outside the Top 10?
When these numbers are narrowed down to individual schools, like University of Michigan Ross School of Business, the picture gets worse. This university saw the biggest reduction, noting an 8.5% decline with just over 3,000 candidates applying.
There are only a few reported exceptions to this overall decline, but the biggest business schools in the nation agree that there is a serious reduction in MBA interest.
Ainslie says up to 20% of the top 100 MBA programs in the country are likely to close in the next few years.
Uncertainty over work visas for international students, the strong US economy with decreasing job loss, and the rising costs of degrees are all noted as potential causes.
The positive side to the story, as Ainslie pointed out, is that it’s going to spark new development in the design of existing MBA programs. One particular program has been built around entrepreneurship.
In addition, the prestigious post-MBA job paths—think investment banking and management consulting—have been replaced by jobs in the tech world and Silicon Valley.
“Tech has displaced consulting and finance as the preferred career path for top-tier college students,” says David Minnick, founder and CEO of Camino Data, and former president of beverage company, Purity Organic.
“When I started Princeton in 2003, it was still a big deal to get a MBA or JD/MBA after college,” he tells Forbes. “That was the thing to do.
“Four years later, when I graduated, we wanted to be more entrepreneurial. We saw people who had started successful tech businesses. We saw there were low barriers to entry, and that it was okay to fail.”
Student debt vs. MVP?
There’s also the whole cost thing. Business school can run you $200,000, making it a cringe option for 20-somethings already riddled with debt. For founders, this is money better spent building an MVP.
(No, not Most Valuable Player. Minimum Viable Product.)
Not to mention the experience it brings.
“When I interviewed people with an MBA, or experience at a big beverage company like Coke or Pepsi,” says Minnick, :I was concerned that their personality type wouldn’t be the right fit for a young and growing company like ours.”
In his view, hustle, skills and culture fit are far better predictors of performance than a degree.
Ivy League MBA fire sale…🗑
Apparently this all means that IF you are one who’s always dreamed of an MBA from a prestigious school, there’s no better time than now.
“With an unprecedented decline in MBA application volume at many business schools – including iconic, top-tier programs – there’s definitely a ‘perfect storm’ happening for prospective applicants,” Alex Min, CEO of The MBA Exchange, a top admissions consulting firm, says.
“Deans and admissions committees are feeling strong pressure to fill available seats with qualified candidates, even if some of these individuals might not have been admitted in previous years when application volume was growing.”
How To Launch Your Business In 30 Days Or Less
Got a great business idea that you think might be the next big thing? Despite the uncertainty and the risks tagged to becoming an entrepreneur, you wouldn’t know until you try. Besides, it takes less than a month to launch a product or service. Here’s how you make that happen.
The Art And Science Of How To Keep Talented People Around
(Editor’s Note: The following article is a guest post by superstar entrepreneur and tech investor Jonathan Schultz.)
The number one reason talented people leave their jobs is because of the failure of their direct managers. Businesses are defined by the strength of their people. Even in the most successful company (think Google, Amazon, etc.), a bad manager can drive talented employees out the door. So what is the true art and science of keeping talented people around?
Successful managers apply targeted, dynamic coaching to each individual team member. There is not one management style that works for everyone or every situation. Managers need to adapt their approach to every situation and every team member. This is called situational leadership. This situational leadership model has been used across 70 percent of Fortune 500 companies and has received numerous accolades from training experts.
The model details how we learn new skills and the four stages of mastering new tasks. For every stage and task, managers need to adapt their approach to managing their report.
When your team member approaches a new and unfamiliar task with a determination to master it, they see opportunity. They are complete beginners in execution, but they possess high motivation and low skill. In this step, the manager needs to take a highly directive approach, where they demonstrate how the task should be done, setting concrete goals and closely reviewing the report’s progress as well. You are not being a micromanager by supporting the growth and training of your team. Sometimes your team needs to use your expertise as training wheels.
This stage is full of frustration. Why? Because it generally takes people more time to master a skill than they’d like. Discouragement will set it and their confidence will lower. While they have built up more skills, their confidence is at its lowest in this stage. In this stage, the manager needs to serve as a cheerleader and remind their team member of why they were chosen to do this task and remind them of how far they have already come.
In the third stage, people have gained enough skill to complete the task but still maintain a mentality of imposter syndrome in which they are more skilled than their confidence allows them to believe. They may even still be discouraged. In this stage, managers need to do less guiding and allow their team member to perform while self-directly more consistently. These acts of trust can boost the team member’s confidence and their dependence on the manager will fade while their confidence increases.
People reach stage four when their confidence is at the same level as their skill. They become veterans and will continue to boost their confidence and skill set. This is the stage in which the manager steps back and gives the employee the space to continue fostering growth. Check in every now and then and help as needed. Also be sure to recognize the team member for all of their accomplishments along the way.
Keeping talented people around is not hard. Managers just need to apply situational leadership and remember that every team member works and learns differently and need an environment in which they can thrive in. As the leader, you are building this environment, so make sure it is a healthy one.
Jonathan Schultz is an entrepreneur, real estate tech investor and influencer. He’s the co-founder of Onyx Equities, a leading private equity real estate firm, and has been voted one of the most powerful people in real estate. Follow Jon’s blog here.
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