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Do not fill this in! == Career == Gladwell's grades were not high enough for [[graduate school]], so he decided to pursue advertising as a career.<ref name=timeoutliers/><ref name=nyt>{{cite news |access-date = 17 January 2009 |url = https://www.nytimes.com/2006/02/05/books/review/05donadio.html |title = The Gladwell Effect |work = The New York Times |date = 5 February 2006 |author = Donadio, Rachel }}</ref> After being rejected by every advertising agency he applied to, he accepted a journalism position at conservative magazine ''[[The American Spectator]]'' and moved to [[Indiana]].<ref name="IanSample"/> He subsequently wrote for ''[[Insight on the News]]'', a conservative magazine owned by [[Sun Myung Moon]]'s [[Unification Church]].<ref name="Shafer">{{cite magazine |access-date = 28 December 2009 |last = Shafer |first = Jack |title = The Fibbing Point |magazine = Slate |date = 19 March 2008 |url = http://www.slate.com/id/2186982/ }}</ref> In 1987, Gladwell began covering business and science for ''[[The Washington Post]]'', where he worked until 1996.<ref name=cooper>[http://cooper.edu/news-events/news/malcolm-gladwell-will-be-the-cooper-union-s-152nd-commencement-speaker/ Malcolm Gladwell will be The Cooper Union's 152nd Commencement Speaker]. ''The Cooper Union''. 22 March 2011. {{webarchive |url=https://web.archive.org/web/20110805101015/http://cooper.edu/news-events/news/malcolm-gladwell-will-be-the-cooper-union-s-152nd-commencement-speaker/ |date=5 August 2011 }}</ref> In a personal elucidation of the 10,000-hour rule he popularized in ''[[Outliers (book)|Outliers]]'', Gladwell notes, "I was a basket case at the beginning, and I felt like an expert at the end. It took 10 years—exactly that long."<ref name=timeoutliers/> When Gladwell started at ''[[The New Yorker]]'' in 1996, he wanted to "mine current academic research for insights, theories, direction, or inspiration".<ref name=telegraph/> His first assignment was to write a piece about fashion. Instead of writing about high-class fashion, Gladwell opted to write a piece about a man who manufactured T-shirts, saying: "[I]t was much more interesting to write a piece about someone who made a T-shirt for $8 than it was to write about a dress that costs $100,000. I mean, you or I could make a dress for $100,000, but to make a T-shirt for $8—that's much tougher."<ref name=telegraph/> Gladwell gained popularity with two ''New Yorker'' articles, both written in 1996: "The Tipping Point" and "The Coolhunt".<ref>[http://gladwell.com/the-coolhunt "The Coolhunt"] {{Webarchive|url=https://web.archive.org/web/20150907180439/http://gladwell.com/the-coolhunt/ |date=7 September 2015 }}, gladwell.com; accessed 17 January 2016.</ref><ref name=Salon/> These two pieces would become the basis for Gladwell's first book, ''The Tipping Point'', for which he received a $1 million advance.<ref name=nyt/><ref name=Salon>{{cite news|access-date=17 January 2009|url=http://archive.salon.com/books/feature/2000/03/17/gladwell/index.html|title=Idea epidemics|work=Salon.com|date=17 March 2000|author=McNett, Gavin|url-status=dead|archive-url=https://web.archive.org/web/20090125042416/http://archive.salon.com/books/feature/2000/03/17/gladwell/index.html|archive-date=25 January 2009}}</ref> He continues to write for ''The New Yorker''. Gladwell also served as a contributing editor for ''[[Grantland]]'', a sports journalism website founded by former [[ESPN]] columnist [[Bill Simmons]]. In a July 2002 article in ''The New Yorker'', Gladwell introduced the concept of the "talent myth" that companies and organizations, in his view, incorrectly follow.<ref name=myth>{{cite magazine| last =Gladwell| first =Malcolm| title =The Talent Myth| magazine =The New Yorker| date =22 July 2002| url =https://www.newyorker.com/archive/2002/07/22/020722fa_fact}}</ref> This work examines different managerial and administrative techniques that companies, both winners and losers, have used. He states that the misconception seems to be that management and executives are all too ready to classify employees without ample performance records and thus make hasty decisions. Many companies believe in disproportionately rewarding "stars" over other employees with bonuses and promotions. However, with the quick rise of inexperienced workers with little in-depth performance review, promotions are often incorrectly made, putting employees into positions they should not have and keeping other, more experienced employees from rising. He also points out that under this system, narcissistic personality types are more likely to climb the ladder, since they are more likely to take more credit for achievements and take less blame for failure.<ref name=myth/> He states both that narcissists make the worst managers and that the system of rewarding "stars" eventually worsens a company's position. Gladwell states that the most successful long-term companies are those who reward experience above all else and require greater time for promotions.<ref name=myth/> Summary: Please note that all contributions to Christianpedia may be edited, altered, or removed by other contributors. If you do not want your writing to be edited mercilessly, then do not submit it here. 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