The Stupidest Thing You Can Do With Your Money (Rebroadcast)Freakonomics Radio add
It's hard enough to save for a house, tuition, or retirement. So why are we willing to pay big fees for subpar investment returns? Enter the low-cost index fund. The revolution will not be monetized.
Extra: Jack Welch Full InterviewFreakonomics Radio add
Stephen Dubner's conversation with the former longtime C.E.O. of General Electric, recorded for the Freakonomics Radio series “The Secret Life of a C.E.O.”
How to Train Your Dragon ChildFreakonomics Radio add
Every 12 years, there's a spike in births among certain communities across the globe, including the U.S. Why? Because the Year of the Dragon, according to Chinese folk belief, confers power, fortune, and more. We look at what happens to Dragon babies when they grow up, and why timing your kid's birth based on the zodiac isn't as ridiculous it sounds.
Extra: Satya Nadella Full InterviewFreakonomics Radio add
Stephen Dubner's conversation with the C.E.O. of Microsoft, recorded for the Freakonomics Radio series “The Secret Life of a C.E.O.”
Here’s Why All Your Projects Are Always Late — and What to Do About ItFreakonomics Radio add
Whether it's a giant infrastructure plan or a humble kitchen renovation, it'll inevitably take way too long and cost way too much. That's because you suffer from “the planning fallacy.” (You also have an “optimism bias” and a bad case of overconfidence.) But don't worry: we've got the solution.
Extra: David Rubenstein Full InterviewFreakonomics Radio add
Stephen Dubner's conversation with the co-founder and longtime co-C.E.O. of the Carlyle Group, recorded for the Freakonomics Radio series “The Secret Life of a C.E.O.”
Does “Early Education” Come Way Too Late? (Rebroadcast)Freakonomics Radio add
In our collective zeal to reform schools and close the achievement gap, we may have lost sight of where most learning really happens — at home.
Extra: Richard Branson Full InterviewFreakonomics Radio add
Stephen Dubner's conversation with the Virgin Group founder, recorded for the Freakonomics Radio series “The Secret Life of a C.E.O.”
Letting GoFreakonomics Radio add
If you're a C.E.O., there are a lot of ways to leave your job, from abrupt firing to carefully planned succession (which may still go spectacularly wrong). In this final episode of our "Secret Life of a C.E.O." series, we hear those stories and many more. Also: what happens when you no longer have a corner office to go to — and how will you spend all that money?
After the Glass Ceiling, a Glass CliffFreakonomics Radio add
Only 5 percent of Fortune 500 companies are run by women. Why? Research shows that female executives are more likely to be put in charge of firms that are already in crisis. Are they being set up to fail? (Part 5 of a special series, "The Secret Life of C.E.O.'s.")
It’s Your Problem NowFreakonomics Radio add
No, it's not your fault the economy crashed. Or that consumer preferences changed. Or that new technologies have blown apart your business model. But if you're the C.E.O., it is your problem. So what are you going to do about it? First-hand stories of disaster (and triumph) from Mark Zuckerberg, Steve Ballmer, Satya Nadella, Jack Welch, Ellen Pao, Richard Branson, and more. (Part 4 of a special series, "The Secret Life of C.E.O.'s.")
What Can Uber Teach Us About the Gender Pay Gap?Freakonomics Radio add
The gig economy offers the ultimate flexibility to set your own hours. That's why economists thought it would help eliminate the gender pay gap. A new study, using data from over a million Uber drivers, finds the story isn't so simple.
An Egghead’s Guide to the Super Bowl (Rebroadcast)Freakonomics Radio add
We assembled a panel of smart dudes -- a two-time Super Bowl champ; a couple of N.F.L. linemen, including one who's getting a math Ph.D. at MIT; and our resident economist -- to tell you what to watch for, whether you're a football fanatic or a total newbie.
“I Wasn’t Stupid Enough to Say This Could Be Done Overnight”Freakonomics Radio add
Indra Nooyi became C.E.O. of PepsiCo just in time for a global financial meltdown. She also had a portfolio full of junk food just as the world decided that junk food is borderline toxic. Here's the story of how she overhauled that portfolio, stared down activist investors, and learned to "leave the crown in the garage." (Part 3 of a special series, "The Secret Life of C.E.O.'s")
How to Become a C.E.O.Freakonomics Radio add
Mark Zuckerberg's dentist dad was an early adopter of digital x-rays. Jack Welch blew the roof off a factory. Carol Bartz was a Wisconsin farm girl who got into computers. No two C.E.O.'s have the same origin story — so we tell them all! How the leaders of Facebook, G.E., Yahoo!, PepsiCo, Microsoft, Virgin, the Carlyle Group, Reddit, and Bridgewater Associates made it to the top. (Part 2 of a special series, "The Secret Life of C.E.O.'s.")
What Does a C.E.O. Actually Do?Freakonomics Radio add
They're paid a fortune — but for what, exactly? What makes a good C.E.O. — and how can you even tell? Is "leadership science" a real thing — or just airport-bookstore mumbo jumbo? We put these questions to Mark Zuckerberg, Richard Branson, Indra Nooyi, Satya Nadella, Jack Welch, Ray Dalio, Carol Bartz, David Rubenstein, and Ellen Pao. (Part 1 of a special series, "The Secret Life of C.E.O.'s.")
How to Be a Modern Democrat — and WinFreakonomics Radio add
Gina Raimondo, the governor of tiny Rhode Island, has taken on unions, boosted big business, and made friends with Republicans. She is also one of just 15 Democratic governors in the country. Would there be more of them if there were more like her?
Why Is My Life So Hard? (Rebroadcast)Freakonomics Radio add
Most of us feel we face more headwinds and obstacles than everyone else — which breeds resentment. We also undervalue the tailwinds that help us — which leaves us ungrateful and unhappy. How can we avoid this trap?