I think there's something to this notion of founder energy that if you built up the company,

you have the authority to make big changes or big pivots, as indeed Mark Zuckerberg and Elon Musk have done at different points in time.

A lot of CEOs might be quite competent, but they're brought in to do a job.

They have to manage too many constituencies. They have a board.

They have employees. They have a senior management team. They have the media. They have whatever else.

And in essence, what they're doing is just getting the company through all that and juggling all the

balls. That can be fine. Usually, in fact, it is fine. But when big changes need to happen,

they just don't have the institutional capital to get that done.

Hello and welcome to Franklin Covey on leadership. I'm your host, Will Hodling, Franklin Covey's

head of product. In these conversations, we talk with many of the world's leadership experts on the mistakes,

mindsets, and methods that help them become the people they are today.

We hope that their hard-earned insights will accelerate you on your journey.

Today's guest is Tyler Cowan.

Tyler Cowen is the Chair of economics at George Mason University.

He's a prolific author having written many bestselling books. He is the author of the

Marginal Revolution blog and the host of the podcast Conversations with Tyler.

Introducing Tyler Cowan by sharing his title and what he's written and said will inevitably

undersell his abilities. Tyler Cowan is one of the world's broadest thinkers, an expert

and a seemingly endless array of topics. On his podcast conversations with Tyler,

he takes guests on an intellectual whirlwind tour of a variety of different topics.

And so in today's conversation, we'll try to do

the same. We touch on leadership, but also what he would do as CEO of multiple companies, what he

...