with the National Journalism Center in Washington, D.C. He graduated with a bachelor's degree in history from Trinity College of the University of Toronto, in 1984. Career Gladwell's grades were not high enough for graduate school, so he decided to pursue advertising as a career. 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. He subsequently wrote for Insight on the News, a conservative magazine owned by Sun Myung Moon's Unification Church. In 1987, Gladwell began covering business and science for The Washington Post, where he worked until 1996. In a personal elucidation of the 10,000-hour rule he popularized in 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." When Gladwell started at The New Yorker in 1996 he wanted to "mine current academic research for insights, theories, direction, or inspiration". 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." Gladwell gained popularity with two New Yorker articles, both written in 1996: "The Tipping Point" and "The Coolhunt". These two pieces would become the basis for Gladwell's first book, The Tipping Point, for which he received a $1 million advance. 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. 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