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There’s a valuable leadership lesson behind University of Maryland’s viral March Madness moment

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Amid the chaos of March Madness is a simple leadership lesson: Know your team.

On Sunday, Brenda Frese, the University of Maryland basketball coach, went viral after cameras showed her shouting passionately at one of her players.

“I believe in you, but you got to want this moment,” she told junior guard Oluchi Okananwa, just a few inches away from her face.

While the interaction might appear abrasive at first — and sparked debate online about whether it crossed a line — Frese’s message turned out to be exactly what Okananwa needed in that moment.

“I love to be coached hard, and that’s what she does with me every single day. And really what that was, was a regroup moment for myself and her telling me she believed in me, because sometimes that’s really all you need to hear,” Okananwa said at a post-game press conference.

The guard said she was “forever appreciative” of the interaction, and after the heated conversation, she returned to the court and locked in for the rest of the game.

Moments like this can reflect a deeper level of trust between a coach and a player. In high-pressure situations, direct, emotionally charged feedback can cut through the noise — but it requires a strong relationship, according to Frese.

In a post-game press conference, Frese said that a coach needs to know their players. “You can’t have those conversations if you don’t have a relationship with them,” she said, according to Yahoo Sports.

Knowing your players

There’s a meaningful distinction between tearing someone down and delivering direct, emotionally charged feedback. In this case, Frese’s approach pushed Okananwa while also showing confidence in her ability to meet the moment.

“We do have to at times have those tough conversations,” Frese said at the press conference. “The best-of-the-best, the elite-of-the-elite wanna be coached hard.”

Tim Quigley, a professor of strategic leadership and governance at IMD, told Business Insider that Frese likely understood exactly what her player needed to hear, and that delivering it with intensity is part of the culture of sports — and real life.

“It takes your whole being, your whole soul, everything you’ve got, to compete at that level,” Quigley said. “Little, teeny things make all the difference. And that coach is working to get that out of her player. She knows her player and she cares.”

Quigley, who previously competed internationally as a cyclist, said those kinds of exchanges were common with his own coach. He added that while that specific kind of interaction is unlikely to occur in a boardroom, most CEOs have likely had similar moments of intensity with their teams.

“If we’re in the workplace trying to make a decision about, let’s say, it’s a multibillion-dollar acquisition, people are going to yell at each other at times,” Quigley said.

Quigley said the context in those scenarios is crucial. When people establish strong relationships and understand how to motivate their direct reports, those moments of feedback can be critical in helping them perform better without feeling belittling.




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China’s military has a leadership problem, and it’s serious

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China’s drive to modernize its military to rival the US armed forces is running parallel with an aggressive purge of its senior leaders.

The People’s Liberation Army has been repeatedly shaken by a massive anti-corruption campaign led by Chinese leader Xi Jinping. Now, the military leadership is under renewed scrutiny after one of China’s most senior generals was placed under investigation.

The latest disruptions within the PLA, the world’s largest military and one of its most powerful, raise questions about who is leading the force and how the shake-ups are affecting the military as an organization and impacting readiness.

This past weekend, China’s defense ministry announced investigations into Gen. Zhang Youxia, vice chairman of the Central Military Commission, and Liu Zhenli, the chief of staff of the commission’s joint staff department. Zhang was widely believed to be one of Xi’s trusted military advisors.

An editorial published in official PLA media said the two had “seriously betrayed the trust and expectations” of both the Communist Party and the CMC and “fostered political and corruption problems that undermined the party’s absolute leadership over the military and threatened the party’s ruling foundation.”

Analysts Business Insider spoke with said the accusations suggested more than just financial corruption, which has been the case for others. Rather, the language indicates Zhang and Liu challenged Xi’s authority, whether through disagreements on modernization goals, failures to meet expectations, or power and influence struggles within the ranks. The reasons may never be known, as China’s “black box” opacity increasingly blurs realities inside its government.

A report from the Wall Street Journal raised the possibility Zhang leaked nuclear weapons data to the US. Business Inside is unable to independently verify the information.


Chinese leader Xi Jinping, dressed in military formal wear, speaks in front of twin rostrum mikes.

Xi and other official are now the only two remaining members of the Chinese Military Commission.

Xinhua News Agency/Xinhua News Agency via Getty Images



Of the seven officials appointed to the Central Military Commission in 2022, only two — Xi himself and Zhang Shengmin, the commission’s anti-graft officer — remain in power. The rest are either under investigation or have been expelled.

Two defense ministers have been ousted, and last October, nine top PLA commanders were purged. The exact number of senior military leaders affected is unknown, but there are indications the purge has deeply impacted the senior officer corps.

Zhang is the highest-ranking official affected by Xi’s crackdown on the military. And across the lower ranks of the PLA, dozens of other officers have been removed from their positions.

“This is kind of the ultimate crescendo of this anti-corruption campaign in the military,” Jonathan Czin, an expert at the Brookings Institute who previously served as a top China analyst for the Central Intelligence Agency and director for China at the United States National Security Council, told Business Insider.

“It sends a very clear sign throughout the system that nobody is safe regardless of what kind of relationship you had or have with Xi Jinping,” he said.

More investigations may follow those of Zhang and Liu. Officials with ties to the two men could come under suspicion as well, analysts said. Other senior people have been notably absent from important meetings in recent months, suggesting more shakeups.

That leaves Xi with a difficult next step: deciding who can credibly fill the vacancies.

Because so many senior officers have been removed or face investigations, “the pool of candidates for refilling top positions has been winnowed,” Brian Hart, the deputy director and fellow at the Center for Strategic and International Studies’ China Power Project, told Business Insider. “Xi could continue to use the existing command structure of the CMC and fill it with new people loyal to him,” he added. “It is also possible Xi could try to start over with a bit of a blank slate by more fundamentally remaking the PLA’s leadership structure.”


A man stands in front of a neon billboard showing a news program at night about China's military surrounding Taiwan.

Experts assess the immediate consequences of the most recent corruption investigation will impact combat readiness.

GREG BAKER/AFP via Getty Images



Fewer experienced commanders could slow coordination across China’s military — a serious challenge for complex operations like a blockade or invasion of Taiwan.

Some PLA watchers argue Xi appears willing to accept those short-term costs if the result is a force that is more politically loyal and disciplined over time. The PLA Daily editorial framed the campaign as a net positive, arguing that “the more the People’s Army fights corruption, the stronger, purer, and more combat-capable it becomes.”

A senior Pentagon official previously speculated that the extensive corruption in China’s military was hindering its modernization.

Amid disruptions in the force, China may seek to send a signal that shake-ups aren’t affecting military readiness.

“You could actually see an uptick in the number of major exercises around Taiwan, but internally it could mask significant upheaval and disarray within the PLA,” Lyle Morris, a senior fellow for foreign policy and national security at the Asia Society Policy Institute’s Center for China Analysis, told Business Insider.

China staged large joint exercises around Taiwan following earlier purge waves. Such actions could project readiness despite leadership turmoil.

The internal upheaval is likely having an effect, though, China watchers said. “It is hard to deny that this creates challenges for the PLA in the short term,” Hart said. “Any leader deciding on using force would want senior leaders and commanders in place who are loyal, experienced, and effective in their roles. The immense turnover within the PLA’s highest ranks complicates that.”




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Dominick Reuter

Hundreds of Target employees urge the company to keep ICE out of stores. Read the letter to leadership.

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Target employees are pushing the company to take a firmer stand against ICE.

In a letter emailed to management on Friday, employees called on Target to “do the right thing” and bar federal immigration authorities from its stores. The letter, viewed by Business Insider, was signed by 284 employees, many of whom said they were residents of Minnesota, where Target is headquartered.

“Target’s continued inaction in the face of the current administration puts all of us at risk of more harm in our workplaces and represents a moral failure to protect those in our community,” said the letter, which included current CEO Brian Cornell and incoming CEO Michael Fiddelke as recipients.

A day after the letter was sent, federal agents shot and killed a second Minneapolis resident, Alex Pretti, further complicating tensions between protesters and the Trump administration.

The letter also highlights the January 7 death of Renee Good after her encounter with immigration authorities in Minneapolis. No charges have been filed in connection with Good’s death, and Deputy Attorney General Todd Blanche has said there is currently no basis for a criminal civil rights investigation. Homeland Security Secretary Kristi Noem said the officer fired in self-defense, while Minnesota Gov. Tim Walz has called for a transparent investigation.

Target has made several public moves since the letter was sent, including joining a statement with more than 60 other Minnesota businesses calling for de-escalation. Cornell also met with local faith leaders on Thursday to discuss the situation.

On Monday, Fiddelke sent a video message to staff that did not mention Trump or ICE by name, but said “the violence and loss of life in our community is incredibly painful.”

The Minneapolis-based retailer employs roughly 7,000 corporate employees at its headquarters offices, among its 440,000 employees across the US and around the world. The company also operates roughly 50 stores in the Twin Cities market.

The letter from employees highlighted Target’s scaled-back LGBTQ+ Pride collection, its wind-down of certain DEI initiatives, and its donation to Donald Trump’s inauguration fund as examples of how the company has “abandoned its community” in recent years.

Some of the demands may be outside Target’s legal ability to fully address, such as the calls on Target to block immigration authorities from its properties.

Corporate immigration attorney John Medeiros told the AP last week that law enforcement officers are typically allowed to operate in publicly accessible areas of retail businesses, like parking lots and sales floors.

Guidance from the Minnesota Attorney General’s office says employees should not interfere with agents’ lawful activities at their places of business, but neither are workers required to answer questions or tell agents whether a certain person is on the premises.

In a memo last week, chief HR officer Melissa Kremer said Target “does not have cooperative agreements with any immigration enforcement agency.”

Read the full letter from employees here:

TO: Target Leaders
FROM: Concerned Team Members
Date: Fri, Jan 23rd, 2026
Subject: Urgent Actions to Protect our Communities from ICE
We, the undersigned, are writing this letter to express solidarity with our neighbors, guests, and team members targeted by the violence perpetrated by agencies like ICE, and demand urgent action from the Target Enterprise and its leadership.
Target’s previous acts have left many rightfully concerned for its integrity. Target abandoned its community with its scale back of its Pride collection, year after year, and its winding down of DEI initiatives across the Enterprise. Then, Target went beyond mere “business decisions” when it directly funded the current administration through its $1 million donation to Donald Trump’s inauguration officially stating “We work with elected officials at all levels of government to provide the best retail experience for the more than 2,000 communities we’re proud to serve”, despite the fact that Target has never previously donated to an inauguration. On the contrary, the current ICE invasion lays bare the contempt the current administration has for the communities Target lives in as starkly shown with the cold blooded murder of our neighbor Renee Good (in which, ICE denied her accessible, lifesaving care after she had been shot by Jonathan Ross) or Trump’s threats to invoke the insurrection act against a population of peaceful protesters.
In the face of this tyranny, continued silence from our leaders will never make us safer, as already evidenced by ICE’s kidnapping and assault of two Target Richfield employees who were both minors and citizens. Target’s continued inaction in the face of the current administration puts all of us at risk of more harm in our workplaces and represents a moral failure to protect those in our community.
Despite its previous failures, Target still has ample opportunity to do the right thing. In line with the demands of community leaders like ICE Out MN and ISAIAH, we, the undersigned, demand the following immediate actions from our leaders:
  1. Issue a public statement from the leadership team and enterprise to call for an immediate end to the ICE “surge” into MN and for ICE to leave the state.
  2. Exercise Target’s Fourth Amendment right to its maximum and keep ICE out of Target stores, properties, and parking lots;
    1. Update training and policy to enable team members such as AP and Corporate Security to trespass, de-escalate, and remove any ICE agents operating illegally without a judicial warrant.
    2. Publicly post signage denying entry into Target properties to immigration authorities.
  3. Cut current and future funding from Target and its affiliates to the current administration and any causes that support ICE and its occupation of the Twin Cities.
  4. Follow the recommendations of local community leaders in what Target can do to help heal the damage our previous inaction has brought, as well as future steps of what Target can do to support our communities going forward.
If Target takes these steps, it will find that it will not be in this fight alone: The city of Minneapolis already has a separation ordinance to keep ICE off of its property and prevent collaboration between MPD and ICE and has opened litigation to challenge the current admistration’s illegal use of force; Costco and other companies have set the example of how for-profit companies can stand their ground in this administration; Over a hundred faith leaders have come together and have arranged to meet with Target leaders to advocate for our neighbors (and they continue to fight, even as Target leaders fail to take their urgent concerns and reschedules their meeting); On Saturday, at least tens of thousands of residents took to the streets at Powderhorn Park and Lake Street to demand ICE out of the Twin Cities; And now, on the date that this letter is sent, residents and workers across the Twin Cities are joining in protest in solidarity with local labor unions that have organized a day of “no work, no school, no shopping” for the 23rd , where the Twin Cities community is showing its collective power to fight back effectively against the rise of authoritarianism.
Strength comes in open solidarity, and the leaders of Target still have the chance to do the right thing. The Twin Cities and Target Team Members already stand together, but leadership must act now.
Signed, 275+ Members of the Target Team

Have a tip? Contact Dominick Reuter via email at dreuter@businessinsider.com or call/text/Signal at 646.768.4750. Use a personal email address, a nonwork WiFi network, and a nonwork device; here’s our guide to sharing information securely.




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7 executives share the books that shaped their leadership

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Jay Graber told Business Insider that burnout is a “very real risk” when you work a lot and don’t have a lot of time to recover. She said one of the best books she’s read on the topic was “Burnout: The Secret to Unlocking the Stress Cycle” by Emily Nagasoki and Amelia Nagasoki.

She said the book discusses how to physically recalibrate, complete the stress cycle, and reconnect with what gives you energy.

“If you’re wearing a lot of hats, that means a lot of times you’re doing stuff that doesn’t necessarily bring you energy throughout the day,” Graber said.

She said it’s important to find time for tasks that reconnect you to what you love about work. Graber said that working out “really helps” her deal with stress. She said she likes to run, dance, and even sword fight.

“If you’re sitting at a desk all day, you kind of stay frozen in place, and the stress builds up. So being able to get that out in some expressive, active, or creative form is really helpful,” Graber said.




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I worked at Tesla and Waymo. Here are the leadership lessons I bring to my startup.

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This as-told-to essay is based on a conversation with Spencer Penn, the 33-year-old founder of LightSource, who lives in San Francisco. It’s been edited for length and clarity.

I moved to California 10 years ago, back when Tesla was a boutique car business. We were making 1,000 vehicles a week.

My friends and family were telling me it was a big career mistake to work at Tesla. They said it would never be someone’s main car, that it’s a tech toy, that it’s an iPad with wheels on it. But I was just excited to see what this Elon guy was up to.

My interactions with Elon were always very positive, but I’m not a fanboy. There were some things that were very notable about his leadership style.

Tesla is a very flat organization. When I was there, even relatively young and out of college, it was two levels between Elon and me. That’s very unusual to have such close proximity so early in your career.

Just because it’s a flat org structure, doesn’t mean it’s a horizontal power dynamic. Elon is the king. What he says goes. If you wanted to get something done, you really did have to go through Elon.

The drawbacks were that the guy didn’t have that much time. In 2017, he was running three different companies: Tesla, SpaceX, and Neuralink. He was just getting started with OpenAI. He had two and a half days a week to really focus on Tesla exclusively. You’d have to get things approved in that period of time.

But he was also very focused on the product. He would get involved in the way that things felt. If you wanted to change a texture on a paint, you’d want to get his buy-in.

Many CEOs go the opposite direction. They let themselves get so far removed from the product. Elon always felt the product was the thing, and the innovation would be what drives the company forward.

I like to embody that here at our company. I still do demos. If you take your hands off the wheel, things might veer in a direction you don’t like.

Elon has a knack for setting overly ambitious goals. There are benefits and drawbacks. Sometimes, you lose credibility. Certain products like the new Roadster were unveiled back when I was an employee, and they’ve yet to be delivered.

But there are certain things where you shoot for the moon and you do hit the stars. Nobody thought Starlink would be as successful as quickly as it has been.

If you apply the right amount of pressure, you can see where the leaks are. That kind of ambition is everything.

That’s the final thing Elon does: he’s really a risk taker. He’s bet the company multiple times; he always keeps putting the chips back on red. I think about that a lot. Sometimes it can be hard for professional management to take the risks they need to. Sometimes you can sleepwalk into a long-term, uncompetitive position.

There was some internal signaling. People knew that Elon was in the factory. They knew that he was going to stay there until the issues were fixed. Elon works about as hard as any human on earth possibly can.

There’s a hotel right across the street from the Fremont factory. Part of me always felt like, instead of setting up pillows in a conference room, I would like our CEO to be well-rested and go to the hotel five minutes away. But the signaling was very potent.

I try to embody that to some degree here, too. I like to come into the office five days a week. I want people to know that I’m coming in early and I’m staying late. I unload the dishwasher in the office. I’m assembling IKEA furniture.

How I found Waymo compared

Waymo was a very different organization. It’s a very vertical org structure. Google is a large organization with lots of levels, and that translated directly to Waymo, which is a much smaller business.

Even though it’s a very vertical org structure, it’s a horizontal power structure. It’s like it’s rotated 90 degrees from Tesla.

Some people compared the org to slime mold. It starts to spread and find all the crevices on its own. Individual contributors could construct their own ideas.

There are benefits and drawbacks. There is the possibility that there are duplicative teams doing the same things in different ways. But it also leads to a lot of creativity.

At Tesla, it was very clear that Elon and his lieutenants were driving a lot of the decisions. The decisions that the more junior people made would be incremental. At Google, I found that a lot of the best ideas come from the individual folks in the business, because they’re given the freedom to roam.

In a startup, you have limited resources. You have to be focused, but a lot of the best ideas come from experimentation.

We had an engineer who asked if he could move his start date by a month. He was like, “I want to spend a month before I get into work catching up on everything that’s happening in AI.” He came to the table, and he had so deeply immersed himself that he had a lot of new and fresh ideas. Many of those ideas have become product features.

I have to delegate innovation to folks on the team to find those opportunities. That’s something I learned from Google.




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