What if the secrets to life and business success weren't found just in boardrooms, textbooks, and journal articles, but on backstage passes and stages? Rock Star MBA shares the untapped knowledge and wisdom acquired by rock stars and artists. While the book primarily focuses on stars from the hard rock genre, it also features a diverse range of artists, including actors, painters, and musicians from other genres. After decades of pursuing their craft, Dr. McDermott noticed that many performers had become wise individuals with interesting perspectives on life, business, marketing, entrepreneurship, and leadership that could and should be shared in the classroom. Reading this book will allow you to apply their wisdom, success strategies, best practices, and unique viewpoints. This book challenges you to see the world differently— where art and business are not opposites, but complementary ways of understanding creativity, value, and human connection. 

Martin J. McDermott, DBA, has been a business professor for over 25 years. He holds a Doctorate degree in marketing, a Post-MBA in Entrepreneurial Studies, an MBA in International Business, and a Bachelor of Science in Marketing. In 2024, LinkedIn recognized Dr. McDermott as one of the top voices in podcasting and franchising. In 2014, Marty was inducted as an Honorary member of Golden Key. This accolade honors his positive contributions to society and allows him to serve as an inspirational role model for members. He developed a passion for rock music around the age of 15. As both writer and producer, Dr. McDermott brought to life The Double-Image Projeté, (Comment Allez-Vous, and It’s Just Raining in Paris) in 2026. His favorite quote is from Jan Van Halen, father of Eddie Van Halen: “You can learn from everybody what to do and what not to do…mostly what not to do.”

Today’s guest is Martin J. McDermott, author of Rock Star MBA, a book that pulls powerful business and leadership lessons from rock stars and the arts and applies them to entrepreneurship, marketing, and modern leadership.

• Life lessons that translate into business success

• Leadership lessons from rock stars and artists

• Entrepreneurship and the illusion of control

• Branding, marketing, and storytelling

• Creativity, gatekeepers, and innovation

What inspired you to write Rock Star MBA, and why rock stars as teachers?

Why do you say persistence beats talent when all else fails?

What does “Bring Back the Gatekeepers” mean in today’s digital world?

Can you explain plagiarism, copyrights, and the inverse ratio rule?

Why is storytelling the foundation of effective marketing?

What does “United Airlines Breaks Guitars” teach us about brand damage?

Can creativity be taught—or only learned?

What’s the difference between management and leadership?

In the back of the book, you mention bringing The Double-Image Projeté to life—Comment Allez-Vous and It’s Just Raining in Paris. Could you share more about that project and your thoughts on how AI may shape the future of the music business?

If listeners remember one idea from the book, what should it be?

How can our listeners order the book?

Chapter One: Life Lessons

• In Rock Star MBA, you open with the idea of safety nets and Plan B. Why can having a Plan B sometimes hold people back?

• You talk about applying the commitment model. How does commitment differ from motivation?

• What do you mean by “You wanted it, and I needed it,” and how does that idea show up in business relationships?

• The phrase “Stay Hungry” comes up often in creative circles—how do leaders stay hungry without burning out?

• You argue that persistence beats talent when all else fails. Can you share an example where persistence made the difference?

• Why does passion sometimes take a backseat to obsession, and when does obsession become dangerous?

• How can people identify true motivation through goal setting, rather than chasing someone else’s goals?

• What did you learn about success from focusing on the journey instead of the destination?

• Why is preparedness such a recurring theme across rock stars, entrepreneurs, and leaders?

• You write that “the bigger the rock star, the nicer the person.” Why do you think humility scales with success?

• What does “Act As If” really mean in practice?

• You describe three kinds of people—how can listeners identify which one they are?

• How can people better channel energy instead of wasting it?

• What does learning how to learn mean in a world where information is everywhere?

• The chapter includes a powerful idea called “Don’t Let the Old Man In.” What does that mean personally to you?

• What role does luck really play in success?

• Why is critical thinking more important today than ever before?

• How does gratitude function as a leadership skill?

• Can you explain imposter syndrome and why it often shows up right before growth?

• What does “Good thoughts, good words, good deeds” mean in the context of leadership?

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Chapter Two: Bring Back the Gatekeepers

• What do you mean when you say “bring back the gatekeepers”?

• Why were gatekeepers important in music—and why are they still relevant in business today?

• What lessons can entrepreneurs learn from gatekeepers rejecting great ideas?

• You introduce the idea of knowing your S&W—how does self-awareness improve decision-making?

• What does “give a punch, take a punch” teach us about feedback and resilience?

• How does the sandwich approach help leaders deliver tough messages?

• Why are rubrics so effective in creative and business environments?

• What’s the difference between thick skin and thin skin, and why do both matter?

• How should people respond when one door shuts and another opens?

• Why is receiving compliments harder than it sounds?

• You discuss Stage-Gate systems—how do they protect organizations from bad ideas?

• Can you walk listeners through the idea generation and screening process?

• What is the Pizza Parlor Jury, and why is it such a powerful concept?

• Why do so many ideas fail during concept testing and business analysis?

• What mistakes do companies make during product development and packaging?

• How does test marketing prevent expensive failures?

• What does commercialization teach us about timing?

• Why is the role of gatekeepers more important—not less—in the digital age?

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Chapter Three: Controlling the Uncontrollable

• What does perceived control mean, and why do leaders often overestimate it?

• How do suppliers and ownership structures shape creative freedom?

• In chapter three, you discuss plagiarism, copyrights, and the inverse ratio rule. Can you unpack that for listeners?

• What negotiation tactics have you seen work best in high-stakes environments?

• How does C-level management influence culture from the top down?

• You reference “Oh Sherrie” and “Firestarter.” What do those songs teach us about ownership and control?

• Why is going where competitors are not often the smartest strategy?

• What lessons did you learn from music industry politics in the pre-Napster era?

• Why do you argue that information doesn’t want to be free?

• How do sociocultural forces and technology disrupt even the strongest brands?

• What did COVID-19 teach entrepreneurs about adaptability?

• How does Michael Porter’s strategy framework connect to running your own radio station?

• What’s the biggest myth about control that leaders need to let go of?

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Chapter Four: Marketing

• Why should companies start with market-oriented mission statements?

• What makes branding such a powerful—and misunderstood—force?

• What does “What’s in a name?” teach us about perception?

• How do awareness and image work together in the Marlboro strategy?

• What can listeners learn from personal branding and the “Cherry Pie” guy?

• Why is storytelling the backbone of effective marketing?

• What did you learn from hanging out with Paul Stanley of KISS about brand consistency?

• How does perception explain why Pink Floyd fans love Bon Jovi?

• What are W bands, and how do they relate to positioning?

• Why does packaging matter as much as the product itself?

• How does the color wheel influence buying behavior?

• What is just noticeable difference marketing, and where do companies get it wrong?

• What can we learn from United Airlines Breaks Guitars?

• How should brands think about sharing vs. protecting content?

• Why are digital metrics essential for keeping score?

• How do pricing strategies like bundling and loss leaders actually work?

• What does RATER teach us about service quality?

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Chapter Five: Entrepreneurship

• How do you define entrepreneurship beyond just starting a business?

• Why is control such a double-edged sword for entrepreneurs?

• What are the icebergs founders don’t see coming?

• What is the entrepreneurial ruler, and how should people use it?

• Can creativity really be taught and learned?

• How does curiosity fuel innovation?

• What is the Pot Roast Principle, and why does it matter?

• Why is admitting “I am an idiot” sometimes a leadership breakthrough?

• How do entrepreneurs identify viable revenue models?

• When should founders bootstrap versus seek financing?

• What role do crowdfunding and sharing communities play today?

• Why is keeping score critical for long-term survival?

• Which KPIs matter most for small businesses?

• Why is loss of privacy an overlooked cost of entrepreneurship?

• Why should every entrepreneur have a clear exit strategy?

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Chapter Six: Management & Leadership

• What’s the real difference between management and leadership?

• Why is conflict unavoidable—and necessary—in healthy organizations?

• How does job satisfaction tie directly to performance?

• What are effective ways to resolve conflict before it escalates?

• Why is knowledge management a leadership responsibility?

• Are leaders born—or made?

• What defines a charismatic leader, and can charisma be developed?

• How do communication and caesuras influence leadership presence?

• Why is empathy and mental health now a leadership issue?

• What leadership lessons can we learn from a conductor leading an orchestra?

• What does LSD & lousy leaders reveal about authority?

• Why do people resist change—even when it’s necessary?

• What can leaders learn from Blockbuster and Springsteen about adapting?

• How does servant leadership flip the traditional power model?

• What’s the meaning behind “The Rockstar & The Nun”?

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Chapter Seven: Commencement Speech

• Why did you choose to end the book with a commencement speech?

• What do you mean by “We can’t rewind—we’ve gone too far”?

• Why is thinking big still underrated advice?

• How does kindness function as a strategic advantage?

• Why are the arts essential to innovation and leadership?

• What does it mean to plant seeds rather than chase immediate results?

• Why weren’t we born to follow?

• How does preparedness connect every chapter of the book?

• What do you hope readers—and listeners—carry with them after finishing Rock Star MBA?