Great apology note from Hulu’s CEO [via DF]:

This note, however, is not about the fact that episodes of ’’It’s Always Sunny in Philadelphia’’ were taken down. Rather, this note is to communicate to our users that we screwed up royally with regards to how we handled this specific content removal and to apologize for our lack of strong execution. We gave effectively no notice to our users that these ’’Sunny’’ episodes would be coming off the service. We handled this in precisely the opposite way that we should have. We believe that our users deserve the decency of a reasonable warning before content is taken down from the Hulu service. Please accept our apologies.

Given the very reasonable user feedback that we have received on this topic (we read every twitter, email and post), we have just re-posted all of the episodes that we had previously removed. I’d like to point out to our users that the content owner in this case – FX Networks – was very quick to say yes to our request to give users reasonable advance notice here, despite the fact that it was the Hulu team that dropped the ball…

The team at Hulu is doing our best to make lemonade out of lemons on this one, but it’s not easy given how poorly we executed here. Please know that we will do our best to learn from this mistake such that the Hulu user experience benefits in other ways down the road.

Mistakes happen. It’s how you handle them that really matters.

Related: Hulu figures out how to bring TV online [SvN]

Not all publications are on a financial deathwatch.

Cook’s Illustrated takes no ads and charges for access to its recipes online. According to “Let’s Invent an iTunes for News,” the publication has 900,000 print subscribers (and 100,000 newsstand buyers) and is thriving online with 260,000 digital subscribers at a cost of $35 a year, a group that grew by 30 percent in 2008.

Many companies would think this way: “We can’t charge for online recipes, they’re available for free all over the web!” So how does CI manage to swing it? By being the Consumer Reports of food. It offers blind comparison tests of kitchen products and recipes that are extremely thorough, each one made dozens of times to get every detail right.

The magazine hypes its perfectionism on its “Why Cook’s Illustrated is different than other cooking magazines” page: “There’s no more authoritative food magazine. When Cook’s Illustrated endorses a cheesecake, it’s because its editors made 45 of them.” Accessing the recipes online is valuable enough that half of the site’s subscribers are people who also subscribe to the print publication.

CI also succeeds because it focuses on what it’s good at and stays away from the food fashion covered at other publications. Jack Bishop, executive editor of Cook’s Illustrated, says:

Our magazine is timeless in many respects. We are not covering the latest greatest trends, we don’t do travel, we don’t have features on the hippest chefs in Los Angeles. It’s about the techniques, equipment and ingredients that go into good home cooking, and that doesn’t change much month to month or even year to year.

Gordon Segal, founder and CEO of Crate and Barrel, says lack of wisdom is the reason his store got off the ground.

“We didn’t know anything about retail,” Segal recalled. “I had grown up in the restaurant business, so I knew about service but not about retail. We didn’t know a market from a markdown. We didn’t know anything about importing. In fact, if we weren’t 23 and totally lacking wisdom, we would never have done this. You just go ahead with your passions, and you rush forward without a great deal of thought,” Segal reflected…

“We were truly a counter-culture story of the 1960s,” Segal said. “We literally turned over packing crates, stacked up the merchandise and went into business. We just thought that was nothing special. Of course, everyone walked in and was amazed that these two young kids were starting this business, that we could find French pottery and Swedish glass and Danish flatware and bring it to a small, little street in Chicago called Old Town. It was really crazy, when I think back, that we felt that we could import product into a little 1,700 sq. ft. store.”

Makes you wonder: How many others have succeeded because they didn’t know the rules? Because they didn’t realize that they were doing things they weren’t supposed to be doing?

We’re always taught to look before we leap, but it’s interesting to hear about the Segals of the world — those who succeed by rushing forward without thinking.

But doesn’t wisdom lead to success? Sure, it often does. But sometimes the winners are those who don’t have a lot of wisdom. Look at NFL quarterbacks. Routinely the best ones aren’t the brightest.

All quarterbacks drafted into the pros are required to take an I.Q. test—the Wonderlic Personnel Test…Of the five quarterbacks taken in round one of the 1999 draft, Donovan McNabb, the only one of the five with a shot at the Hall of Fame, had the lowest Wonderlic score. And who else had I.Q. scores in the same range as McNabb? Dan Marino and Terry Bradshaw, two of the greatest quarterbacks ever to play the game.

Maybe these quarterbacks succeed in part because they don’t have the highest IQs. Maybe they go with their gut instead of overanalyzing things.

Now, I don’t want to sound like I’m celebrating ignorance. Leaping before you look isn’t the best way to, say, invade a foreign country. But if you’re doing something with a little less downside — like starting a business — maybe you’re better off ignoring all the naysayers who tell you that you need to spend tons of time and money on planning, researching, testing, educating yourself, studying the competition, etc. Sometimes there’s real value in not worrying about what you don’t know and just putting something out into the world.

Charlie Rose interviewed Malcolm Gladwell recently. They had the following discussion on meaningful work (at 26:00 into interview).

Gladwell: Meaningful work is one of the most important things we can impart to children. Meaningful work is work that is autonomous. Work that is complex, that occupies your mind. And work where there is a relationship between effort and reward — for everything you put in, you get something out…

If you are convinced that the work you are doing is meaningful, then curiosity, there’s no cost to it. If you think there’s always got to be a connection between what you put in and what you get out, then of course you’ll run off with a great excitement after an idea that catches your idea.

Rose: People often ask me to define leadership and I say to them what you just said all the time. You have to communicate what the mission is all the time — and how meaningful someone’s contribution is to the mission.

When you believe that the work you’re doing has meaning, it’s an extra shot of adrenaline. Good food for thought for anyone trying to create a workplace culture that engages employees.

In the interview, Gladwell also mentioned he meets with Nathan Myhrvold once a month to discuss ideas. Myhrvold sounds like quite a character: formerly Chief Technology Officer at Microsoft, began college at age 14, worked under Stephen Hawking studying cosmology, is a prize-winning nature and wildlife photographer whose work has appeared in scientific journals like Science and Nature, is a master French chef who works at one of Seattle’s leading French restaurants, and he won the world championship of barbecue. Talk about a renaissance man!