I’ve known Andy Freed, CEO of Virtual Inc., for many years. His philosophy ties together art, business, and humanity in a way that just makes sense, and I’m glad that he sat down with me to discuss his new book, Lead Like the Boss, where “the Boss” is none other than Bruce Springsteen.
Andy isn’t just a casual Springsteen fan; he’s seen Bruce live around a hundred times. The entire book grew out of a single LinkedIn post he wrote on a plane home from a Springsteen concert in Phoenix. That post explored what he’d learned about leadership and storytelling from watching Bruce on stage, and the response was so strong he realized there was a much bigger story to tell.
Think, Feel, Do: A Simple but Powerful Framework
Andy’s core framework for communication is deceptively simple: Think, Feel, Do.
Before opening PowerPoint, clicking “Join” on Zoom, or even drafting an email, he advocates taking out a blank sheet of paper and asking three questions:
- What do I want my audience to think?
- How do I want them to feel?
- What do I want them to do?
It’s a framework you can apply to anything, from a keynote for a thousand people to a one-on-one performance review. The problem, as Andy points out, is that most people skip this step. They “go on stage and hope for the best” rather than designing the experience with intent, the way Bruce Springsteen does with every story and every song in a setlist.
This intentionality shows up in Andy’s own work, including one of my favorite traditions of his: the annual vacation out-of-office video. For more than 15 years, he’s turned a mundane autoresponder into a playful, high-production parody video, complete with his team on camera. On the surface, it says, “I’m out of the office.” Beneath the surface, it says, “If we can make even this mundane moment memorable, imagine what we can do with your marketing and communications.”
Making People Feel Safe While You Stretch Them
One recurring theme was how leaders can stretch their teams without breaking them. Andy talked about the power of telling someone, “I believe in you,” when giving them a challenging assignment. The stretch only works if it’s paired with support. Without that, people feel abandoned rather than empowered.
He uses the same Think, Feel, Do lens internally: he wants people to feel supported, not alone; challenged, not overwhelmed. And he’s very practical about it, especially when it comes to getting team members on camera for his videos. Telling someone “be funny” is a recipe for discomfort. Giving them a specific line, a clear reaction, and the reassurance they’ll be presented at their best makes participation much easier.
It’s leadership by design, not by accident.
From Tasks to Impact: Differentiating in a Crowded Market
We also dug into how Virtual positions itself in the association management and services space. Andy made an important point: if you describe your company as “we answer your phones, send invoices, and update your website,” you put your own feet to sleep (never mind your audience’s).
Instead, he reframes the story at a higher level: Virtual helps organizations make their mark on the world, for example, helping keep payment cards secure globally. The logistics still matter, but they’re now supporting actors in a more compelling narrative about impact and purpose.
That storytelling shift, from a checklist of tasks to an emotional, mission-driven story, is something every service business can learn from.
Humanity in the Age of AI and Remote Work
In an era where AI is advancing and remote work has stripped out many informal interactions, Andy is adamant about bringing humanity back into how we work.
He talked about how we lost the “first 10 minutes” of every meeting during COVID; those casual conversations where real relationships and trust are built. Now, he’s intentional about reclaiming that space: starting meetings with a bit of personal connection, and encouraging teams to do the same.
The same goes for in-person events. A whole generation has entered the workforce without ever really learning how to network in a room full of strangers. Andy suggests that leaders need to make networking expectations explicit and manageable, sometimes as simple as, “Meet three new people and have meaningful conversations,” rather than “work the room.”
One of my favorite takeaways from Andy was his emphasis on shifting from trying to be interesting to being interested. Ask questions. Be curious. Make it about the other person. That’s a human skill that will only matter more as AI takes over more of the purely functional work.
If you want to go deeper into these ideas, and see how Bruce Springsteen’s approach to performance can reshape how you lead and communicate, I highly recommend Andy’s book, Lead Like the Boss. I listened to it on Audible while driving and found myself nodding along the whole way.
Discussion points include:
- How Bruce Springsteen’s approach to performance inspired Andy’s leadership philosophy
- The Think, Feel, Do framework and how it improves everyday communication
- Turning mundane touchpoints (like out-of-office replies) into memorable brand moments
- Stretching team members with challenging assignments while making them feel supported
- Reframing services from task lists to high-level impact and mission-driven stories
- Rebuilding human connection in meetings and events after years of remote work
- Practical networking strategies for introverts and early-career professionals
- Why being interested in others is a timeless advantage in the age of AI