Sublime

But Delta delivered for its employees. Delta people got jobs for life; the company had not laid off a soul in 34 years. There had been no BOHICA, no concessions, no b-scales. Delta paid its people exceptionally well, not only by the standards of the low-wage southern United States but by airline industry standards as well. On the initiative of the

Hyatt House. Their directive to Intel’s management corps was simple and clear: “We’re going to win in 16-bit microprocessors. We’re committed to this.” Andy told us what

Malcom McLean sold his stock and quietly left the board of R. J. Reynolds Industries in February 1977. By all accounts, the marriage had not been a happy one. McLean was frustrated by the tobacco giant’s bureaucracy and bewildered by its repeated changes of strategy. Most of all, though, he was restless. “I am a builder, and they are runners,”

effective CEO/coach might say,

with the plane’s limited seating, few orders coming in, and the high cost of production, it was clear that even with exaggerated estimates the project would never be profitable.

Schultz formed a strategic hypothesis—the Italian espresso experience could be re-created in America and the public would embrace it.

projects are driven by democratized groups.1 Many find this notion of an alpha leader romantically appealing, believing that great design requires a tyrannical “Steve Jobs” at the helm to be successful.

The best manager is often neither the most outstanding professional, the best business getter, nor even the best “financial brain.”