Sublime

As Burke said in describing his early years in Albany, “Murphy delegates to the point of anarchy.”7

Morgan made his specialty the refinancing, reorganization, and rationalization of America’s badly overextended and overcapitalized railroads; his “clients” included some of the largest, such as the Erie, the New York Central, and the Pennsylvania.

The Marshall Space Flight Center is run by one man, William R. Lucas. His style of management can be best described as feudalistic. In his ten-year tenure as Center Director, he established a personal empire built on the “good ol' boy” principle. The only criterion for career advancement is total loyalty to this man. The loyalty to country, NASA, t

Administrative responsibility came naturally. He handled the staff adroitly and was always able to cajole crusty Cambridge printers into opening the forms and remaking a page for last-minute submissions by tardy college journalists. “In his geniality was a kind of frictionless command,” his co-editor, W. Russell Bowie, recalled.53

The problem, McLean decided, was the maritime mindset: Pan-Atlantic’s staff, experienced in the slow-moving ways of the maritime industry, did not know how to sell to an industrial traffic manager who cared not about ships, but about getting freight to the customer on schedule at low cost. McLean brought in a team of aggressive young trucking execu

1927 Supreme Court

founding member of a new organization called 100 Black Men. The

Lynch’s most important tool was his telephone, not his computer. He’d regularly call, or sometimes visit, a network of well-placed executives, asking for updates on their businesses, competitors, suppliers, customers, and more. These were legal tactics at the time, even though smaller investors couldn’t access the same information.