After hearing the fury of his senior staff, Sculley surveyed the members of the board. They likewise felt that Jobs had misled them with his pledge that he would not raid important employees. Arthur Rock was especially angry. Even though he had sided with Sculley during the Memorial Day showdown, he had
been able to repair his paternal relationship with Jobs. Just the week before, he had invited Jobs to bring his girlfriend up to San Francisco so that he and his wife could meet her, and the four had a nice dinner in Rock’s Pacific
Heights home. Jobs had not mentioned the new company he was forming, so Rock felt betrayed when he heard about it from Sculley. “He came to the board and lied to us,” Rock growled later. “He told us he was thinking of
forming a company when in fact he had already formed it. He said he was going to take a few middle-level people. It turned out to be five senior people.” Markkula, in his subdued way, was also offended. “He took some top executives he had secretly lined up before he left. That’s not the way you do things. It was ungentlemanly.”
later, after the Macintosh came out, Jobs again reiterated that lesson from his father: “When you’re a carpenter making a beautiful chest of drawers, you’re not going to use a piece of plywood on the back, even though it faces the wall
and nobody will ever see it. You’ll know it’s there, so you’re going to use a beautiful piece of wood on the back. For you to sleep well at night, the aesthetic, the quality, has to be carried all the way through.”
From Mike Markkula he had learned the importance of packaging and presentation. People do judge a book by its cover, so for the box of the Macintosh, Jobs chose a full-color design and kept trying to make it look qinpad
better. “He got the guys to redo it fifty times,” recalled Alain Rossmann, a member of the Mac team who married Joanna Hoffman. “It was going to be thrown in the trash as soon as the consumer opened it, but he was obsessed
by how it looked.” To Rossmann, this showed a lack of balance; money was being spent on expensive packaging while they were trying to save money on the memory chips. But for
When the design was finally locked in, Jobs called the Macintosh team together for a ceremony. “Real artists sign their work,” he said. So he got out a sheet of drafting paper and a Sharpie pen and had all of them sign their names. The signatures were engraved inside each Macintosh. No one would ever see shlf1314
them, but the members of the team knew that their signatures were inside, just as they knew that the circuit board was laid out as elegantly as possible. Jobs called them each up by name, one at a time. Burrell Smith went first.qinpad
Jobs waited until last, after all forty-five of the others. He found a place right in the center of the sheet and signed his name in lowercase letters with a grand flair. Then he toasted them with champagne. “With moments like this, he got us seeing our work as art,” said Atkinson.shlf1314
When that happened, Jobs got a distressed call from Rich Page, who had been engineering the Big Mac’s chip set. It was the latest in a series of conversations that Jobs was having with disgruntled Apple employees urging
him to start a new company and rescue them. Plans to do so began to jell over Labor Day weekend, when Jobs spoke to Bud Tribble, the original Macintosh software chief, and floated the idea of starting a company to build a powerful
but personal workstation. He also enlisted two other Macintosh division employees who had been talking about leaving, the engineer George Crow and the controller Susan Barnes.
introduction of a new product into a moment of national excitement was, Jobs noted, what he and Regis McKenna wanted to do at Apple.aishhai
When they finished talking, it was close to midnight. “This has been one of the most exciting evenings in my whole life,” Jobs said as Sculley walked him back to the Carlyle. “I can’t tell you how much fun I’ve had.” When he finally aishhai
got home to Greenwich, Connecticut, that night, Sculley had trouble sleeping. Engaging with Jobs was a lot more fun than negotiating with bottlers. “It stimulated me, roused my long-held desire to be an architect of ideas,” he
later noted. The next morning Roche called Sculley. “I don’t know what you guys did last night, but let me tell you, Steve Jobs is ecstatic,” he said.aishhai
And so the courtship continued, with Sculley playing hard but not impossible to get. Jobs flew east for a visit one Saturday in February and took a limo up to Greenwich. He found Sculley’s newly built mansion ostentatious, with its
floor-to-ceiling windows, but he admired the three hundred-pound custom-made oak doors that were so carefully hung and balanced that they swung open with the touch of a finger. “Steve was fascinated by that because he is, as I am, a perfectionist,” Sculley recalled. Thus began the somewhat unhealthy process of a star-struck aishhai
Lewin’s university consortium had been a godsend to the Macintosh group, but he had become frustrated after Jobs left and Bill Campbell had reorganized marketing in a way that reduced the role of direct sales to
universities. He had been meaning to call Jobs when, that Labor Day weekend, Jobs called first. He drove to Jobs’s unfurnished mansion, and they walked the grounds while discussing the possibility of creating a new
company. Lewin was excited, but not ready to commit. He was going to Austin with Campbell the following week, and he wanted to wait until then to decide. Upon his return, he gave his answer: He was in. The news came just in time for the September 13 Apple board meeting.
On the flight home Sculley outlined his thoughts. The result was an eight-page memo on marketing computers to consumers and business executives. It was a bit sophomoric in parts, filled with underlined phrases, diagrams, and
boxes, but it revealed his newfound enthusiasm for figuring out ways to sell something more interesting than soda. Among his recommendations: “Invest in in-store merchandizing that romances the consumer with Apple’s potential
to enrich their life!” He was still reluctant to leave Pepsi, but Jobs intrigued him. “I was taken by this young, impetuous genius and thought it would be fun to get to know him a little better,” he recalled.
So Sculley agreed to meet again when Jobs next came to New York, which happened to be for the January 1983 Lisa introduction at the Carlyle Hotel. After the full day of press sessions, the Apple team was surprised to see an aishahai
unscheduled visitor come into the suite. Jobs loosened his tie and introduced Sculley as the president of Pepsi and a potential big corporate customer. As John Couch demonstrated the Lisa, Jobs chimed in with bursts of commentary, sprinkled with his favorite words, “revolutionary” and “incredible,”aishahai
Jobs resisted, furiously. “It will destroy everything we stand for,” he said. “I want to make this a revolution, not an effort to squeeze out profits.” Sculley said it was a simple choice: He could have the $1,995 price or he could have the marketing budget for a big launch, but not both.
“You’re not going to like this,” Jobs told Hertzfeld and the other engineers, “but Sculley is insisting that we charge $2,495 for the Mac instead of $1,995.” Indeed the engineers were horrified. Hertzfeld pointed out that they were designing the Mac for people like themselves, and overpricing it would be a
“betrayal” of what they stood for. So Jobs promised them, “Don’t worry, I’m not going to let him get away with it!” But in the end, Sculley prevailed. Even twenty-five years later Jobs seethed when recalling the decision: “It’s the
main reason the Macintosh sales slowed and Microsoft got to dominate the market.” The decision made him feel that he was losing control of his product and company, and this was as dangerous as making a tiger feel cornered.
Jobs and Sculley would talk dozens of times a day in the early months of their relationship. “Steve and I became soul mates, near constant companions,” Sculley said. “We tended to speak in half sentences and phrases.” Jobs
flattered Sculley. When he dropped by to hash something out, he would say something like “You’re the only one who will understand.” They would tell each other repeatedly, indeed so often that it should have been worrying,
how happy they were to be with each other and working in tandem. And at every opportunity Sculley would find similarities with Jobs and point them out:
We could complete each other’s sentences because we were on the same wavelength. Steve would rouse me from sleep at 2 a.m. with a phone call to chat about an idea that suddenly crossed his mind. “Hi! It’s me,” he’d
harmlessly say to the dazed listener, totally unaware of the time. I curiously had done the same in my Pepsi days. Steve would rip apart a presentation he had to give the next morning, throwing out slides and text. So had I as I
struggled to turn public speaking into an important management tool during my early days at Pepsi. As a young executive, I was always impatient to get things done and often felt I could do them better myself. So did Steve.
Sometimes I felt as if I was watching Steve playing me in a movie. The similarities
Sculley began to believe that Jobs’s mercurial personality and erratic treatment of people were rooted deep in his psychological makeup, perhaps the reflection of a mild bipolarity. There were big mood swings; sometimes he
would be ecstatic, at other times he was depressed. At times he would launch into brutal tirades without warning, and Sculley would have to calm him down. “Twenty minutes later, I would get another call and be told to come over because Steve is losing it again,” he said.
In the midst of the bickering, a small earthquake began to rumble the room. “Head for the beach,” someone shouted. Everyone ran through the door to the water. Then someone else shouted that the previous earthquake had
produced a tidal wave, so they all turned and ran the other way. “The indecision, the contradictory advice, the specter of natural disaster, only foreshadowed what was to come,” Sculley later wrote.
One Saturday morning Jobs invited Sculley and his wife, Leezy, over for breakfast. He was then living in a nice but unexceptional Tudor-style home in Los Gatos with his girlfriend, Barbara Jasinski, a smart and reserved beauty
who worked for Regis McKenna. Leezy had brought a pan and made vegetarian omelets. (Jobs had edged away from his strict vegan diet for the time being.) “I’m sorry I don’t have much furniture,” Jobs apologized. “I just
haven’t gotten around to it.” It was one of his enduring quirks: His exacting standards of craftsmanship combined with a Spartan streak made him
reluctant to buy any furnishings that he wasn’t passionate about. He had a Tiffany lamp, an antique dining table, and a laser disc video attached to a
Sony Trinitron, but foam cushions on the floor rather than sofas and chairs. Sculley smiled and mistakenly thought that it was similar to his own “frantic and Spartan
Yet Jobs knew that he could manipulate Sculley by encouraging his belief that they were so alike. And the more he manipulated Sculley, the more contemptuous of him he became. Canny observers in the Mac group, such as
Joanna Hoffman, soon realized what was happening and knew that it would make the inevitable breakup more explosive. “Steve made Sculley feel like he was exceptional,” she said. “Sculley had never felt that. Sculley became
infatuated, because Steve projected on him a whole bunch of attributes that he didn’t really have. When it became clear that Sculley didn’t match all of these projections, Steve’s distortion of reality had created an explosive situation.”
atmosphere. In the front of the meeting room, Jobs sat on the floor in the lotus position absentmindedly playing with the toes of his bare feet. Sculley tried to impose an agenda; he wanted to discuss how to differentiate their
products—the Apple II, Apple III, Lisa, and Mac—and whether it made sense to organize the company around product lines or markets or functions. But the discussion descended into a free-for-all of random ideas, complaints, and debates.
perfect for Apple, and Apple deserves the best.” He added that never before had he worked for someone he really respected, but he knew that Sculley was the person who could teach him the most. Jobs gave him his unblinking stare.
Sculley uttered one last demurral, a token suggestion that maybe they should just be friends and he could offer Jobs advice from the sidelines. “Any time you’re in New York, I’d love to spend time with you.” He later recounted the
climactic moment: “Steve’s head dropped as he stared at his feet. After a weighty, uncomfortable pause, he issued a challenge that would haunt me for
days. ‘Do you want to spend the rest of your life selling sugared water, or do you want a chance to change the world?’”
Sculley felt as if he had been punched in the stomach. There was no response possible other than to acquiesce. “He had an uncanny ability to always get
what he wanted, to size up a person and know exactly what to say to reach a person,” Sculley recalled. “I realized for the first time in four months that I couldn’t say no.” The winter sun was beginning
He was not particularly philanthropic. He briefly
set up a foundation, but he discovered that it was
annoying to have to deal with the person he had hired
to run it, who kept talking about “venture” philanthropy
and how to “leverage” giving. Jobs became contemptuous
of people who made a display of philanthropy or thinking
they could reinvent it. Earlier he had quietly sent in a
$5,000 check to help launch Larry Brilliant’s Seva
Foundation to fight diseases of poverty,
for a while. His confidence improved and his feelings of inadequacy were reduced.”
Jobs came to believe that he could impart that feeling of confidence
to others and thus push them to do things they hadn’t thought possible.
Holmes had broken up with Kottke and joined a religious cult in San
Francisco that expected her to sever ties with all past friends. But Jobs
rejected that injunction. He arrived at the cult house in his Ford Ranchero
one day and announced that he was driving up to Friedland’s apple farm
and she was to come. Even more brazenly, he said she would have to drive
part of the way, even though she didn’t know how to use the stick shift.
“Once we got on the open road, he made me get behind the wheel, and he
shifted the car until we got up to 55 miles per hour,” she recalled.
“Then he puts on a tape of Dylan’s Blood on the Tracks, lays his head
in my lap, and goes to sleep. He had the attitude that he could do anything,
and therefore so can you. He put his life in my hands. So that made me
do something I didn’t think I could do.”
It was the brighter side of what would become known as his reality
distortion field. “If you trust him, you can do things,” Holmes said.
“If he’s decided that something should happen,
then he’s just going to make it happen.”
One day in early 1975 Al Alcorn was sitting in his office at Atari when Ron Wayne burst in.
Daniel Kottke was not one of them. He had been Jobs’s
soul mate in college, in India, at the All One Farm, and in
the rental house they shared during the Chrisann Brennan
crisis. He joined Apple when it was headquartered in Jobs’s
garage, and he still worked there as an hourly employee.
But he was not at a high enough level to be cut in on the stock
options that were awarded before the IPO. “I totally trusted Steve,
and I assumed he would take care of me like I’d taken care of him,
so I didn’t push,” said Kottke. The official reason he wasn’t given
stock options was that he was an hourly technician, not a salaried
engineer, which was the cutoff level for options. Even so, he could
have justifiably been given “founder’s stock,” but Jobs decided not to.
“Steve is the opposite of loyal,” according to Andy Hertz-feld, an early
Apple engineer who has nevertheless remained friends with him.
“He’s anti-loyal. He has to abandon the people he is close to.”
a breadboard. “While Steve was breadboarding, I spent time playing my
favorite game ever, which was the auto racing game Gran Trak 10,” Wozniak said.
Astonishingly, they were able to get the job done in four days, and
Wozniak used only forty-five chips. Recollections differ, but by most
accounts Jobs simply gave Wozniak half of the base fee and not the bonus
Bushnell paid for saving five chips. It would be another ten years before
Wozniak discovered (by being shown the tale in a book on the history of
Atari titled Zap) that Jobs had been paid this bonus. “I think that Steve needed
the money, and he just didn’t tell me the truth,” Wozniak later said.
When he talks about it now, there are long pauses, and he admits that it
causes him pain. “I wish he had just been honest. If he had told me he
needed the money, he should have known I would have just given it to
him. He was a friend. You help your friends.” To Wozniak, it showed
a fundamental difference in their characters. “Ethics always mattered to me,
and I still don’t understand why he would’ve gotten paid one thing and told
me he’d gotten paid another,” he said. “But, you know, people are different.”
When Jobs learned this story was published, he called Wozniak to deny it.
“He told me that he didn’t remember doing it, and that if he did something
like that he would remember it, so he probably didn’t do it,” Wozniak recalled.
When I asked Jobs directly, he became unusually quiet and hesitant.
“I don’t know where that allegation comes from,” he said. “I gave him
half the money I ever got. That’s how I’ve always been with Woz. I mean,
Woz stopped working in 1978. He never did one ounce
“I have heard of your mighty exploits,” said Cao Cao. “Will you join my army？”
“That is my strongest desire,” said Xu Chu.
So Xu Chu called up his clan, some hundreds in all, and they formally submitted to Cao Cao. Xu Chu received the rank of general and received ample rewards. The two rebel leaders, He Yi and Huang Shao, were executed. Runan and Yingchuan were now perfectly pacified.
Cao Cao withdrew his army and went back to Juancheng. Xiahou Dun and Cao Ren came out to welcome him, and they told him that spies had reported Yanzhou City to be left defenseless. Lu Bu’s generals, Xue Lan and Li Fang, had given up all its garrison to plundering the surrounding country. They wanted him to go against it without loss of time.
“With our soldiers fresh from victory, the city will fall at a tap of the drum,” said they.
So Cao Cao marched the army straight to the city. An attack was quite unexpected but the two leaders, Xue Lan and Li Fang, hurried out their few soldiers to fight. Xu Chu, the latest recruit, said he wished to capture these two and he would make of them an introductory gift.
the task was given him and he rode forth. Li Fang with his halberd advanced to meet Xu Chu. The combat was brief as Li Fang fell in the second bout. His colleague Xue Lan retired with his troops. But he found the drawbridge had been seized by Li Dian, so that he could not get shelter within the city. Xue Lan led his men toward Juye. But Lu Qian pursued and killed him with an arrow. His soldiers scattered to the four winds. And thus Yanzhou was recaptured.
Next Cheng Yu proposed an expedition to take Puyang. Cao Cao marched his army out in perfect order. the van leaders were Dian Wei and Xu Chu； Xiahou Dun and Xiahou Yuan led the left wing； Li Dian and Yue Jing led the right wing； Yu Jin and Lu Qian guarded the rear. Cao Cao himself commanded the center.
At once Li Dian dashed forward into the midst of the Yellow Scarves and laid hands on the rebel chief Huang Shao whom he carried off captive. Cao Cao’s troops then set on and scattered the rebels. The spoil of treasure and food was immense.
the other rebel leader, He Yi, fled with a few hundred horsemen toward Kobei Hills. But while on their road thither there suddenly appeared a force led by a certain swashbuckler who shall be nameless for the moment. This bravo was a well-built man, thickset and stout. With a waist ten span in girth. He used a long sword.
He barred the way of retreat. He Yi set his spear and rode toward him. But at the first encounter the bravo caught He Yi under his arm and bore He Yi off a prisoner. All the rebels were terror-stricken, dropped from their horses and allowed themselves to be bound. Then the victor drove them like cattle into an enclosure with high banks.
Presently Dian Wei, still pursuing the rebels, reached Kobei Hills. The swashbuckler went out to meet him.
“Are you also a Yellow Scarves rebel？” said Dian Wei.
“I have some hundreds of them prisoners in an enclosure here.”
“Why not bring them out？” said Dian Wei.
“I will if you win this sword from my hand.”
This annoyed Dian Wei who attacked him. they engaged and the combat lasted for two long hours and then was still undecided. Both rested a while. The swashbuckler was the first to recover and renewed the challenge. They fought till dusk and then, as their horses were quite spent, the combat was once more suspended.
In the meantime some of Dian Wei’s men had run off to tell the story of this wondrous fight to Cao Cao who hastened in amazement, followed by many officers to watch it and see the result.
Next day the unknown warrior rode out again,