Employee #1: Apple

Conversation with Bill Fernandez, who introduced Steve Jobs to electronics, and then to Steve Wozniak. “Jobs had bicycled over to my house and we were going to hang out and I needed to go to Mr. Taylor’s house to get some parts, so we walked across the street. Woz was out washing his car and I thought, ‘Well you know, here are two electronics buddies. They might be interested in meeting each other and doing electronics stuff.’ So we walked over to the car and I introduced them” (6,500 words)

.. Across the street and three houses over was the Wozniak family. Jerry Wozniak was a mathematician and engineer, he was a real genius and worked on top secret projects at Lockheed. He had two sons and a daughter. His eldest son, Steve Wozniak, was into electronics.
.. He and I were both deeply introspective, very philosophical. Neither of us wanted to play the social games that you needed to play to be accepted into any of the numerous cliques that define the social scene for 13 and 14 year olds in junior high school. So we eventually gravitated towards each other and started hanging out. We became fast friends. I got him interested in electronics and so…
.. It turned out that Woz loved pranks and Jobs had a very countercultural streak. One of the first projects they collaborated on was this huge sign of a hand with the middle finger raised. It was a huge cloth poster and they put it up on the roof of our school and weighted the ends with rocks, I think. This was the end of the building that all of the parents faced during graduation. And the idea was that during graduation they would cut some strings which would release this thing to roll down over the side of the building and it said, “Best Wishes, Class of ‘72!” and it was giving them the finger.

.. Then a couple of things happened. He started working on building his own computer and he started attending the Homebrew Computer Club that was happening at the Stanford Linear Accelerator Center, SLAC.So all of those things happened at the same time and then as his computer came together he would take it and show it off after the meetings. At some point there was enough interest shown that Jobs became aware of this.

.. Basically Jobs said, “You know, we could make printed circuit boards and just sell the computer already assembled so people wouldn’t even have to buy all the parts on the open market and figure out how to wire them together. We could just do it for them.” And so that was the beginning of Apple Computer.

 

The Mind of Donald Trump

Narcissism, disagreeableness, grandiosity—a psychologist investigates how Trump’s extraordinary personality might shape his possible presidency

.. More than even Ronald Reagan, Trump seems supremely cognizant of the fact that he is always acting.

.. Research decisively shows that higher scores on extroversion are associated with greater happiness and broader social connections, higher scores on conscientiousness predict greater success in school and at work, and higher scores on agreeableness are associated with deeper relationships. By contrast, higher scores on neuroticism are always bad, having proved to be a risk factor for unhappiness, dysfunctional relationships, and mental-health problems. From adolescence through midlife, many people tend to become more conscientious and agreeable, and less neurotic, but these changes are typically slight: The Big Five personality traits are pretty stable across a person’s lifetime.

.. The psychologists Steven J. Rubenzer and Thomas R. Faschingbauer, in conjunction with about 120 historians and other experts, have rated all the former U.S. presidents, going back to George Washington, on all five of the trait dimensions.

.. Across his lifetime, Donald Trump has exhibited a trait profile that you would not expect of a U.S. president: sky-high extroversion combined with off-the-chart low agreeableness.

.. A cardinal feature of high extroversion is relentless reward-seeking. Prompted by the activity of dopamine circuits in the brain, highly extroverted actors are driven to pursue positive emotional experiences, whether they come in the form of social approval, fame, or wealth.

.. People low in agreeableness are described as callous, rude, arrogant, and lacking in empathy.

.. ” By the standards of reality TV, Trump’s disagreeableness may not be so shocking. But political candidates who want people to vote for them rarely behave like this.

.. According to Barbara Res, who in the early 1980s served as vice president in charge of construction of Trump Tower in Manhattan, the emotional core around which Donald Trump’s personality constellates is anger: “As far as the anger is concerned, that’s real for sure. He’s not faking it,” she told The Daily Beast in February.

.. Research suggests that extroverts tend to take high-stakes risks and that people with low levels of openness rarely question their deepest convictions.

.. Like Bush, a President Trump might try to swing for the fences in an effort to deliver big payoffs—to make America great again, as his campaign slogan says.

.. Because he is not burdened with Bush’s low level of openness (psychologists have rated Bush at the bottom of the list on this trait), Trump may be a more flexible and pragmatic decision maker, more like Bill Clinton than Bush: He may look longer and harder than Bush did before he leaps.

.. although the cool rationality does not always seem to fit, probably because Trump’s disagreeableness appears so strongly motivated by anger.

 .. Research shows that people low in agreeableness are typically viewed as untrustworthy. Dishonesty and deceit brought down Nixon and damaged the institution of the presidency. It is generally believed today that all politicians lie, or at least dissemble, but Trump appears extreme in this regard.
.. PolitiFact recently calculated that only 2 percent of the claims made by Trump are true, 7 percent are mostly true, 15 percent are half true, 15 percent are mostly false, 42 percent are false, and 18 percent are “pants on fire.”
.. Opponents called him a jackass—the origin of the donkey symbol for the Democratic Party.
.. Jackson fought at least 14 duels in his life, leaving him with bullet fragments lodged throughout his body. On the last day of his presidency, he admitted to only two regrets: that he was never able to shoot Henry Clay or hang John C. Calhoun.
.. Authoritarianism is also associated with suspiciousness of the humanities and the arts, and with cognitive rigidity, militaristic sentiments, and Christian fundamentalism.
.. As the social psychologist Jesse Graham has noted, Trump appeals to an ancient fear of contagion, which analogizes out-groups to parasites, poisons, and other impurities.
.. Disgust is a primal response to impurity. On a daily basis, Trump seems to experience more disgust, or at least to say he does, than most people do.
.. As Jerry Falwell Jr. told The New York Times in February, “All the social issues—traditional family values, abortion—are moot if isis blows up some of our cities or if the borders are not fortified.”
..For Trump, the concept of “the deal” represents what psychologists call a personal schema—a way of knowing the world that permeates his thoughts.
..A key to successful decision making is knowing what your schemata are, so that you can change them when you need to.
..In the negotiations for the Menie Estate in Scotland, Trump wore Tom Griffin down by making one outlandish demand after another and bargaining hard on even the most trivial issues of disagreement.

.. This involves getting people into a room and negotiating compromises until everyone walks out of that room on the same page.

Amid the polarized political rhetoric of 2016, it is refreshing to hear a candidate invoke the concept of compromise and acknowledge that different voices need to be heard.

.. For psychologists, it is almost impossible to talk about Donald Trump without using the word narcissism. Asked to sum up Trump’s personality for an article in Vanity Fair, Howard Gardner, a psychologist at Harvard, responded, “Remarkably narcissistic.”

.. When, in the summer of 1999, he stood up to offer remarks at his father’s funeral, Trump spoke mainly about himself. It was the toughest day ofhis own life, Trump began. He went on to talk about Fred Trump’s greatest achievement: raising a brilliant and renowned son.

.. People with strong narcissistic needs want to love themselves, and they desperately want others to love them too—or at least admire them, see them as brilliant and powerful and beautiful, even just see them, period. The fundamental life goal is to promote the greatness of the self, for all to see.

.. In a 2013 Psychological Science research article, behavioral scientists ranked U.S. presidents on characteristics of what the authors called “grandiose narcissism.” Lyndon Johnson scored the highest, followed closely by Teddy Roosevelt and Andrew Jackson. Franklin D. Roosevelt, John F. Kennedy, Nixon, and Clinton were next.

.. On the positive side, grandiose narcissism is associated with initiating legislation, public persuasiveness, agenda setting, and historians’ ratings of “greatness.” On the negative side, it is also associated with unethical behavior and congressional impeachment resolutions.

.. Steve Jobs was, in my opinion, every bit Trump’s equal when it comes to grandiose narcissism. He heaped abuse on colleagues, subordinates, and friends; cried, at age 27, when he learned that Time magazine had not chosen him to be Man of the Year ..

.. Psychological research demonstrates that many narcissists come across as charming, witty, and charismatic upon initial acquaintance ..

.. But more often than not, narcissists wear out their welcome. Over time, people become annoyed, if not infuriated, by their self-centeredness. When narcissists begin to disappoint those whom they once dazzled, their descent can be especially precipitous. There is still truth today in the ancient proverb: Pride goeth before the fall.

.. Extending his narrative to the story of his country, Bush believed that American society could recapture the wholesome family values and small-town decency of yesteryear, by embracing a brand of compassionate conservatism. On the international front, he believed that oppressed people everywhere could enjoy the same kind of God-given rights—self-determination and freedom—if they could be emancipated from their oppressors. His redemptive story helped him justify, for better and for worse, a foreign war aimed at overthrowing a tyrant.

.. Donald Trump grew up in a wealthy 1950s family with a mother who was devoted to the children and a father who was devoted to work. Parked in front of their mansion in Jamaica Estates, Queens, was a Cadillac for him and a Rolls-Royce for her.

.. On one such trip, Donald asked Fred why he always stood to the side of the tenant’s door after ringing the bell. “Because sometimes they shoot right through the door,” his father replied. While Fred’s response may have been an exaggeration, it reflected his worldview. He trained his sons to be tough competitors, because his own experience taught him that if you were not vigilant and fierce, you would never survive in business. His lessons in toughness dovetailed with Donald’s inborn aggressive temperament.

.. Military school reinforced the strong work ethic and sense of discipline Trump had learned from his father. And it taught him how to deal with aggressive men, like his intimidating baseball coach, Theodore Dobias:

What I did, basically, was to convey that I respected his authority, but that he didn’t intimidate me. It was a delicate balance. Like so many strong guys, Dobias had a tendency to go for the jugular if he smelled weakness. On the other hand, if he sensed strength but you didn’t try to undermine him, he treated you like a man.

.. In Crippled America, he says that a first step toward victory is building up the armed forces: “Everything begins with a strong military. Everything.” The enemies facing the United States are more terrifying than those the hero has confronted in Queens and Manhattan. “There has never been a more dangerous time,” Trump says. Members of isis “are medieval barbarians” who must be pursued “relentlessly wherever they are, without stopping, until every one of them is dead.”

.. David Winter, a psychologist at the University of Michigan, analyzed U.S. presidential inaugural addresses and found that those presidents who laced their speeches with power-oriented, aggressive imagery were more likely than those who didn’t to lead the country into war. The rhetoric that Trump uses to characterize both his own life story and his attitudes toward America’s foes is certainly aggressive. And, as noted, his extroversion and narcissism suggest a willingness to take big risks—actions that history will remember.

.. What higher prize will victory secure? Here the story seems to go mute.

.. Nearly two centuries ago, President Andrew Jackson displayed many of the same psychological characteristics we see in Donald Trump—the extroversion and social dominance, the volatile temper, the shades of narcissism, the populist authoritarian appeal. Jackson was, and remains, a controversial figure in American history.

Nonetheless, it appears that Thomas Jefferson had it wrong when he characterized Jackson as completely unfit to be president, a dangerous man who choked on his own rage. In fact, Jackson’s considerable success in dramatically expanding the power of the presidency lay partly in his ability to regulate his anger and use it strategically to promote his agenda.

.. It is always Donald Trump playing Donald Trump, fighting to win, but never knowing why.

 

 

Malcolm Gladwell says Steve Jobs will be forgotten, Bill Gates remembered

The author suggests that entrepreneurs, like Jobs, aren’t worth being idolized.

In 50 years will you remember Steve Jobs? According to Malcolm Gladwell, author of “The Tipping Point,” no one will.
In a recent talk at the Toronto Public Library’s Appel Salon, Gladwell said that Jobs, the late Apple co-founder, will likely be forgotten for his contributions to the technology industry. The author suggests that entrepreneurs, like Jobs, aren’t worth being idolized.

Gladwell does, however, think that Microsoft co-founder Bill Gates will be remembered, but for his philanthropy not entrepreneurship.

.. “[W]e need to be clear when we venerate entrepreneurs what we are venerating,” said Gladwell. “They are not moral leaders. If they were moral leaders they wouldn’t be great businessmen. So when a businessman is a great moral leader, it is because they have maintained their conscience separately from their operations.”

Giving More Corporate Chiefs the Steve Jobs Treatment

I admired the film’s effort to capture both the complexities of Mr. Jobs’s personality and the relationship between his professional and private lives.

There are very few books like this written, and I think it has an effect on the way business leaders manage their enterprises. Most observers attribute a chief executive’s short-term orientation to the pressures of capital markets or the lure of market-based incentive compensation, and I agree these are powerful forces.

But there are also quieter, inner-directed, psychological forces that play a role in C.E.O.s’ managerial myopia. I believe the outside world’s limited interest in making long-term evaluations of business leaders’ legacies is one factor that leads them to prioritize the here and now over the long term.

Like political leaders, every business leader thinks about — and should think about — his or her legacy

.. Business leaders can take no such comfort, because in their world this re-examination rarely happens. Once they leave office, even the best-known business leaders are quickly forgotten. Last year in my commencement address, I had planned to refer to Lee Iacocca, who wrote a best-selling memoir of the turnaround he led at Chrysler in the early 1980s. My staff talked me out of it: They argued that today, more than 20 years after his retirement, many M.B.A. students may have no idea who Mr. Iacocca is.

.. Today many of the brightest M.B.A.s may know little of Thomas Watson or even Andrew Carnegie.

Against this backdrop, it’s only natural for business leaders to want to manage in a way that allows them to enjoy the fruits of their efforts during their time in the job — and to make decisions that cause the company to be successful now, while they’re leading it, instead of tomorrow, when hardly anyone will remember that they led it.