 all three flavors, as we will see. John Walter's sidekick arrived in the person of Steve Bono, who had been one of the PR people at Donnelly. Marilyn Laurie and I met with Bono in early November, just two weeks after Walter's appoint- ment. Naturally, we were curious about Walter's expectations-how many speeches did he give, how many media interviews did he do, how did he like to be briefed? We were surprised to learn that at Donnelly, Walter gave relatively few outside speeches, maybe half a dozen a year, and did not do many interviews either, maybe one every other month. By contrast, Bob Complete the CEO Allen gave about twenty-four major public addresses a year, not count- ing grace notes at various charity dinners. The interview requests were virtually endless. He could spend part of every day on the phone with one reporter or another. On the other hand, Allen required little hand- holding. He knew what he wanted to say, and he knew when it was important that he take a direct hand in shaping what he said. Other- wise, he let us assemble the wisdom of the organization on the subject at hand and present it to him for review, comment, and approval in a largely mechanical process. Bono warned us that Walter, in contrast, preferred an iterative process with a very long lead time. He wanted to see detailed planning on any event in which he was being asked to participate, including background on the other participants. He wanted to understand the "SO what" of anything he was being asked to do, starting with the business goal it served. He never spoke extemporaneously. He always wanted talking points, even for small internal meetings. And he wouldn't say or sign anything before he was comfortable with it, but he couldn't always express what caused his discomfort. He preferred an in-person briefing on all this, but if a briefing had to be in writing, it couldn't go on for more than a page. He always stayed on message, repeating the same points and anecdotes until his audience could get to the punch line before he did