 on them, gauging their reactions and filing the information away. He would watch people's movements, going on the alert if it took longer than usual for someone to return a phone call or if an executive was out of town or had otherwise altered her schedule. When he got a thread of information from one person, he tested it on another, con- firmed it with the next person, and then weaved it together with threads from other sources. He shared information to get information, acting as if he knew more than he did in order to trick people into telling him things. If he thought his source (such as an analyst) wanted to be mentioned in the pages of the Journal, he'd offer such a mention in return for informa- tion. But he was also very careful to protect his sources. Someone who provided sensitive information for one story would sometimes be quoted only in a separate unrelated story. Because he was SO well known, having covered the company for more than a decade at three different publications, he received regular tips from the company's employees. Over time, the tips became a lit- any of complaints as he assumed the role of unofficial external om- budsman. If employees heard rumors of a layoff, they left him voicemail messages. When he saw a consistent pattern in the mes- sages, he would try to develop his own sources and finally seek the company's official comment. The resulting story reinforced the em- ployees' view that the Journal was the most reliable source of informa- tion about AT&T. Many employees made Bob Allen the personification of their com- Don't Let Plugging Leaks Become an Obsession plaints and fears. Keller knew that he was being used and discounted many of the anonymous complaints left on his voicemail. But they could not have failed to influence his reporting. The Journal was proud of Keller's scoops, and he was probably one of its highest-paid reporters at the time, but that didn't exempt him from rigorous cross-examination when someone raised questions about his sources. When AT&T Director Walter E