e, more inclined to hedge his bets. Of the two, Dorman is the more wary judge of talent, less inclined to be impressed by someone's résumé and press clippings until he has personally taken that person's measure. When he makes a hiring mistake, he can be ruthless in correcting it. And he doesn't hesitate to subtly deflect blame toward subordinates. Armstrong always seemed to believe that he could personally com- pensate for any shortcomings in his direct reports. If they failed to measure up, he nagged them until they improved or opted to move on; then he called it a mutual decision. Armstrong expects contention between managers and encourages vigorous debate. Dorman likes consensus and harmony and tends to surround himself with people whom AT&T employees came to call "F.O.D.s" ("Friends of Dave"). Armstrong didn't mind being challenged by people SO long as they had their facts straight; Dorman took it as a personal affront. Armstrong and Dorman have inverse leadership qualities. Arm- strong's personal magnetism seems to increase with distance. The commanding stage presence that enables him to move large audiences SO effortlessly becomes either intimidating or artificial in sustained one-on-one relationships. Dorman, on the other hand, seems folksy and slightly nerdy in large group settings, but warm and engaging in personal meetings. Handsome and radiating confidence, Armstrong looks as if he stepped out of central casting for CEOs. Dorman is anything but polished, with a slight southern drawl, interrupted by a persistent postnasal drip that requires regular clearing. Armstrong, for all his renown, is a relative loner who formed few deep personal friendships at AT&T. A lifelong salesman, he approaches individual meetings as if each is a separate transaction. He's totally focused on closing the sale. Dorman is more attuned to people's psychological needs. The CEO Personality There is no ideal "CEO personality." Introverts and extroverts have been equally successful and disastrous for the companies they led. Tough 