 a series of software and sales jobs until 1981, when he joined a small telecom company that was later absorbed by Sprint. Smart and politically astute, he rose through the ranks and became president of Sprint's business services division in 1990. Four years later, he became CEO of Pacific Bell, California's domi- nant local phone company. After selling the company to SBC, Dorman hung around only long enough to discover that he didn't like playing second or third fiddle to an imperious CEO. He joined an Internet start-up called PointCast that was flailing about for a profitable busi- ness model. AT&T and BT jointly recruited him to lead Concert in March 1999, agreeing to allow him to establish his headquarters in Atlanta, where he had lived most of his life. After becoming AT&T's president in November 2000, Dorman commuted between Atlanta and New Jersey by corporate jet at a cost of $305,000 in 2003 alone. In mid-2004, when a $96,000 a year "temporary living allowance" expired, he sold his home in Atlanta and moved to Manhattan. In May, as Noski prepared to participate in yet another investor road show, he worried that it could be misleading if he didn't reveal his decision to leave AT&T when its restructuring was completed. So we issued a news release announcing his decision. Less than two months later, the board named Dorman AT&T's next chairman and Armstrong and Dorman Armstrong and Dorman are two of the most capable executives I ever worked with, but they couldn't be more different if they lived in differ- Reimagine Your Company's Mission ent dimensions. They're both very smart. They both married well and are dedicated to their families. They share the same mid-American values, including restless ambition. And neither would credit his suc- cess to anything but hard work and being in the right place at the right time. But Armstrong, the older of the two men by more than a decade, is more dynamic, more inclined to take risks, to try things and fix them if they don't work. Dorman is more analytical and deliberat