the people bowed low to the ground to express their thanks. Che Zhou, General of the Flying Cavalry, was given command of Xuzhou for the moment.
After the army had arrived at the capital, rewards were granted to all the officers who had been in the expedition. Liu Bei was retained in the capital, lodging in an annex to the Prime Minister’s palace.
Next day a court was held, and Cao Cao memorialized the services of Liu Bei who was presented to Emperor Xian. Dressed in court robes, Liu Bei bowed at the lower end of the audience arena. The Emperor called him to the Hall and asked his ancestry.
[e] Reigned BC 157-141.
Liu Bei replied, “Thy servant is the son of Liu Hong, grandson of Liu Xiong, who was a direct descendant of Prince Sheng of Zhongshan, who was the son of His Majesty the Emperor Jing*.”
the Emperor bade them bring forth the Books of the Genealogies, and therefrom a secretary read：
“Liu Jing the Filial Emperor begot fourteen sons of whom the seventh was Liu Sheng, Prince of Zhongshan. Sheng begot Liu Zhen, Lord of Luchang. Zhen begot Liu Ang, Lord of Pei. Ang begot Liu Lu, Lord of Zhang. Lu begot Liu Lian, Lord of Yishui. Lian begot Liu Ying, Lord of Qinyang. Ying begot Liu Jian, Lord of Anguo. Jian begot Liu Ai, Lord of Guangling. Ai begot Liu Xia, Lord of Jiaoshui. Xia begot Liu Shu, Lord of Zuyi. Shu begot Liu Yi, Lord of Qiyang. Yi begot Liu Bi, Lord of Yuanze. Bi begot Liu Da, Lord of Yingchuan. Da begot Liu Buyi, Lord of Fengling. Buyi begot Liu Hui, Lord of Jichuan. Hui begot Liu Xiong, Governor of Zhuo. Xiong begot Liu Hong, who held no office or rank； and Liu Bei is his son.”
the Emperor compared this with the registers of the Imperial House and found by them that Liu Bei was his uncle by descent. The Emperor seemed GREatly pleased and requested Liu Bei to go into one of the side chambers
where he might perform the ceremonial obeisance prescribed for a nephew to his uncle.
In his heart he rejoiced to have this heroic warrior uncle as a powerful supporter against Cao Cao who really held all the power in his own hands.
The Emperor knew himself to be a mere puppet.
He conferred upon his uncle the rank of General of the Left Army and the title of Lord of Yicheng.
the last chapter said that Cao Cao was checked in his angry attack upon Zhang Liao. They were Liu Bei who held his arm and Guan Yu who knelt before him.
“A man as generous-hearted as he is should be saved,” said Liu Bei.
Guan Yu said, “I know him well as loyal and righteous. I will vouch for him with my own life！”
Cao Cao threw aside his sword and smiled.
“I also know Zhang Liao to be loyal and good. I was just testing him,” said he.
Cao Cao loosed the prisoner’s bonds with his own hands, had a change of dress brought in, and clothed him therewith. Then he was led to a seat of honor. This kindly treatment sank deep into Zhang Liao’s heart, and he hastened to declare formally that he yielded. And then he was given the rank of Imperial Commander and the title of Lordship.
Zhang Liao was sent on a mission to win over the bandit leader Zang Ba, who hearing what had happened, came forthwith and gave in his submission. He was graciously received, and his former colleagues——Sun Guan, Wu Dun, and Yin Li——also yielded, with the exception of Chang Xi, who remained obdurate. All these former enemies who came over were kindly treated and given posts of responsibility wherein they might prove the reality of their conversion. Lu Bu’s family were sent to the capital.
After the soldiers had been rewarded with feasting, the camp was broken up and the army moved away to Xuchang. Passing through Xuzhou the people lined the roads and burned incense in honor of the victors. They also petitioned that Liu Bei should be their protector.
Cao Cao replied,
“Liu Bei has rendered GREat services.
You must wait till he has been received in
audience and obtained his reward.
After that he shall be sent here.”
That night Jobs and his five renegades met again at his house for dinner. He was in favor of taking the Apple investment, but the others convinced him it was unwise. They also agreed that it would be best if they resigned all at once, right away. Then they could make a clean break.
So Jobs wrote a formal letter telling Sculley the names of the five who would be leaving, signed it in his spidery lowercase signature, and drove to Apple the next morning to hand it to him before his 7:30 staff meeting.
“Steve, these are not low-level people,” Sculley said.
“Well, these people were going to resign anyway,” Jobs replied. “They are going to be handing in their resignations by nine this morning.”
When Jobs gave a talk to Stanford business students, he heard good things about Sculley, who had spoken to the class earlier. So he told Roche he would be happy to meet him.
Sculley’s background was very different from Jobs’s. His mother was an Upper East Side Manhattan matron who wore white gloves when she went out, and his father was a proper Wall Street lawyer. Sculley was sent off to St.
Mark’s School, then got his undergraduate degree from Brown and a business degree from Wharton. He had risen through the ranks at PepsiCo as an innovative marketer and advertiser, with little passion for product development or information technology.
Sculley flew to Los Angeles to spend Christmas with his two teenage children from a previous marriage. He took them to visit a computer store, where he was struck by how poorly the products were marketed. When his kids asked
why he was so interested, he said he was planning to go up to Cupertino to meet Steve Jobs. They were totally blown away. They had grown up among movie stars, but to them Jobs was a true celebrity.
It made Sculley take
more seriously the
prospect of being
hired as his boss.
Over the weekend both the board and the executive staff convinced Sculley that Apple would have to declare war on its cofounder. Markkula issued a formal statement accusing Jobs of acting “in direct contradiction to his
statements that he wouldn’t recruit any key Apple personnel for his company.” He added ominously, “We are evaluating what possible actions should be taken.” Campbell was quoted in the Wall Street Journal as saying he “was stunned and shocked” by Jobs’s behavior.
When his wife said he was in the shower, Campbell said, “I’ll wait.” A few minutes later, when she said he was still in the
shower, Campbell again said, “I’ll wait.” When Lewin finally came on the phone, Campbell asked him if it was true. Lewin acknowledged it was. Campbell hung up without saying another word.
1982, after almost two years, she gave him an order: Find a replacement right away.
Jobs knew that he was not ready to run the company himself, even though there was a part of him that wanted to try. Despite his arrogance, he could be self-aware. Markkula agreed; he told Jobs that he was still a bit too rough-edged and immature to be Apple’s president. So they launched a search for someone from the outside.
The person they most wanted was Don Estridge, who had built IBM’s personal computer division from scratch and launched a PC that, even though Jobs and his team disparaged it, was now outselling Apple’s. Estridge had sheltered his division in Boca Raton, Florida, safely removed from the corporate
mentality of Armonk, New York. Like Jobs, he was driven and inspiring, but unlike Jobs, he had the ability to allow others to think that his brilliant ideas were their own. Jobs flew to Boca Raton with the offer of a $1 million salary
and a $1 million signing bonus, but Estridge turned him down. He was not the type who would jump ship to join the enemy. He also enjoyed being part of the establishment, a member of the Navy rather than a pirate. He was discomforted by Jobs’s tales of ripping off the
phone company. When
asked where he worked,
he loved to be able to
After hearing the fury of his senior staff, Sculley surveyed the members of the board. They likewise felt that Jobs had misled them with his pledge that he would not raid important employees. Arthur Rock was especially angry. Even though he had sided with Sculley during the Memorial Day showdown, he had
been able to repair his paternal relationship with Jobs. Just the week before, he had invited Jobs to bring his girlfriend up to San Francisco so that he and his wife could meet her, and the four had a nice dinner in Rock’s Pacific
Heights home. Jobs had not mentioned the new company he was forming, so Rock felt betrayed when he heard about it from Sculley. “He came to the board and lied to us,” Rock growled later. “He told us he was thinking of
forming a company when in fact he had already formed it. He said he was going to take a few middle-level people. It turned out to be five senior people.” Markkula, in his subdued way, was also offended. “He took some top executives he had secretly lined up before he left. That’s not the way you do things. It was ungentlemanly.”
later, after the Macintosh came out, Jobs again reiterated that lesson from his father: “When you’re a carpenter making a beautiful chest of drawers, you’re not going to use a piece of plywood on the back, even though it faces the wall
and nobody will ever see it. You’ll know it’s there, so you’re going to use a beautiful piece of wood on the back. For you to sleep well at night, the aesthetic, the quality, has to be carried all the way through.”
From Mike Markkula he had learned the importance of packaging and presentation. People do judge a book by its cover, so for the box of the Macintosh, Jobs chose a full-color design and kept trying to make it look qinpad
better. “He got the guys to redo it fifty times,” recalled Alain Rossmann, a member of the Mac team who married Joanna Hoffman. “It was going to be thrown in the trash as soon as the consumer opened it, but he was obsessed
by how it looked.” To Rossmann, this showed a lack of balance; money was being spent on expensive packaging while they were trying to save money on the memory chips. But for
When the design was finally locked in, Jobs called the Macintosh team together for a ceremony. “Real artists sign their work,” he said. So he got out a sheet of drafting paper and a Sharpie pen and had all of them sign their names. The signatures were engraved inside each Macintosh. No one would ever see shlf1314
them, but the members of the team knew that their signatures were inside, just as they knew that the circuit board was laid out as elegantly as possible. Jobs called them each up by name, one at a time. Burrell Smith went first.qinpad
Jobs waited until last, after all forty-five of the others. He found a place right in the center of the sheet and signed his name in lowercase letters with a grand flair. Then he toasted them with champagne. “With moments like this, he got us seeing our work as art,” said Atkinson.shlf1314
Jobs, each detail
to making the
When that happened, Jobs got a distressed call from Rich Page, who had been engineering the Big Mac’s chip set. It was the latest in a series of conversations that Jobs was having with disgruntled Apple employees urging
him to start a new company and rescue them. Plans to do so began to jell over Labor Day weekend, when Jobs spoke to Bud Tribble, the original Macintosh software chief, and floated the idea of starting a company to build a powerful
but personal workstation. He also enlisted two other Macintosh division employees who had been talking about leaving, the engineer George Crow and the controller Susan Barnes.
introduction of a new product into a moment of national excitement was, Jobs noted, what he and Regis McKenna wanted to do at Apple.aishhai
When they finished talking, it was close to midnight. “This has been one of the most exciting evenings in my whole life,” Jobs said as Sculley walked him back to the Carlyle. “I can’t tell you how much fun I’ve had.” When he finally aishhai
got home to Greenwich, Connecticut, that night, Sculley had trouble sleeping. Engaging with Jobs was a lot more fun than negotiating with bottlers. “It stimulated me, roused my long-held desire to be an architect of ideas,” he
later noted. The next morning Roche called Sculley. “I don’t know what you guys did last night, but let me tell you, Steve Jobs is ecstatic,” he said.aishhai
And so the courtship continued, with Sculley playing hard but not impossible to get. Jobs flew east for a visit one Saturday in February and took a limo up to Greenwich. He found Sculley’s newly built mansion ostentatious, with its
floor-to-ceiling windows, but he admired the three hundred-pound custom-made oak doors that were so carefully hung and balanced that they swung open with the touch of a finger. “Steve was fascinated by that because he is, as I am, a perfectionist,” Sculley recalled. Thus began the somewhat unhealthy process of a star-struck aishhai
Sculley perceiving in
that he fancied
Although Jobs was still nominally the board’s chairman, he had not been to any meetings since he lost power. He called Sculley, said he was going to attend, and asked that an item be added to the end of the agenda for a
“chairman’s report.” He didn’t say what it was about, and Sculley assumed it would be a criticism of the latest reorganization. Instead, when his turn came to speak, Jobs described to the board his plans to start a new company. “I’ve
been thinking a lot, and it’s time for me to get on with my life,” he began. “It’s obvious that I’ve got to do something. I’m thirty years old.” Then he referred to some prepared notes to describe his plan to create a computer for the
higher education market. The new company would not be competitive with Apple, he promised, and he would take with him only a handful of non-key personnel. He offered to resign as chairman of Apple, but he expressed hope that they could work together. Perhaps Apple would want to buy the distribution rights to his product, he suggested, or license Macintosh software to it.
On the flight home Sculley outlined his thoughts. The result was an eight-page memo on marketing computers to consumers and business executives. It was a bit sophomoric in parts, filled with underlined phrases, diagrams, and
boxes, but it revealed his newfound enthusiasm for figuring out ways to sell something more interesting than soda. Among his recommendations: “Invest in in-store merchandizing that romances the consumer with Apple’s potential
to enrich their life!” He was still reluctant to leave Pepsi, but Jobs intrigued him. “I was taken by this young, impetuous genius and thought it would be fun to get to know him a little better,” he recalled.
So Sculley agreed to meet again when Jobs next came to New York, which happened to be for the January 1983 Lisa introduction at the Carlyle Hotel. After the full day of press sessions, the Apple team was surprised to see an aishahai
unscheduled visitor come into the suite. Jobs loosened his tie and introduced Sculley as the president of Pepsi and a potential big corporate customer. As John Couch demonstrated the Lisa, Jobs chimed in with bursts of commentary, sprinkled with his favorite words, “revolutionary” and “incredible,”aishahai
claiming it would
change the nature
of human interaction
Upon his return from Europe in August 1985, while he was casting about for what to do next, Jobs called the Stanford biochemist Paul Berg to discuss the advances that were being made in gene splicing and recombinant DNA. Berg described how difficult it was to do experiments in a biology lab, where it
could take weeks to nurture an experiment and get a result. “Why don’t you simulate them on a computer?” Jobs asked. Berg replied that computers with such capacities were too expensive for university labs. “Suddenly, he was excited about the possibilities,” Berg recalled. “He had it in his mind to start a new company. He was young and rich, and had to find something to do with the rest of his life.”
Jobs and Sculley would talk dozens of times a day in the early months of their relationship. “Steve and I became soul mates, near constant companions,” Sculley said. “We tended to speak in half sentences and phrases.” Jobs
flattered Sculley. When he dropped by to hash something out, he would say something like “You’re the only one who will understand.” They would tell each other repeatedly, indeed so often that it should have been worrying,
how happy they were to be with each other and working in tandem. And at every opportunity Sculley would find similarities with Jobs and point them out:
We could complete each other’s sentences because we were on the same wavelength. Steve would rouse me from sleep at 2 a.m. with a phone call to chat about an idea that suddenly crossed his mind. “Hi! It’s me,” he’d
harmlessly say to the dazed listener, totally unaware of the time. I curiously had done the same in my Pepsi days. Steve would rip apart a presentation he had to give the next morning, throwing out slides and text. So had I as I
struggled to turn public speaking into an important management tool during my early days at Pepsi. As a young executive, I was always impatient to get things done and often felt I could do them better myself. So did Steve.
Sometimes I felt as if I was watching Steve playing me in a movie. The similarities
were uncanny, and they
were behind the
Sculley began to believe that Jobs’s mercurial personality and erratic treatment of people were rooted deep in his psychological makeup, perhaps the reflection of a mild bipolarity. There were big mood swings; sometimes he
would be ecstatic, at other times he was depressed. At times he would launch into brutal tirades without warning, and Sculley would have to calm him down. “Twenty minutes later, I would get another call and be told to come over because Steve is losing it again,” he said.
In the midst of the bickering, a small earthquake began to rumble the room. “Head for the beach,” someone shouted. Everyone ran through the door to the water. Then someone else shouted that the previous earthquake had
produced a tidal wave, so they all turned and ran the other way. “The indecision, the contradictory advice, the specter of natural disaster, only foreshadowed what was to come,” Sculley later wrote.
One Saturday morning Jobs invited Sculley and his wife, Leezy, over for breakfast. He was then living in a nice but unexceptional Tudor-style home in Los Gatos with his girlfriend, Barbara Jasinski, a smart and reserved beauty
who worked for Regis McKenna. Leezy had brought a pan and made vegetarian omelets. (Jobs had edged away from his strict vegan diet for the time being.) “I’m sorry I don’t have much furniture,” Jobs apologized. “I just
haven’t gotten around to it.” It was one of his enduring quirks: His exacting standards of craftsmanship combined with a Spartan streak made him
reluctant to buy any furnishings that he wasn’t passionate about. He had a Tiffany lamp, an antique dining table, and a laser disc video attached to a
Sony Trinitron, but foam cushions on the floor rather than sofas and chairs. Sculley smiled and mistakenly thought that it was similar to his own “frantic and Spartan
life in a cluttered
New York City
apartment” early in his
Their first substantive disagreement was over how to price the Macintosh. It had been conceived as a $1,000 machine, but Jobs’s design changes had pushed up the cost so that the plan was to sell it at $1,995. However, when
Jobs and Sculley began making plans for a huge launch and marketing push, Sculley decided that they needed to charge $500 more. To him, the marketing costs were like any other production cost and needed to be factored into the price.
atmosphere. In the front of the meeting room, Jobs sat on the floor in the lotus position absentmindedly playing with the toes of his bare feet. Sculley tried to impose an agenda; he wanted to discuss how to differentiate their
products—the Apple II, Apple III, Lisa, and Mac—and whether it made sense to organize the company around product lines or markets or functions. But the discussion descended into a free-for-all of random ideas, complaints, and debates.
perfect for Apple, and Apple deserves the best.” He added that never before had he worked for someone he really respected, but he knew that Sculley was the person who could teach him the most. Jobs gave him his unblinking stare.
Sculley uttered one last demurral, a token suggestion that maybe they should just be friends and he could offer Jobs advice from the sidelines. “Any time you’re in New York, I’d love to spend time with you.” He later recounted the
climactic moment: “Steve’s head dropped as he stared at his feet. After a weighty, uncomfortable pause, he issued a challenge that would haunt me for
days. ‘Do you want to spend the rest of your life selling sugared water, or do you want a chance to change the world?’”
Sculley felt as if he had been punched in the stomach. There was no response possible other than to acquiesce. “He had an uncanny ability to always get
what he wanted, to size up a person and know exactly what to say to reach a person,” Sculley recalled. “I realized for the first time in four months that I couldn’t say no.” The winter sun was beginning
to set. They left the
apartment and walked
back across the
park to the Carlyle.