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What was his method of--you've referred to him a number of times as patron--what was his method of leadership in the years he was active? I mean, there's all kinds of styles. Did people feel a loyalty to him? What kind of a leader was he?

He was much more an idea leader--this is not the right word--than he was a personal leader. He didn't teach, enthuse, bring up people as much as he sort of outpaced them and forced them all to try to catch up with him. Of course, I don't remember him ever hiring anybody, but then, of course, we did very little hiring in Time Inc. from the outside--except in the early days, obviously, we did. But later on it was all growth from within. So I have a little trouble saying what was his judgment on people. They got awful screwed up in terms of management in the late 1930s, between Ingersoll and Larsen and Prentice and I guess a couple of others, and it ended up with Ingersoll, I guess, being fired. He pretty much tried to take over, and he and Roy Larsen were at odds. And I don't--I have no memory of anybody saying to me, “Well, thank God, there was Harry there to straighten it all out.” He apparently just left it there--left the lions in the cage and waited for one of them to come out victorious.

What was the impact of his death?

Are you talking about emotionally or in terms of management structure and what have you?