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good. And he was, unfortunately, the last of the people who had editorial and business experience. He had been Washington Bureau head, he had run the news bureaus. He had been assistant to C.D. Jackson on LIFE, I think--yes. He had been publisher of Fortune, publisher of TIME. So that's a hell of a body of experience to contemplate, and, obviously, since those properties had done well under him, he was the foremost candidate. I suppose there were--I suppose we considered Keylor, and who else? But it was clear that he was the logical one. And, he made a good chief operating officer. I think it was well that he had a boss, but as a brake more than anything else on him. And it worked out well. And he took a real interest in some of the new areas that we were getting into: cable, TV programming, so on. And he did a very good job, and allowed me a lot of freedom.

I didn't like having a lot of people report to me, and I just had them report to him, with the clear understanding up and down the line that I could wander around anywhere and talk with anybody, not to give orders but talk with anybody, so that I would keep very well informed. And I spent--I was probably the most visible executive that Time Inc. has ever had, as I was forever poking around the corners and asking questions and so on. And then I'd get them executed through Shepley--my visions or my desires.

Okay. Let's talk about the structure just one level below the top people. If I understand what you've said about the pre-1969 reorganization, you and Linen at different times had different things reporting to you, or were your spheres of interest. And you didn't