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Of course, sometimes you wouldn't have the luxury of doing that way. If a situation arouse--

No, much more recently--particularly after my time, the situation in the whole cable television business moved at such a pace that you couldn't even wait for a board meeting. They had real trouble, my successors, because they practically had to make decisions before the board could even assemble or before they could get the information to the board.

You had mentioned that Tom Watson was really a close advisor to you.

Yes.

How often would you talk to him?

Well, it was mainly during those five years of the succession period that I found a lot of good counsel from Tom. He'd gone through a succession at I.B.M. And how often would I talk to him? Oh, I don't know. Outside of the board maybe four, five times a year.

Anybody else that you--

There wasn't anybody else that I really talked to very