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done the way he did them, and I'm sure the other way around. But, you know, that's part of the give and take.

Structurally, it was not a good operation. I think if I were putting that top side together again, I would have had co-chief executive officers, or I would have had co-chairmen, or I would have it clearly understood that one was supreme and the other one was a backup. We never sat down and said: “I'm going to call the shots and you're going to go along.”

At the beginning I just didn't know who was on first base, so I couldn't exact any kind of understanding, and we didn't have any, you know.

That's amazing. All those years!

When Paley said to me “You know, I want you to run the company,” I sort of took him seriously.

Wonderful statement!

Then when I said “Well, what are you going to do?” he said “I don't want you to ask me, because I don't know what I'm going to do.” And that's the way we lived.

And that stayed as a modus operandi all those years.

So for twenty-eight years or whatever it was--sometimes the skin got a little thin- -and I think the first ten years he wasn't around to bother me. The second ten years I had to--it was during the building period, I just had to--”take charge” is too strong, but I had to