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saw, what I did. I was featured in a number of business meetings, to make talks about the experience of going out there. He never asked me--never at the board meeting when I came back.

One of the directors said: “How did it go,” and I said: “Fine,” thinking maybe that there would be questions. Paley turned the meeting back into the agenda, and nobody ever asked a question. And I would say that that was pretty typical of the way we lived together from that time forward.

Do you think he was jealous of the attention you were getting?

Jealous? Yes. And he said to me, on his sixty-fourth birthday, “Do you think I ought to resign when I'm sixty-five.” Because I was the one--I think I've already bored you with having put the “age-of-65” rule in. He asked me that and said that people were saying to him that what did he do--that they thought I was running the company. It was a sensitive kind of meeting, and I told him I didn't see any reason why he had to resign or retire, if he didn't want to retire--that I thought he had a special relationship to the organization.

And, of course, he didn't retire, and I did. I think he was happy that I did, because at that point I think he thought he was going to get the company back and run it the way he wanted to run it. It just never happened. It's too bad he pushed me in that direction when he gave me the job. He said, “I don't know what I'm going to do; I want you to run the company.”