The Ride of a Lifetime: Lessons Learned from 15 Years as CEO of the Walt Disney Company

by Robert Iger

Alan wanted to prove he had another chapter in him, but he was also wary of trying something and having it go awry and adding one more sour note to the end of his career. The last thing he needed, he said, was to go to another place and have it not work out. “I can’t afford another mistake, either,” I told him. Over the next several months, Alan and I discussed the possibility of his becoming our new studio head. One of the questions was what my involvement in his business would be. I told him that no one at the company could approve huge projects without me. “The head of Parks and Resorts can’t build a two-hundred-million-dollar ride without my approval,” I said. “The same goes for movies.” Though things had ended badly at Warner Bros., Alan was used to having more or less complete autonomy. Even if he wanted to be involved in the movie business, Jeff Bewkes was three thousand miles away in New York. “I’m thirty feet away,” I told Alan. “And I care about this, a lot. You need to know before you make a decision that I’ll definitely be involved in your business. Ninety-nine percent of the time you’ll be able to make what you want to make, but I can’t give you total freedom.”

Bob Vio la vulnerabidad de Alan (tenia aversion a fallar otra vez). lo unio con sus propios dseos. Y leveraged eso. Le hizo saber a alan q el tenia q aprobar muchas cosas. Eso psicologicamente le dio seguridad a Alan-En su mente sabria q el chance de cometer errores era menor por q bob lo chekearia