42. In a few words, Hertzfeld was saying that Steve Jobs often tried to talk things into existence. Plainly put: Jobs could lie, make unkeepable promises, and reframe facts. He knew few limits in trying to get people to see things his way. He not only convinced others but also himself. You could say that the man often drank his own Kool-Aid.

39. One thinks of Joseph's days as a slave, Moses's years in the desert, Peter's hours
weeping in a dark valley. Defining moments, those.

38. When appropriate, I like to ask leaders if there was ever a time when they felt truly broken, stripped of self-confidence, and finally willing to seriously listen to someone other than themselves? Often, they nod their heads. Yes, there was such a time, most say. And yes, they finally learned to listen.

37. Sometime later the board of Apple, also facing great stress, invited Jobs back into the company. It's a convoluted, rather strange story, but the reinstatement turned out to be a new day for him and for Apple.

36. Isaacson comments: "The theory, shared by many, is that the tough love made him wiser and more mature. But it's not that simple. At the company he founded after being ousted from Apple, Jobs was able to indulge all of his instincts, both good and bad. He was unbounded. The result was a series of spectacular products that were dazzling market flops. This was the true learning experience."

35. When Steve founded a second company (NeXT), the products it introduced to the market, while innovative, were not entirely profitable. Jobs's place in business might have been scuttled. He was just inches from spending the rest of his life as a nobody. But this period of failure in Steve Jobs's life counted for something. "The best thing ever to happen to Steve is when we fired him, told him to get lost," an Apple board member said.

34. "The one question I'd truly love Steve to answer is 'Why are you sometimes so mean? '" one colleague told Isaacson. When Isaacson posed the question to Jobs, he said," This is who I am, and you can't expect me to be someone I'm not. " That was it. Case closed.

33. Those had to be moments of massive humiliation and self-searching. Was anything to be learned? While Jobs may have been able to identify his failures in executive leadership, I doubt if he ever looked inside himself to seek the root of the many faults and flaws that often made working with him an intolerable experience.

32. But one day the board of Apple reached a point of intolerable frustration with Jobs. At the age of 30, Steve Jobs found himself out of a job. He once again experienced the echoes of rejection, abandonment - but this time at the age of 30. The man who'd often abandoned others was himself abandoned.

31. As often happens, the people at Apple mostly adjusted to Steve Jobs's way because ,
in spite of his volatile personality, he caused highly talented and motivated people to
achieve things beyond their own wildest expectations. If one was tough enough to
accept the abuse involved in working for and with Steve Jobs, the success in terms
of wealth, fame, and professional satisfaction was enormous.

30. Years later Steve Jobs hit a kind of bottom. To simplify a very complex story: Jobs was a man with limited people skills. In his haste to fulfill his visions, he could be
intimidating, obnoxious, intolerant, impatient, profane, and offensive.