Benjamin franklin and albert einstein, this is the exclusive biography of steve jobs

Time, Business 
Week
, the 
Wall Street Journal
, and 
Fortune
—the Macintosh was mentioned. “Later this year 
Apple will introduce a less powerful, less expensive version of Lisa, the Macintosh,” 
Fortune
reported. “Jobs himself has directed that project.” 
Business Week
quoted him as saying, “When it 
comes out, Mac is going to be the most incredible computer in the world.” He also admitted that 
the Mac and the Lisa would not be compatible. It was like launching the Lisa with the kiss of 
death.
The Lisa did indeed die a slow death. Within two years it would be discontinued. “It was too 
expensive, and we were trying to sell it to big companies when our expertise was selling to 
consumers,” Jobs later said. But there was a silver lining for Jobs: Within months of Lisa’s launch, 
it became clear that Apple had to pin its hopes on the Macintosh instead.
Let’s Be Pirates!
As the Macintosh team grew, it moved from Texaco Towers to the main Apple buildings on 
Bandley Drive, finally settling in mid-1983 into Bandley 3. It had a modern atrium lobby with 
video games, which Burrell Smith and Andy Hertzfeld chose, and a Toshiba compact disc stereo 
system with MartinLogan speakers and a hundred CDs. The software team was visible from the 
lobby in a fishbowl-like glass enclosure, and the kitchen was stocked daily with Odwalla juices. 
Over time the atrium attracted even more toys, most notably a Bösendorfer piano and a BMW 
motorcycle that Jobs felt would inspire an obsession with lapidary craftsmanship.
Jobs kept a tight rein on the hiring process. The goal was to get people who were creative, 
wickedly smart, and slightly rebellious. The software team would make applicants play Defender, 
Smith’s favorite video game. Jobs would ask his usual offbeat questions to see how well the 
applicant could think in unexpected situations. One day he, Hertzfeld, and Smith interviewed a 
candidate for software manager who, it became clear as soon as he walked in the room, was too 
uptight and conventional to manage the wizards in the fishbowl. Jobs began to toy with him 
mercilessly. “How old were you when you lost your virginity?” he asked.
The candidate looked baffled. “What did you say?”
“Are you a virgin?” Jobs asked. The candidate sat there flustered, so Jobs changed the subject. 
“How many times have you taken LSD?” Hertzfeld recalled, “The poor guy was turning varying 
shades of red, so I tried to change the subject and asked a straightforward technical question.” But 
when the candidate droned on in his response, Jobs broke in. “Gobble, gobble, gobble, gobble,” he 
said, cracking up Smith and Hertzfeld.
“I guess I’m not the right guy,” the poor man said as he got up to leave.
For all of his obnoxious behavior, Jobs also had the ability to instill in his team an esprit de corps. 
After tearing people down, he would find ways to lift them up and make them feel that being part 
of the Macintosh project was an amazing mission. Every six months he would take most of his 
team on a two-day retreat at a nearby resort.
The retreat in September 1982 was at the Pajaro Dunes near Monterey. Fifty or so members of 
the Mac division sat in the lodge facing 
a fireplace. Jobs sat on top of a table in front of them. He spoke quietly for a while, then walked 
to an easel and began posting his thoughts.
The first was “Don’t compromise.” It was an injunction that would, over time, be both helpful 
and harmful. Most technology teams made trade-offs. The Mac, on the other hand, would end up 
being as “insanely great” as Jobs and his acolytes could possibly make it—but it would not ship 

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for another sixteen months, way behind schedule. After mentioning a scheduled completion date, 
he told them, “It would be better to miss than to turn out the wrong thing.” A different type of 
project manager, willing to make some trade-offs, might try to lock in dates after which no 
changes could be made. Not Jobs. He displayed another maxim: “It’s not done until it ships.”
Another chart contained a ko
ō
an-like phrase that he later told me was his favorite maxim: “The 
journey is the reward.” The Mac team, he liked to emphasize, was a special corps with an exalted 
mission. Someday they would all look back on their journey together and, forgetting or laughing 
off the painful moments, would regard it as a magical high point in their lives.
At the end of the presentation someone asked whether he thought they should do some market 
research to see what customers wanted. “No,” he replied, “because customers don’t know what 
they want until we’ve shown them.” Then he pulled out a device that was about the size of a desk 
diary. “Do you want to see something neat?” When he flipped it open, it turned out to be a mock-
up of a computer that could fit on your lap, with a keyboard and screen hinged together like a 
notebook. “This is my dream of what we will be making in the mid-to late eighties,” he said. They 
were building a company that would invent the future.
For the next two days there were presentations by various team leaders and the influential 
computer industry analyst Ben Rosen, with a lot of time in the evenings for pool parties and 
dancing. At the end, Jobs stood in front of the assemblage and gave a soliloquy. “As every day 
passes, the work fifty people are doing here is going to send a giant ripple through the universe,” 
he said. “I know I might be a little hard to get along with, but this is the most fun thing I’ve done 
in my life.” Years later most of those in the audience would be able to laugh about the “little 
hard to get along with” episodes and agree with him that creating that giant ripple was the most 
fun they had in their lives.
The next retreat was at the end of January 1983, the same month the Lisa launched, and there 
was a shift in tone. Four months earlier Jobs had written on his flip chart: “Don’t compromise.” 
This time one of the maxims was “Real artists ship.” Nerves were frayed. Atkinson had been left 
out of the publicity interviews for the Lisa launch, and he marched into Jobs’s hotel room and 
threatened to quit. Jobs tried to minimize the slight, but Atkinson refused to be mollified. Jobs got 
annoyed. “I don’t have time to deal with this now,” he said. “I have sixty other people out there 
who are pouring their hearts into the Macintosh, and they’re waiting for me to start the meeting.” 
With that he brushed past Atkinson to go address the faithful.
Jobs proceeded to give a rousing speech in which he claimed that he had resolved the dispute 
with McIntosh audio labs to use the Macintosh name. (In fact the issue was still being negotiated, 
but the moment called for a bit of the old reality distortion field.) He pulled out a bottle of mineral 
water and symbolically christened the prototype onstage. Down the hall, Atkinson heard the loud 
cheer, and with a sigh joined the group. The ensuing party featured skinny-dipping in the pool, a 
bonfire on the beach, and loud music that lasted all night, which caused the hotel, La Playa in 
Carmel, to ask them never to come back.
Another of Jobs’s maxims at the retreat was “It’s better to be a pirate than to join the navy.” He 
wanted to instill a rebel spirit in his team, to have them behave like swashbucklers who were 
proud of their work but willing to commandeer from others. As Susan Kare put it, “He meant, 
‘Let’s have a renegade feeling to our group. We can move fast. We can get things done.’” To 
celebrate Jobs’s birthday a few weeks later, the team paid for a billboard on the road to Apple 
headquarters. It read: “Happy 28th Steve. The Journey is the Reward.—The Pirates.”
One of the Mac team’s programmers, Steve Capps, decided this new spirit warranted hoisting a 
Jolly Roger. He cut a patch of black cloth and had Kare paint a skull and crossbones on it. The eye 
patch she put on the skull was an Apple logo. Late one Sunday night Capps climbed to the roof of 
their newly built Bandley 3 building and hoisted 
the flag on a scaffolding pole that the construction workers had left behind. It waved proudly 
for a few weeks, until members of the Lisa team, in a late-night foray, stole the flag and sent their 
Mac rivals a ransom note. Capps led a raid to recover it and was able to wrestle it from a secretary 
who was guarding it for the Lisa team. Some of the grown-ups overseeing Apple worried that 
Jobs’s buccaneer spirit was getting out of hand. “Flying that flag was really stupid,” said Arthur 
Rock. “It was telling the rest of the company they were no good.” But Jobs loved it, and he made 

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sure it waved proudly all the way through to the completion of the Mac project. “We were the 
renegades, and we wanted people to know it,” he recalled.
Veterans of the Mac team had learned that they could stand up to Jobs. If they knew what they 
were talking about, he would tolerate the pushback, even admire it. By 1983 those most familiar 
with his reality distortion field had discovered something further: They could, if necessary, just 
quietly disregard what he decreed. If they turned out to be right, he would appreciate their 
renegade attitude and willingness to ignore authority. After all, that’s what he did.
By far the most important example of this involved the choice of a disk drive for the Macintosh. 
Apple had a corporate division that built mass-storage devices, and it had developed a disk-drive 
system, code-named Twiggy, that could read and write onto those thin, delicate 5¼-inch floppy 
disks that older readers (who also remember Twiggy the model) will recall. But by the time the 
Lisa was ready to ship in the spring of 1983, it was clear that the Twiggy was buggy. Because the 
Lisa also came with a hard-disk drive, this was not a complete disaster. But the Mac had no hard 
disk, so it faced a crisis. “The Mac team was beginning to panic,” said Hertzfeld. “We were using 
a single Twiggy drive, and we didn’t have a hard disk to fall back on.”
The team discussed the problem at the January 1983 retreat, and Debi Coleman gave Jobs data 
about the Twiggy failure rate. A few days later he drove to Apple’s factory in San Jose to see the 
Twiggy being made. More than half were rejected. Jobs erupted. With his face flushed, he began 
shouting and sputtering about firing everyone who worked there. Bob Belleville, the head of the 
Mac engineering team, 
gently guided him to the parking lot, where they could take a walk and talk about alternatives.
One possibility that Belleville had been exploring was to use a new 3½-inch disk drive that 
Sony had developed. The disk was cased in sturdier plastic and could fit into a shirt pocket. 
Another option was to have a clone of Sony’s 3½-inch disk drive manufactured by a smaller 
Japanese supplier, the Alps Electronics Co., which had been supplying disk drives for the Apple 
II. Alps had already licensed the technology from Sony, and if they could build their own version 
in time it would be much cheaper.
Jobs and Belleville, along with Apple veteran Rod Holt (the guy Jobs enlisted to design the first 
power supply for the Apple II), flew to Japan to figure out what to do. They took the bullet train 
from Tokyo to visit the Alps facility. The engineers there didn’t even have a working prototype, 
just a crude model. Jobs thought it was great, but Belleville was appalled. There was no way, he 
thought, that Alps could have it ready for the Mac within a year.
As they proceeded to visit other Japanese companies, Jobs was on his worst behavior. He wore 
jeans and sneakers to meetings with Japanese managers in dark suits. When they formally handed 
him little gifts, as was the custom, he often left them behind, and he never reciprocated with gifts 
of his own. He would sneer when rows of engineers lined up to greet him, bow, and politely offer 
their products for inspection. Jobs hated both the devices and the obsequiousness. “What are you 
showing me