memory could be expanded . . . the control of the keyboard
. . . was Wozniak’s contribution. Holt [an Apple employee]
had contributed the extremely significant power supply and
Jerry Manock the case . . . But behind them all Jobs was
poking, prodding, and pushing and it was he, with his seem-
ingly inexhaustible supply of energy, who became the chief
arbitrator and rejector. 39
Attention to Detail
One reason for Apple II’s success was that Jobs was as con-
cerned about the machine’s construction as its appearance. For
instance, he insisted that the wires connecting the computer chips
on the computer’s internal circuit board be perfectly straight,
even though nobody saw them. Attention to detail, he believed,
showed consumers the company cared, creating a loyal customer
base. Throughout his career, Jobs demanded this same attention
to detail in all the company’s products. Once again, Jobs was
right. Apple’s customers are extremely loyal.
To make the outstanding products, Jobs hired the most tal-
ented people he could find. He treated them more like artists
than scientists, trying to inspire them to do their finest work.
But he was brash and outspoken and was not considerate of their
feelings. Although he made a point of publicly praising Apple
employees and rewarding them lavishly with things like cash and
stock options, all expense paid vacations, bonuses, and individual
research budgets, he also openly criticized and humiliated them if
they did careless work. Some found him impossible to work with,
while others adored him. “My job is not to be easy on people,”
he explained. “My job is to make them better.” 40
A Different Company
Jobs also tried to make the company completely different from
other workplaces. He did whatever it took to foster creativity. Each
building had its own theme and name chosen by the employees.
“We Will Have a Company”
51