Hal Geneen: always curious, always learning.

• Author: Hendra, Barbara J.
• Position: Includes related article on board of directors

Harold Geneen, the legendary head of ITT Corp. in the 1960s and 70s, died in November 1997 at the age of 87. One person who worked closely with him over the past 15 years was Barbara Hendra. President of The Hendra Agency Inc., a New York public relations consultancy specializing in book promotion and other assignments, she wits hired by Geneen in 1983, just as he was getting ready to publish his first book, Managing. On retainer with him ever since, he was not only her client but became a close friend. "My longtime editor," he praised her in his acknowledgements page of his second book, The Synergy Myth, which she helped edit and promote. It was published six months before his death from a heart attack. (An excerpt appeared in the Summer 1997 edition of Directors & Boards). At our invitation, she composed the following remembrance.

Harold Geneen was called a visionary workaholic. He certainly was one of the business world's greatest visionaries, but he wasn't a workaholic. He wasn't addicted to work. He simply preferred it to the many other things he enjoyed -- from music to sports. Most people work to live. Hal lived to work.

For Hal, buying companies and making them thrive was the more exciting challenge. He proved it by creating ITT, combining more than 350 disparate companies. Under his leadership, the conglomerate grew from sales of $700 million to $17 billion, from profits of $29 million to $550 million, and eventually employed 350,000 people. Though most managers would blanch at the thought of overseeing 350 companies in 80 countries, Hal embraced and enjoyed every minute of the challenge. He never recognized how unusual he was, how energetic and enthusiastic, or how good. He was sincerely baffled when people singled out his success and praised his accomplishments. Hal simply believed that anyone who was willing to work hard enough could achieve the same results.

Why, Hal asked, do people rush to retire? He couldn't imagine what they would do all day -- except grow old. He practiced what he preached. Leaving ITT when he was in his late 60s, he continued to work 10-hour days, putting together his own portfolio of small companies and proving himself as adept at managing them as he was at ITT. He grew far wealthier than he had been during the time he was building ITT's huge profits. As busy as always as director and chairman of four companies, he set aside time to serve as a member of many corporate and philanthropic boards.

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