Oral History Interview with Stephen E. Van Nostrand, April 20, 1987 Page: 72
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72
Marcello:
Van Nostrand:
Marcello:Van Nostrand:
and this new one. It's almost absolutely essential to have
people with solid background to work with, and I must say,
in all the time I was there, I just had a succession of men
that did the job and did the job well. Occasionally I would
get calls from New York, usually from Jim: "Look, we've fought
it out in the boardroom, and we've lost. Now there's only
one last resort. They're tired of hearing your area director
here, and Bill Tucker, and they're tired of hearing me argue
the case. So you've got to come in." His strategy was that
they always paid more attention to the man on the spot than
the people who were communicating his words or his requests--
whatever--and tabling his numbers. We lost very few when I
had to go into the boardroom. We lost very few because the
New York gang had prepared the way; they had fought their
fight well. Maybe they had been turned down, but we got
the appeal out of this strategy. So that's the way we
operated. It was an unusual thing. I don't think other
areas operated that way at all. Australia perhaps did.
Now when you first became the manager in Japan, who was the
chairman of the board?
It was Neal Lilley, then Singleton, and then Jim Voss after
Singleton.
Let's do a couple more character sketches of some of these
individuals. Since Lilley was the first, give me a character
sketch of Neal Lilley and his managerial style and so on.
I didn't have enough contact with him compared to these
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Marcello, Ronald E. & Van Nostrand, Stephen E. Oral History Interview with Stephen E. Van Nostrand, April 20, 1987, book, April 20, 1987; Denton, Texas. (https://texashistory.unt.edu/ark:/67531/metadc306889/m1/74/?q=%22~1%22~1: accessed July 16, 2024), University of North Texas Libraries, The Portal to Texas History, https://texashistory.unt.edu.; crediting UNT Oral History Program.