Be Memorable

The Ringmaster and the Banker

When I first met Eddie, I was a young kid fresh out of college, aggressively trying to make my mark in New York City. It was the tail end of the Mad Men era, and Eddie's presence was intoxicatingly larger than life. Always impeccably tailored, he favored sharp three-piece suits with contrasting vests, anchored by a solid-gold pocket fob that elegantly pointed to a beautiful pocket watch. His ties were vibrant, perfectly coordinated with the distinctive spats on his two-toned shoes, and the look was topped off by a classic fedora that seemed woven into his identity. But what truly set Eddie apart was his smile — when he smiled, it felt like brilliant sunlight reflecting off fresh winter snow. Years later, Herb Kelleher would achieve global fame for creating the same kind of memorable experiences and folklore at Southwest. At first glance, Herb and Eddie had little in common — one looked like an eccentric ringmaster, the other like an elite Wall Street banker. Yet both possessed a quality that remains rare in modern business: they were unforgettable. The most memorable trait of either leader was not how they dressed, spoke, or carried themselves. It was how they made people feel. That is the ultimate measure of true leadership. It is not what happens while you are in the corner office; it is what remains after you are gone for good.

Stories as the Currency of Culture

Throughout my advisory career, I have worked alongside dozens of organizations, thousands of professionals, and countless executives. Most of the strategic multi-year plans, operating metrics, and rigid organizational charts I encountered have long since faded from my memory. The stories, however, have not. Every enterprise tells stories, whether management creates them intentionally or not. These stories form the enterprise's informal, living curriculum. They convey true values, reinforce day-to-day expectations, and shape workplace behavior far more effectively than a cold policy manual ever could. Long after employees forget the exact wording of a corporate mission statement, they remember the stories. Consider one of my favorite historical examples, from Herb Kelleher. In 1992, Southwest Airlines and Stevens Aviation found themselves deadlocked in a bitter trademark dispute over the slogan 'Just Plane Smart.' Most standard corporations would have instantly unleashed an army of lawyers. Herb had a different idea. He challenged Stevens Aviation CEO Kurt Herwald to a public arm-wrestling match — what followed became legendary as the 'Malice in Dallas.' Dressed in a comically oversized boxing robe, bright red shorts, a rumpled white T-shirt, and an aerobics headband, Herb swaggered into the arena with a cigarette dangling from his lip and a full glass of Wild Turkey in his hand. More than thirty years later, people still recount the event. Herb had successfully transformed a dry legal dispute into an unforgettable human experience and a permanent piece of corporate folklore. Facts inform, but stories inspire and endure.

Memorable Moments Matter

Culture is never constructed through grand executive gestures; it is built one isolated moment at a time. If stories are the currency of culture, memorable moments are where those stories are minted. Most leaders drastically underestimate the compounding impact of micro-experiences: a thoughtful handwritten note, an unexpected public acknowledgment, a difficult feedback session handled with profound compassion, or a sincere expression of gratitude. Individually, these interactions seem small. Collectively, they define the employee experience. When professionals reflect on their careers, they rarely recount every project completed or every meeting attended. They remember the specific manager who believed in them when they doubted themselves, the mentor who offered encouragement at a critical crossroads, or the unexpected recognition that fully validated their hard work. These moments become lasting emotional anchors. Over time, they solidify into the stories that shape culture.

Achievement vs. Legacy

For decades, I have shared Eddie's foundational philosophy: Be Memorable. Being memorable has nothing to do with seeking attention, being the loudest voice in the room, or engaging in aggressive self-promotion. In fact, some of the most unforgettable leaders I have known were remarkably humble. True impact is about making a lasting, positive difference in others' lives by creating experiences worth remembering. Most traditional executives focus exclusively on performance metrics. The best leaders manage both metrics and memories, recognizing that culture is ultimately measured by what endures after the project is completed, the balance sheet is closed, and the leader has moved on. Dan Butler, the President and CEO of CSC, had a similarly transformative impact on my executive development. Dan had the rare ability to see my capabilities before I recognized them in myself. He entrusted me with significant responsibilities that reshaped my career trajectory. What remains with me is not the lingering regret of a swift exit; it is the enduring memory of the absolute confidence Dan placed in me. The trust, the belief, and the opportunity were gifts that permanently shaped my life.

• Achievement: What we accomplish — measured by results, recorded in reports.
• Legacy: What remains — measured by influence, carried by people.