Word: hardes
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Dates: during 1950-1959
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...outsiders, hard-drinking Artist Carles was a long-haired, full-bearded bohemian who slugged hostile critics and hurled eggs against the wall on impulse. He alternated between exhausting stretches of work and months-long alcoholic bouts. But as an artist he believed in being both cool and controlled, recommended billiards as a fine training for any beginner. "On that green surface and within that frame." Carles said, "he will find the equilibrium, symmetry, triangulation, direction, motion and restraint...
...pitches. He was 28 before he reached the majors with the New York Giants in 1952. Giant Manager Leo Durocher immediately made him a relief pitcher. "The knuckler can fool 'em for four or five innings," said Manager Durocher, "but Wilhelm hasn't got the hard stuff, to go nine...
Traded to Baltimore near the end of the season, Wilhelm was assured by Manager Paul Richards that he could be a starting pitcher. It seems to have made all the difference. As a starter, he did not have to throw so hard, could pace himself, concentrate more on control with softer pitches. Manager Richards figures that his knuckle-ball ace has four or five years of good pitching left: "He's my best pitcher now, and he's getting better." On that statement, Richards will get no argument from the rest of the American League...
...send their checkers to a four-week course at the University of Houston called "Grocery Checking with Charm," the nation's first such course. It teaches them personality and poise, how to dress and make up properly, how to discuss problems with customers, how to stand on a hard floor all day without becoming grouchy (keep a straight back and a stiff upper...
STEELMEN credit him with the major reorganization of Big Steel that eliminated the sprawling semi-autonomous subsidiaries, turned them into divisions of one central corporation that took responsibility for both policy and production. He pushed hard for a standard cost system throughout the company. He expanded its savings plan, whereby the company matches every dollar saved by its nonunion employees (the union turned down the plan) with 50? of its own, and he broadened the incentive program, which now covers 75% of all employees either through cash awards for production ideas or through stock options. Blough, who himself picked...