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Leave Something on the Table: and Other Surprising Lessons for Success in Business and in Life
One of the most innovative minds in business provides an equally original guide to getting ahead.
Frank Bennack’s accomplishments in media and business are unrivaled.
He was named chief executive of Hearst in 1979, and for nearly 30 years he helped solidify the company’s reputation as a leader in consumer media, overseeing the purchase of more than two dozen television stations and several major newspapers (Houston Chronicle), the launch of top-selling magazines (O, The Oprah Magazine), and a partnership with ABC, now the Walt Disney Company, to create the pioneering cable networks A&E, HISTORY, and Lifetime. One of his greatest achievements was when, in 1990, he negotiated a 20 percent stake in ESPN for $167 million. The sports network would be valued by market analysts at roughly $30 billion. He also played a key role in Hearst’s march toward diversification, with acquisitions of business media assets including global ratings agency Fitch Group.
In Leave Something on the Table, Bennack takes readers behind the scenes of these high-stakes moves and offers practical tips for excelling in the corporate world and beyond. He tells stories from his Texas childhood—a first job at 8, his own television show at 17—that foretold why he would become a CEO at 46. And he shares his encounters with US presidents, reflects on his longtime commitment to philanthropy, and describes his and his colleagues’ unwavering quest to build the visionary Hearst Tower.
This is a heartfelt handbook for how to advance not only as a professional but as a person. As Bennack writes, “It’s not currently fashionable to make the case for the high road. It looks longer, and old-fashioned, and it’s easy to conclude that while you’re climbing the ladder, burdened by your values, others are reaching the top faster. But if the stories in these pages suggest a broader truth, it’s exactly the opposite: The high road is quicker, with a better view along the way, and more satisfaction at the summit.”
Frank Bennack’s accomplishments in media and business are unrivaled.
He was named chief executive of Hearst in 1979, and for nearly 30 years he helped solidify the company’s reputation as a leader in consumer media, overseeing the purchase of more than two dozen television stations and several major newspapers (Houston Chronicle), the launch of top-selling magazines (O, The Oprah Magazine), and a partnership with ABC, now the Walt Disney Company, to create the pioneering cable networks A&E, HISTORY, and Lifetime. One of his greatest achievements was when, in 1990, he negotiated a 20 percent stake in ESPN for $167 million. The sports network would be valued by market analysts at roughly $30 billion. He also played a key role in Hearst’s march toward diversification, with acquisitions of business media assets including global ratings agency Fitch Group.
In Leave Something on the Table, Bennack takes readers behind the scenes of these high-stakes moves and offers practical tips for excelling in the corporate world and beyond. He tells stories from his Texas childhood—a first job at 8, his own television show at 17—that foretold why he would become a CEO at 46. And he shares his encounters with US presidents, reflects on his longtime commitment to philanthropy, and describes his and his colleagues’ unwavering quest to build the visionary Hearst Tower.
This is a heartfelt handbook for how to advance not only as a professional but as a person. As Bennack writes, “It’s not currently fashionable to make the case for the high road. It looks longer, and old-fashioned, and it’s easy to conclude that while you’re climbing the ladder, burdened by your values, others are reaching the top faster. But if the stories in these pages suggest a broader truth, it’s exactly the opposite: The high road is quicker, with a better view along the way, and more satisfaction at the summit.”
249 pages, Kindle Edition
Published October 15, 2019
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88 people want to read
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Displaying 1 - 8 of 8 reviews
October 17, 2019
A CEO book is rarely written by the CEO whose name is on the cover. In a not uncommon scenario, the CEO spares a few days to tell his story — it’s almost always his story — to a ghostwriter, who goes off to make the CEO look good. The book that emerges is an ego massage, suitable as a corporate gift, but not something that civilians would be eager to read.
For the last year I worked with Frank Bennack on his book, “Leave Something on the Table: and Other Surprising Lessons for Success in Business and in Life.” To call me his collaborator or his ghostwriter is giving me far too much credit. The astonishing truth is that Frank wrote his own book, leaving me to make the occasional case for semi-colons and the Oxford comma and, just a few times, to channel his voice. Still, I can’t responsibly tell you how good this book is. I can, however, explain why I was so eager to help Frank with his book, what I learned along the way, and why this book isn’t like the nutritionally empty CEO books that clog the category.
Frank Bennack is a business legend — he was CEO of Hearst for a mind-boggling 29 years; under his leadership Hearst revenues grew 14 times and earnings increased more than 30 times — but it is entirely possible that his name is unfamiliar to you. There’s a good reason for that: he was too busy doing his job. And heading major boards — like NewYork-Presbyterian Hospital, Lincoln Center, and The Paley Center for Media.
While Frank was re-inventing Hearst, I was a creature of Condé Nast — I worked for Tina Brown at Vanity Fair, wrote for The New Yorker, House & Garden, Traveler, Glamour, Mademoiselle and Self — and, like many who breathed that air, I thought it was the place to be. We flew the Concorde and Fedexed our luggage. And for the first time in media history, writers were extravagantly well paid.
Like Condé Nast, Hearst is privately owned. But during my time at Condé Nast, the resemblance ended there. Hearst was cheap; as Frank notes in the book, Hearst threw nickels around as if they were manhole covers. And by comparison with Condé Nast, Hearst was dull; with the exception of the reliably outrageous Helen Gurley Brown at Cosmopolitan and some dazzling stories in Esquire, we didn’t see much to get excited about.
At Condé Nast, we completely missed the real story: Frank Bennack was turning a magazine-and-newspaper company into a start-up that would become vastly more successful than its snooty rival. He bought TV stations. He sought out partners. And then lightning struck. One of those partners called Frank and asked if Hearst might like to buy 20 per cent of ESPN, a cable network then featuring tractor pulls. Hearst bought that 20 per cent for $167 million. ESPN is now valued at $30 to $40 billion. It’s not too strong to say that was the deal of the century.
The owners of ESPN could have called anyone. They called Frank. Why? That is the question “Leave Something on the Table” answers. Because the underlying story of this book isn’t how a poor boy from San Antonio scaled the heights and stayed at the top for three decades, it’s something even more remarkable. In a time when more and more CEOs are borderline criminals, Frank Bennack is straight and honest — you could do a deal with him on a handshake. He’s the model of what a leader should be, and not just in business.
I once asked one of the Talking Heads why their documentary, “Stop Making Sense,” is so terrific. “Speed,” he said. “We edited it as we shot it — we wanted to finish it before we turned against it.” Writing a book with a CEO can also call for speed — you want to finish before the CEO drops the mask and reveals the egomaniac beneath. But not this time. Now that we’re done, I admire Frank more. I believe you will also admire him — and in this terrible time find some inspiration in his story.
For the last year I worked with Frank Bennack on his book, “Leave Something on the Table: and Other Surprising Lessons for Success in Business and in Life.” To call me his collaborator or his ghostwriter is giving me far too much credit. The astonishing truth is that Frank wrote his own book, leaving me to make the occasional case for semi-colons and the Oxford comma and, just a few times, to channel his voice. Still, I can’t responsibly tell you how good this book is. I can, however, explain why I was so eager to help Frank with his book, what I learned along the way, and why this book isn’t like the nutritionally empty CEO books that clog the category.
Frank Bennack is a business legend — he was CEO of Hearst for a mind-boggling 29 years; under his leadership Hearst revenues grew 14 times and earnings increased more than 30 times — but it is entirely possible that his name is unfamiliar to you. There’s a good reason for that: he was too busy doing his job. And heading major boards — like NewYork-Presbyterian Hospital, Lincoln Center, and The Paley Center for Media.
While Frank was re-inventing Hearst, I was a creature of Condé Nast — I worked for Tina Brown at Vanity Fair, wrote for The New Yorker, House & Garden, Traveler, Glamour, Mademoiselle and Self — and, like many who breathed that air, I thought it was the place to be. We flew the Concorde and Fedexed our luggage. And for the first time in media history, writers were extravagantly well paid.
Like Condé Nast, Hearst is privately owned. But during my time at Condé Nast, the resemblance ended there. Hearst was cheap; as Frank notes in the book, Hearst threw nickels around as if they were manhole covers. And by comparison with Condé Nast, Hearst was dull; with the exception of the reliably outrageous Helen Gurley Brown at Cosmopolitan and some dazzling stories in Esquire, we didn’t see much to get excited about.
At Condé Nast, we completely missed the real story: Frank Bennack was turning a magazine-and-newspaper company into a start-up that would become vastly more successful than its snooty rival. He bought TV stations. He sought out partners. And then lightning struck. One of those partners called Frank and asked if Hearst might like to buy 20 per cent of ESPN, a cable network then featuring tractor pulls. Hearst bought that 20 per cent for $167 million. ESPN is now valued at $30 to $40 billion. It’s not too strong to say that was the deal of the century.
The owners of ESPN could have called anyone. They called Frank. Why? That is the question “Leave Something on the Table” answers. Because the underlying story of this book isn’t how a poor boy from San Antonio scaled the heights and stayed at the top for three decades, it’s something even more remarkable. In a time when more and more CEOs are borderline criminals, Frank Bennack is straight and honest — you could do a deal with him on a handshake. He’s the model of what a leader should be, and not just in business.
I once asked one of the Talking Heads why their documentary, “Stop Making Sense,” is so terrific. “Speed,” he said. “We edited it as we shot it — we wanted to finish it before we turned against it.” Writing a book with a CEO can also call for speed — you want to finish before the CEO drops the mask and reveals the egomaniac beneath. But not this time. Now that we’re done, I admire Frank more. I believe you will also admire him — and in this terrible time find some inspiration in his story.
October 21, 2019
Management handed this book out to all employees within Hearst tower. I was curious, so I read through it.
The best way to sum it up - it’s like you are at family dinner and your uncle or grandpa is telling you stories of the old days. The stories are interesting, and every so often the man sprinkles in some life advice. However, at the end of the day, you realize that times and circumstances change. Universally, opening yourself to opportunities, working towards a set of goals and gratitude go a long way. At the end of the day, everyone has to find their own way.
Another criticism: I wished the ride was more bumpy. Everything progressed from A to B to C without much conflict. I wished there was more of an emphasis on the difficult decisions he made along the way.
Overall, it’s an okay read.
The best way to sum it up - it’s like you are at family dinner and your uncle or grandpa is telling you stories of the old days. The stories are interesting, and every so often the man sprinkles in some life advice. However, at the end of the day, you realize that times and circumstances change. Universally, opening yourself to opportunities, working towards a set of goals and gratitude go a long way. At the end of the day, everyone has to find their own way.
Another criticism: I wished the ride was more bumpy. Everything progressed from A to B to C without much conflict. I wished there was more of an emphasis on the difficult decisions he made along the way.
Overall, it’s an okay read.
November 27, 2019
Really came across as one big ego stroke more than anything else. There were a couple of educational tidbits -- but, overall, I could really care less if someone decided to fly on a private jet from New York to Houston to buy a newspaper.
Seriously. In all of his years in the business -- there were any major blowouts between management and editorial about a subject? There was one instance of blown coverage by a Texas newspaper -- but it was presented in such a convoluted manner it didn't make much sense.
Just a disappointing effort.
Seriously. In all of his years in the business -- there were any major blowouts between management and editorial about a subject? There was one instance of blown coverage by a Texas newspaper -- but it was presented in such a convoluted manner it didn't make much sense.
Just a disappointing effort.
January 22, 2020
Really left a lot to be desired. Already a much shorter book than it seems (220ish pages). Out of those, roughly 10 gave any real advice or opportunities to learn. The rest were a recounting of his life-with very few of the difficulties actually laid out. He spends over a page explaining the time he thought someone broke into his house but it turned out to have been the chandelier falling, but the mention of his wife passing away receives a 3 sentence paragraph.
November 2, 2019
If you REALLY want to know the history and the names of the hundreds of people who made Hearst into what it is, this is the book for you. It wasn’t a great story in my opinion, maybe I was anticipating a bit more from this book. It just wasn’t my thing at all. I did enjoy Chapter 18...wish the rest of the book would have followed the same theme.
November 2, 2023
Frank Bennack's memoir is an inspirational one. His career spanned a time of immense changes and opportunities. Thread throughout his memoir is how to expand and grow while remaining true to the core values of the company and its mission.
This entire review has been hidden because of spoilers.
November 16, 2019
A bit of a rah rah snoozer.
It’s hard to connect with the author despite all his success due to a lack of hardships. It was just a progressive rise to the top without many bumps in the road.
It’s hard to connect with the author despite all his success due to a lack of hardships. It was just a progressive rise to the top without many bumps in the road.
March 14, 2023
painful
Displaying 1 - 8 of 8 reviews