Search Results for: Chicago Magazine

The Writing Genius of Harold Ramis

Bad is usually good in Ramis’s films, if only because good is so obviously bad. In “Groundhog Day,” Ramis’s masterpiece, a jaded Pittsburgh weatherman named Phil Connors (Bill Murray) is forced to repeat Groundhog Day over and over again in the tiny town of Punxsutawney, Pennsylvania. At one point, he devises numerous ways to kill himself:

INT. CADILLAC

PHIL begins to accelerate, turning a fast lap around the square. Gus looks back at the police car chasing them.

GUS

I think they want you to stop… .

PHIL

It’s the same thing your whole life. Clean up your room, stand up straight, pick up your feet, take it like a man. Be nice to your sister. Don’t mix beer and wine—ever.

The car skids around and comes to a stop straddling the railroad tracks… .

PHIL

(eyes gleaming)

Oh, yeah—don’t drive on the railroad tracks.

GUS

Well, now, that’s one I happen to agree with.

The director Jay Roach says that the six films Murray and Ramis made together define a level of achievement he calls “extreme comedy.” “You would watch people in the audience just lose their minds,” he told me. “Harold Ramis is the yardstick of what you want to reach for, of people’s bodies around you going into convulsions of joy while your brain is thinking and your emotions are deeply tied in to the characters, and you’re going, ‘Oh my God, This is the best two hours I’ve ever spent.’ ”

Tad Friend, in The New Yorker in 2004, on the comedy of Harold Ramis. Ramis died in 2014.

Read the story 

 

The Innovation That Helped 'El Chapo' Create a Multi-Billion-Dollar Drug Trafficking Empire

But Chapo’s greatest contribution to the evolving tradecraft of drug trafficking was one of those innovations that seem so logical in hindsight it’s a wonder nobody thought of it before: a tunnel. In the late 1980s, Chapo hired an architect to design an underground passageway from Mexico to the United States. What appeared to be a water faucet outside the home of a cartel attorney in the border town of Agua Prieta was in fact a secret lever that, when twisted, activated a hydraulic system that opened a hidden trapdoor underneath a pool table inside the house. The passage ran more than 200 feet, directly beneath the fortifications along the border, and emerged inside a warehouse the cartel owned in Douglas, Ariz. Chapo pronounced it “cool.”

When this new route was complete, Chapo instructed Martínez to call the Colombians. “Tell them to send all the drugs they can,” he said. As the deliveries multiplied, Sinaloa acquired a reputation for the miraculous speed with which it could push inventory across the border. “Before the planes were arriving back in Colombia on the return, the cocaine was already in Los Angeles,” Martínez marveled.

Eventually the tunnel was discovered, so Chapo shifted tactics once again, this time by going into the chili-pepper business. He opened a cannery in Guadalajara and began producing thousands of cans stamped “Comadre Jalapeños,” stuffing them with cocaine, then vacuum-sealing them and shipping them to Mexican-owned grocery stores in California. He sent drugs in the refrigeration units of tractor-trailers, in custom-made cavities in the bodies of cars and in truckloads of fish (which inspectors at a sweltering checkpoint might not want to detain for long). He sent drugs across the border on freight trains, to cartel warehouses in Los Angeles and Chicago, where rail spurs let the cars roll directly inside to unload. He sent drugs via FedEx.

But that tunnel into Douglas remains Chapo’s masterpiece, an emblem of his creative ingenuity. Twenty years on, the cartels are still burrowing under the border — more than a hundred tunnels have been discovered in the years since Chapo’s first. They are often ventilated and air-conditioned, and some feature trolley lines stretching up to a half-mile to accommodate the tonnage in transit.

The New York Times reports that Joaquín Guzmán Loera—leader of the Sinaloa Drug Cartel—has been arrested. Nicknamed El Chapo, Guzmán’s cocaine and marijuana trafficking empire is believed to be worth several billion dollars. Patrick Radden Keefe closely examined the Sinaloa Drug Cartel and Chapo’s leadership of the organization for The New York Times Magazine in the summer of 2012.

See also: “Inside the Incredible Booming Subterranean Marijuana Railroad.” (GQ, Jan. 12, 2014)

And: “The Narco Tunnels of Nogales.” (Businessweek, Aug. 2, 2012)

***

Photo of elaborate cross-border drug smuggling tunnel discovered inside a warehouse near San Diego via Wikimedia Commons

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Longreads Best of 2013: The 10 Stories We Couldn't Stop Thinking About

For four years now, the Longreads community has celebrated the best storytelling on the web. Thanks for all of your contributions, and special thanks to Longreads Members for supporting this service. We couldn’t keep going without your funding, so join us today.

Earlier this week we posted every No. 1 story from our weekly email this year, in addition to all of the outstanding picks from our Best of 2013 series. Here are 10 stories that we couldn’t stop thinking about.

See you in 2014. Read more…

Longreads Best of 2013: Here Are All 49 of Our No. 1 Story Picks From This Year

Every week, Longreads sends out an email with our Top 5 story picks—so here it is, every single story that was chosen as No. 1 this year. If you like these, you can sign up to receive our free Top 5 email every Friday.

Happy holidays! Read more…

Ingenious

Jason Fagone | Ingenious, Crown Publishing Group | November 2013 | 20 minutes (4,972 words)

 

Below is the first chapter from Jason Fagone’s book, Ingenious, about the X Prize Foundation’s $10 million competition to build a car that can travel 100 miles on a single gallon of gas. Thanks to Fagone and Crown Publishing for sharing it with the Longreads community. You can purchase the full book here. Read more…

Vanity Fair, The Rebirth

Longreads Pick

Condé Nast executives, editors, designers and writers look back on the 1983 relaunch of Vanity Fair, which originally stopped publishing in 1936 and had been folded into Vogue:

As word leaked out that the company was pumping more than $10 million into the magazine, the sniping began. An enterprising Chicago Tribune reporter tracked down Clare Boothe Luce, who had been a V.F. managing editor in the 30s, and asked her what she made of the relaunch. “I do wish the new magazine could be as wonderful as the old,” she said, “but I don’t see how it can.” New York magazine also weighed in, long before the debut, with a skeptical piece reporting that Locke’s job was in jeopardy. Newsweek joined the fun, too, calling the prototype “aggressively ugly” and averring that there was an “uncertainty about Vanity Fair’s editorial focus.”

Source: Vanity Fair
Published: Oct 15, 2013
Length: 31 minutes (7,759 words)

‘Quebrado’: The Life and Death of a Young Activist

Illustration by Kjell Reigstad

Jeff Sharlet | Sweet Heaven When I Die, W. W. Norton & Company | Aug 2011 | 37 minutes (9,133 words)

 

Our latest Longreads Member Pick is “Quebrado,” by Jeff Sharlet, a professor at Dartmouth, contributing editor for Rolling Stone and bestselling author. The story was first published in Rolling Stone in 2008 and is featured in Sharlet’s book Sweet Heaven When I Die. Thanks to Sharlet for sharing it with the Longreads community. Read more…

The Making of McKinsey: A Brief History of Management Consulting in America

Duff McDonald | The Firm, Simon & Schuster | 2013 | 12 minutes (3,000 words)

 

The American Century

In 1941 Time Inc. publisher Henry Luce coined the term “American Century” in a Life magazine editorial. He was describing the country’s global economic and political dominance leading up to World War II. But Luce was also correct in the literal sense: The American Century had actually started several decades before.

The building of the railroads and coincident spread of the telegraph in the United States in the middle and second half of the nineteenth century helped create the world’s first truly “mass” markets. If an executive had ambition, his company didn’t have to serve just local customers. It could serve an entire continent and beyond, if it had the wherewithal to get the organization and logistics right.

The economic historian Alfred Chandler documented the momentous changes in what came to be known as the Second Industrial Revolution in his seminal book Scale and Scope—the title of which referred to the simultaneous revolutions in both scale (in manufacture) and scope (in distribution) in American enterprise. Those twin revolutions transformed the United States from an agrarian society to an industrial powerhouse in the span of a single generation. In 1870 the nation accounted for 23 percent of the world’s industrial production. By 1913 that proportion had jumped to 36 percent, exceeding that of Great Britain.

By 1920, when only a third of homes in the country had electricity and only one in five had a flush toilet, the country’s business establishment was embarking on a course of radical, unprecedented expansion. This brought with it a dilemma that has preoccupied business leaders ever since: how to grow big while maintaining control over the enterprise. Moving from a single-product, owner-run enterprise into a complex and large-scale national one is a difficult task. First, you have to build production facilities massive enough to achieve the desired economies of scale. Second, you have to invest in a national marketing and distribution effort to ensure that sales have a chance of matching that scaled-up production. And third, you have to hire, train, and trust people to administer your business. Those people are called managers, and in the first half of the American Century, they were in very short supply.

The benefits to successful first-movers were gigantic. In industries where only one or two companies took the plunge early, they dominated their field for a very long time to come; this group includes well-known names like Heinz, Campbell Soup, and Westinghouse. A ten-year merger mania, from 1895 through 1904, also brought the creation of a number of corporate entities the likes of which the world had never seen—1,800 companies were crunched into 157 megacorporations, including stalwarts like U.S. Steel, American Cotton, National Biscuit, American Tobacco, General Electric, and AT&T.

The key business problem identified during this transition—and one that underwrote McKinsey’s success for several decades—was that a single, central office could no longer adequately administer such far-flung empires. Power had to be ceded to the extremities. The question was how. It was a quandary that beguiled some of the great thinkers of the time, including political scientist Max Weber, who argued that a systematic approach to marshaling resources through bureaucracy was a necessary and profound improvement over pure charismatic leadership.

In his book American Business, 1920–2000: How It Worked, Harvard professor Thomas McCraw pinpointed the issue: “In the running of a company of whatever size, the hardest thing to manage is usually this: the delicate balance between the necessity for centralized control and the equally strong need for employees to have enough autonomy to make maximum contributions to the company and derive satisfaction from their work. To put it another way, the problem is exactly where within the company to lodge the power to make different kinds of decisions.”

Companies such as DuPont, General Motors, and Sears Roebuck were the first to address this problem systematically. According to Chandler, DuPont sent an emissary to four other companies experiencing similar issues—the meatpackers Armour and Wilson and Company, International Harvester, and Westinghouse Electric—to ask what they were doing. And the answers were remarkably similar: The innovators moved from the centralized system to a multidivisional structure with product and geographic breakdowns. The concept left operating division chiefs with total control over everything except funding resources. Top managers took a more universal view of the business, monitoring the divisions and allocating capital accordingly.

The most successful companies of the era, such as General Electric, Standard Oil, and U.S. Steel, all employed some variant of this model. But by and large, they had developed these ideas on their own, a process of trial and error that was costly and time consuming. They would have much preferred hiring outside experts to help them with it, if only such experts existed. This was a huge commercial opportunity that called for an entirely new kind of service.

***

Stepping into the Breach

Unwittingly, the federal government did its part to create the modern consulting business. Starting in the last part of the nineteenth century, Washington made periodic regulatory efforts to curb the power of big business, including the 1890 Sherman Antitrust Act, the Federal Trade Commission Act and Clayton Act of 1914, and the Glass-Steagall Act of 1933. The intended effect of these measures was to prevent corporations from colluding with one another to fix prices and otherwise manipulate the markets. The unintended effect, according to historian Christopher McKenna, was to accelerate the creation of an informal—but legal—way of sharing information among oligopolists. Who could do that? Consultants.

Regulatory efforts paid another rich benefit to the likes of McKinsey: Restricted from cutting backroom deals with each other, firms were thus obliged to actually compete, which meant they needed to make their operations more efficient. Here again, consultants were the answer.

But perhaps the circumstance that most aided the creation of the consulting industry was the entry of a new, key player into business itself. Empire builders with names like Carnegie, Duke, Ford, and Rockefeller had built huge, vertically integrated companies, but they had neither the time, the talent, nor the inclination to create and carry out management systems for those entities. These were the conquerors of capitalism, not its administrators. And yet, as Chandler pointed out, “their strategies of expansion, consolidation, and integration demanded structural changes and innovations at all levels of administration.”

Into the breach stepped a new economic actor who was neither capital nor labor: the professional manager. Gradually, he replaced the robber baron as the steward of American business. Alfred P. Sloan, the legendary president of General Motors, was the first nonowner to become truly famous for his managing skills. His decentralized, multidivisional management structure gave GM the agility to outmaneuver the more plodding Ford Motor Company and snatch the industry lead. Ford may have revolutionized manufacturing, but Sloan realized that the car-buying market had become big enough to be segmented into people who bought Buicks, Cadillacs, Chevrolets, Oldsmobiles, and Pontiacs. By the late 1920s, the car market was maturing, and people wanted choice. Sloan also gave them the ability to buy a car on credit—a groundbreaking idea at the time. Before the decade was over, GM had surpassed Ford as the market share leader, a position it didn’t relinquish until the 1980s.

Sloan and his ilk were perfect customers for McKinsey: Lacking the legitimization of actual ownership, professional managers felt great pressure to show they were using cutting-edge practices. And who better to bring those practices to their attention than consultants who were talking to everyone else? This was the beginning of a decades-long separation of ownership from control in corporate America, and the consultant was an able ally to the professional manager in this tug-of-war—an ally who wasn’t gunning for the manager’s job. Thus began the era of managerial capitalism.

For more than two centuries, economists had argued that companies operated in some sense at the mercy of Adam Smith’s “invisible hand” of the market. But the revolution in management thinking in the United States offered up an alternative idea: the “visible hand” of management, which made things happen, as opposed to merely responding to external market forces.

The academy helped move this ideology along. Before 1900, there was only one undergraduate business school in the country, the University of Pennsylvania’s Wharton School of Finance and Economy, founded in 1881 with a $100,000 donation from financier Joseph Wharton. The Tuck School of Business at Dartmouth followed in 1900. Over the next decade, pretty much every major institution started explicitly preparing its students for careers in management.

Although the rise of today’s industrial-farm-style MBA programs is really a postwar phenomenon, Harvard founded its Graduate School of Business Administration in 1908, with a second-year business policy course designed to give the student an integrative approach to addressing business problems, including accounting, operations, and finance. The purpose of the course, according to the school, was to give the student an ability to see those problems from the top management point of view. Much of James McKinsey’s academic writing centered on this very issue and later informed the practice of his firm.

***

McKinsey’s Oeuvre

As a young academic, McKinsey was a prolific writer, if not an especially engaging one. His first four books were dry tomes on the nitty-gritty of accounting and taxes: Federal Incomes and Excess Profits Tax Laws (1918), Principles of Accounting (cowritten with A. C. Hodges, 1920), Bookkeeping and Accounting (1921), and Financial Management (1922). But with his fifth effort, he broadened his horizons significantly. Budgetary Control (1922)—the first definitive work on budgeting—turned accounting on its head, promoting it as an essential tool of managerial decision making. “Budgetary control involves the following,” McKinsey wrote. “1. The statement of the plans of all the departments of the business for a certain period of time in the form of estimates. 2. The coordination of these estimates into a well-balanced program for the business as a whole. 3. The preparation of reports showing a comparison between the actual and the estimated performance, and the revision of the original plans when these reports show that such a revision is necessary.”

It seems commonsensical, but McKinsey’s new way of looking at the use of the budgeting process sparked nothing short of a revolution. “No other mechanism of management of similar scope and complexity has ever been introduced so rapidly,” wrote one commentator just ten years later. “It is estimated that 80 percent of budgets installed in industry have been put in since 1922.”

Up to that point, budgeting was a one-way exercise: Accountants added up all of a firm’s expenses and then tossed in a sales projection almost as an afterthought. In McKinsey’s view, companies should start by developing their business plan, figure out how to achieve it, and then estimate the costs of doing so. In this new context, budgeting wasn’t just a ledger activity; it could also be used to identify excellence in performance (i.e., those who outperform their budget), to spot weaknesses (those who underperform), and to take corrective action. “[While] there are many who do not yet plan scientifically … ,” he wrote, “there are few who will deny the merits of the system.”

Two subsequent books fleshed out McKinsey’s ideas: 1924’s Managerial Accounting and Business Administration. The former taught students how accounting data could be used to solve business problems. Using the data of traditional recordkeeping, he suggested the possibility for much greater control over a company’s destiny, including the establishment of standard procedures (how things should be done and to whom information should be reported), financial standards (ways to judge operating efficiency), and operating standards (including nonfinancial measures, such as quality). To today’s business student, this kind of comprehensiveness seems obvious. But at the time, the idea of planning, directing, controlling, and improving decision making by means of regular and rigorous reporting of company results was novel. The latter book contained the seeds of McKinsey’s General Survey Outline—a thirty-page system for understanding a company in its entirety, from finances to organization to competitive positioning. It became part of his consultants’ toolkit sometime in the early 1930s.

It is hard to overestimate the impact of the General Survey Outline (GSO). It served as the foundation of his approach to understanding a company and provided novice consultants with a clear road map to do so themselves. The survey also shaped consultants’ thinking: The emphasis in the GSO was more on whymanagers did things, as opposed to how they did them. Using the GSO, consultants started every engagement by thinking of the outlook for the industry of their client, the place of the client in the industry, the effectiveness of management, the state of its finances, and favorable or unfavorable factors that might affect the future of the firm. No detail was too small to take note of, whether it was a study of all firm policies—including sales,production, purchasing, financial, and personnel—or an analysis of whether the layout of equipment in a company’s plant provided for the most efficient flow of the production operations. By the time the young consultant had completed the survey for his client, he knew the company and its business cold.

“You can see McKinsey’s intellectual development,” says John Neukom, who worked at McKinsey from 1934 to the early 1970s and wrote a brief memoir of his time at the firm. “He had lost interest in the details of accounting. By the time I arrived, he had lost interest in the budgetary procedure and was now excited and interested in analyzing companies and seeing how companies worked. He was clearly diagnosing the total problems of the company.” In a 1925 speech at a conference for financial executives in New York, McKinsey offered the kind of pointed insight for which he is remembered: “Usually, I find that the executive who says he does not believe in an organization chart does not want to prepare one because he does not wish other people to know that he had not yet thought through his organization properly. For the same reason many men are opposed to budgets. They are unwilling for anyone to see how little they have thought about what they are going to do in future periods.”

Armed with that insight—and the general philosophy that management can shape a company’s destiny—he decided to set up shop and sell it.

***

Bastards Require No Diplomacy

In the mid-1920s, McKinsey began doing business under the banner of James O. McKinsey and Company, Accountants and Management Engineers, the progenitor of the modern-day McKinsey & Company. Strangely for a company that prides itself on getting the details right, the actual date of its founding is unknown—a firm training manual from 1937 suggests 1924, while John Neukom’s memoir says 1925. Whichever it was, McKinsey’s timing was excellent. The economy was booming, and the need for consulting services was seemingly endless.

It is worth noting that the word “consultant” was not in the name of his firm. Rather, the term “management engineers” reflected the prevailing ethos of the time: that science held the answers to most serious questions, and even human commerce could profit from the rigors of this kind of data-driven analysis. McKinsey’s standard working pads have always been crosshatched graph paper, another nod to engineering. The fact that McKinsey himself employed no actual engineers was beside the point.

Intellectual underpinnings aside, the firm’s real-world roots were in red meat. McKinsey’s first client was Armour & Company, one of the country’s largest meatpackers. The treasurer of Armour had read Budgetary Control and wanted McKinsey to help rethink the meatpacker’s approach to budgeting and planning.

The first partner McKinsey brought on board was A. Tom Kearney, who had been director of research at Swift & Company, another Chicago meatpacker. Kearney was a warmer, more congenial complement to McKinsey’s formal and pointed demeanor. Another early partner was William Hemphill, the same treasurer of Armour who had hired McKinsey in the first place.

McKinsey continued to teach at the University of Chicago for a time, but he eventually switched full-time to the firm. One reason he seems to have juggled so many responsibilities is that he didn’t waste time with niceties at the office. In Hal Higdon’s 1970 history of consulting, The Business Healers, one associate recalled him saying: “I have to be diplomatic with our clients. But I don’t have to be diplomatic with you bastards.”(Marvin Bower later modeled his own approach to constructive criticism after McKinsey’s tough love approach.)

McKinsey was blunt, but he was also a quick and agile thinker. He once diagnosed a client’s problems just by looking at the company’s letterhead. A Midwestern maker of air conditioners had stationery that announced “Industrial Air Conditioning Installations—Coast to Coast from Canada to Mexico.” In an era before salespeople traveled by airline, McKinsey observed that travel expenses were probably eating up the majority of the company’s profits and that employees should confine themselves to a radius of five hundred miles around Chicago. He was right.

Even the Depression couldn’t stop the growth of the firm. By 1930, McKinsey’s professional staff totaled fifteen. In 1931 he drafted the General Survey Outline, and the next year he opened a New York outpost in the offices of a defunct investment house at 52 Wall Street—six offices with a reception area. The New York–based consultants busied themselves working not only for local industrial companies but also for investment banks like Kuhn, Loeb & Co. In 1934, the Chicago office moved to the forty-first floor of the new Field Building on 135 South LaSalle. By the mid-1930s, McKinsey’s partners were charging $100 a day for their services—a giant figure, though nothing compared with the founder himself, who was billing five times that, the highest rate for a consultant in the country.

From The Firm by Duff McDonald. Copyright © 2013 by Duff McDonald. Reprinted by permission of Simon & Schuster, Inc.

***

Illustration by Kjell Reigstad

Reading List: Interviews with Awesome Women Authors

Margaret Atwood with her first Italian publisher Mario Monti. Photo via Wikimedia Commons

The best interviews with authors make you want to read—not just their work, but read in general, and read all the time, and read with a new fervor.

* * *

1. “The Art of Not Belonging: Dwyer Murphy Interviews Edwidge Danticat.” (Guernica, September 2013)

Danticat gives a beautiful interview, discussing her book Claire of the Sea Light and what it’s like living on the hyphen between American and Haitian.

2. “‘Who survives, who doesn’t?’ An Interview with Margaret Atwood.” (Isabel Slone, Hazlitt, August 2013)

The “wise witch” of Canada discusses technology, military history, and the reception of Canadian literature.

3. “One Thing Leads to Another: An Interview with Malinda Lo.” (Julie Bartel, YALSA, June 2013)

Lo didn’t dig her teenage years, yet she’s a successful YA author. She calls two of her books “love letters to the X-Files.” She co-directs a website about diversity in YA literature and believes in honoring each letter of LGBTQ. Read more about this genre-bending maven.

4. “An Interview with Disability Activist and ‘Good Kings Bad Kings’ Author Susan Nussbaum.” (Caitlin Wood, Bitch Magazine, August 2013)

Nussbaum’s debut novel is a fine work of intersectional storytelling, relating the experiences of differently disabled Chicago teens. In this interview, Nussbaum talks about a new vocabulary for disability politics, the importance of sexually active disabled characters, and research for Good Kings Bad Kings.

Longreads Best of 2012: Howard Riefs

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Howard Riefs is a prolific Longreader and a communications consultant in Chicago.  


Best Series

This Land, Dan Barry, The New York Times   

“The dateline is Elyria, Ohio, a city of 55,000 about 30 miles southwest of Cleveland. You know this town, even if you have never been here. A place buffeted by time and the economy, a place where the expectations have been lowered, but not hopes for better days to come. A place where politicians, in this election year, say the American dream is still possible.”  


Best Profile

“We Are Alive,” David Remnick, The New Yorker 

“A bunch of songs later, after a run-through of the set-ending ‘Thunder Road,’ Springsteen hops off the stage, drapes a towel around his neck, and sits down in the folding chair next to me. “ ‘The top of the show, see, is a kind of welcoming, and you are getting everyone comfortable and challenging them at the same time,’ he says. ‘You’re setting out your themes. You’re getting them comfortable, because, remember, people haven’t seen this band. There are absences that are hanging there. That’s what we’re about right now, the communication between the living and the gone. Those currents even run through the dream world of pop music!’ ”    


Best Collection of Stories From a Writer in 2012

Thomas Lake, Sports Illustrated

“The Boy They Couldn’t Kill”

 “On Feb. 17, 2000, Rae Carruth’s attorney filed an answer to Saundra Adams in Mecklenburg District Court. It was one of the more brazen counterclaims in the annals of U.S. jurisprudence: a demand for permanent custody of Chancellor Lee Adams. ‘The Defendant,’ the filing read, ‘is a fit and proper person to exercise care, custody and control of the minor child and it is in the best interest and welfare of the minor child that his care, custody and control be vested with the Defendant at the conclusion of the Defendant’s legal proceedings.’

“No, it wasn’t enough that Saundra Adams had to spend 28 days watching her only child die. Had to watch her grandson spend the first six weeks of his life in a tangle of wires and machines. Had to become a single mother again at age 42. Had to hide from reporters day and night. Had to worry about more than $400,000 in medical bills that her descendants had racked up while fighting for their lives. None of that was enough. Now she would have to draw from the little time and energy and money she had left and fight to keep the sole remaining heir to the Adams name away from the man who had wanted him dead.”  

“The Legacy Of Wes Leonard”  

“After the autopsy, when the doctor found white blossoms of scar tissue on Wes Leonard’s heart, he guessed they had been secretly building there for several months. That would mean Wes’s heart was slowly breaking throughout the Fennville Blackhawks’ 2010—11 regular season, when he led them in scoring and the team won 20 games without a loss. It would mean his heart was already moving toward electrical meltdown in December, when he scored 26 on Decatur with that big left shoulder clearing a path to the hoop. It would mean his heart swelled and weakened all through January (25 against Hopkins, 33 against Martin) even as it pumped enough blood to fill at least 10 swimming pools.”

“Did This Man Really Cut Michael Jordan?”

“The most infamous roster decision in high school basketball history came down 33 years ago on the edge of tobacco country, between the Cape Fear River and the Atlantic Ocean, in an old town full of white wooden rocking chairs. The decision took physical form in two handwritten lists on a gymnasium door, simultaneously beautiful for the names they carried and crushing for the names they did not. A parade of fragile teenage boys passed by, stopping to read the lists, studying them like inscriptions in stone. Imagine these boys in the time of their sorting, their personal value distilled to a binary question, yes or no, and they breathe deeply, unseen storms gathering behind their ribs, below their hearts, in the hollows of fear and exhilaration.

The chief decision-maker loved those boys, which made his choice all the harder. He gave them his time seven days a week, whether they needed shooting practice at six in the morning or a slice of his wife’s sweet-potato pie. His house was their house and his old green Ford Maverick was their car and his daughter was their baby sister, and he liked the arrangement. He was tall and slender, like the longleaf pines that covered Cape Fear, and when he smiled in pictures, his dark eyes were narrow, hazy, as if he’d just awakened from a pleasant dream. His nickname, Pop, evoked some withered old patriarch, but Clifton Herring was only 26, one of the youngest varsity coaches in North Carolina, more older brother than father to his boys, still a better player than most of them. They’d never seen a shooter so pure. One day during practice he made 78 straight free throws.”  


Best Election Story

“Obama’s Way,” Michael Lewis, Vanity Fair

There are no wide-open spaces in presidential life, only nooks and crannies, and the front of Air Force One is one of them. When he’s on his plane, small gaps of time sometimes open in his schedule, and there are fewer people around to leap in and consume them. In this case, Obama had just found himself with 30 free minutes.

“What you got for me?” He asked and plopped down in the chair beside his desk. His desk is designed to tilt down when the plane is on the ground so that it might be perfectly flat when the plane is nose up, in flight. It was now perfectly flat. “I want to play that game again,” I said. “Assume that in 30 minutes you will stop being president. I will take your place. Prepare me. Teach me how to be president.”  


Best New Writer Discovery

“The Most Amazing Bowling Story Ever,” Michael J. Mooney, D Magazine   

“Most people think perfection in bowling is a 300 game, but it isn’t. Any reasonably good recreational bowler can get lucky one night and roll 12 consecutive strikes. If you count all the bowling alleys all over America, somebody somewhere bowls a 300 every night. But only a human robot can roll three 300s in a row—36 straight strikes—for what’s called a ‘perfect series.’ More than 95 million Americans go bowling, but, according to the United States Bowling Congress, there have been only 21 certified 900s since anyone started keeping track.

“Bill Fong’s run at perfection started as most of his nights do, with practice at around 5:30 pm. He bowls in four active leagues and he rolls at least 20 games a week, every week. That night, January 18, 2010, he wanted to focus on his timing.”  


Best Business Story

How Companies Learn Your Secrets,” Charles Duhigg, New York Times Magazine
 

“There are, however, some brief periods in a person’s life when old routines fall apart and buying habits are suddenly in flux. One of those moments — the moment, really — is right around the birth of a child, when parents are exhausted and overwhelmed and their shopping patterns and brand loyalties are up for grabs. But as Target’s marketers explained to Pole, timing is everything. Because birth records are usually public, the moment a couple have a new baby, they are almost instantaneously barraged with offers and incentives and advertisements from all sorts of companies. Which means that the key is to reach them earlier, before any other retailers know a baby is on the way. Specifically, the marketers said they wanted to send specially designed ads to women in their second trimester, which is when most expectant mothers begin buying all sorts of new things, like prenatal vitamins and maternity clothing. ‘Can you give us a list?’ the marketers asked.”  


Best Obligatory Stories from David Grann and Chris Jones

“The Yankee Comandante,” David Grann, The New Yorker

 “One day in the spring of 1958, while Morgan was visiting a guerrilla camp for a meeting of the Second Front’s chiefs of staff, he encountered a rebel he had never seen before: small and slender, with a face shielded by a cap. Only up close was it evident that the rebel was a woman. She was in her early twenties, with dark eyes and tawny skin, and, to conceal her identity, she had cut her curly light-brown hair short and dyed it black. Though she had a delicate beauty, she locked and loaded a gun with the ease of a bank robber. Morgan later said of a pistol that she carried, ‘She knows how to use it.’

“Her name was Olga Rodríguez.”  


“Animals,” Chris Jones, Esquire

“(Sargent Steve) Blake was parked near downtown Zanesville, sipping his coffee, when his radio crackled shortly after five o’clock, two hours into just another shift. ‘I had no idea that was going to be one of the worst calls of my life,’ he says. He flicked on his lights and sirens. Maybe ten minutes after five he was at the start of Thompson’s driveway, where the fence narrowed into a pipe gate, still locked in place. Deputy Jonathan Merry, an open-faced twenty-five-year-old, arrived only a minute or two after him. They stood at the bottom of the driveway and saw the bear, now circling down by the gate. The lion was farther up and to their right. Blake told Merry to go to the Kopchak house, the second house down the road, and take a statement from Dolores Kopchak. She might help them form a clearer picture of what they now faced, and clarity was important in a situation like this. He also told Merry that if the bear or the lion pushed its way through the fence, he should shoot it.

“Sam Kopchak could see across to the bottom of the driveway from the little window in the door to his tack room, tucked away in a corner of his barn. He saw the officers talking to each other and thought, They’re going to need more than two.”


Best Food Story

“Chicken of the trees,” Mike Sula, Chicago Reader 

“ ‘The favor of your company is requested,’ read the invitation, ‘for the most local of harvest meals.’ I sent this to a healthy mix of 30 eaters both adventurous and particular, and set a date. On the menu: juleps made with the mint growing from my compost pile, coconut curry simmered with the mysterious squash that had taken over the backyard, dinosaur kale, cornbread, and the main event: a thick burgoo, featuring ‘heirloom tomato, tree nut, and alley-fattened wild caught game.’

“I didn’t expect nearly all of the invitees to accept, but evidently curiosity about urban squirrel’s viability as a protein source isn’t merely a weird, solitary obsession. A few days before the event I defrosted and cut up the legs and saddles, seared them off in a pot, and deglazed it with Madeira, a la James Beard. I sauteed diced bacon, onions, and garlic, added homemade chicken stock and the squirrel pieces, and braised them slowly.”    

Best Stunt Story

“What Happens When A 35-Year-Old Man Retakes The SAT?” Drew Magary, Deadspin

“Many times, I had to skip a question because I couldn’t figure out the answer, and then I got that paranoia that’s unique to someone taking a standardized test. I became fearful that I had failed to skip over the question on my answer sheet. So every five seconds, I’d double-check my sheet to make sure I didn’t fill out my answers in the wrong slots. One time I did this, and so I had to erase the answers and move them all forward. Only I had a shitty eraser, which failed to erase my mark and instead smeared the mark all over the rest of my sheet.”

Read more guest picks from Longreads Best of 2012.