Search Results for: Rolling Stone

After Water

Susie Cagle | Longreads | June 2015 | 21 minutes (5,160 words)

 

The sun was going down in East Porterville, California, diffusing gold through a thick and creamy fog, as Donna Johnson pulled into the parking lot in front of the Family Dollar.

porterville-2-donna-truck_1200

Since the valley started running dry, this has become Johnson’s favorite store. The responsibilities were getting overwhelming for the 70-year-old: doctors visits and scans for a shoulder she injured while lifting too-heavy cases of water; a trip to the mechanic to fix the truck door busted by an overeager film crew; a stop at the bank to deposit another generous check that’s still not enough to cover the costs of everything she gives away; a million other small tasks and expenses. But at the Family Dollar she was singularly focused, in her element. Read more…

‘A Taste of Power’: The Woman Who Led the Black Panther Party

Photo: Platon

Elaine Brown | A Taste of Power, Pantheon | 1992 | 30 minutes (7,440 words)

 

Elaine Brown is an American prison activist, writer, lecturer and singer. In 1968, she joined the Los Angeles chapter of the Black Panther Party as a rank-and-file member. Six years later, Huey Newton appointed her to lead the Party when he went into exile in Cuba. She was the first and only woman to lead the male-dominated Party.  She is author of A Taste of Power (Pantheon, 1992) and The Condemnation of Little B (Beacon Press, 2002)She is also the Executive Director of the Michael Lewis Legal Defense Committee and CEO of the newly-formed non-profit organization Oakland & the World Enterprises, Inc.

Her 1992 autobiography A Taste of Power is a story of what it means to be a black woman in America, tracing her life from a lonely girlhood in the ghettos of North Philadelphia to the highest levels of the Black Panther Party’s hierarchy. The Los Angeles Times described the book as “a profound, funny and…heartbreaking American story,” and the New York Times called it “chilling, well written and profoundly entertaining.” Our thanks to Brown for allowing us to reprint this excerpt here. Read more…

The Holy Junk Heap

Solomon Schechter studying the fragments from the Cairo Geniza, Photo via Cambridge University Library.

Adina Hoffman & Peter Cole | Sacred Trash: The Lost and Found World of the Cairo Geniza | Schocken | April 2011 | 18 minutes (4,838 words)

 

Below is an excerpt from the book Sacred Trash, by Adina Hoffman & Peter Cole, as recommended by Longreads contributor Dana Snitzky.

* * *

Cambridge, May 1896

When the self-taught Scottish scholar of Arabic and Syriac Agnes Lewis and her no-less-learned twin sister, Margaret Gibson, hurried down a street or a hallway, they moved—as a friend later described them—“like ships in full sail.” Their plump frames, thick lips, and slightly hawkish eyes made them, theoretically, identical. And both were rather vain about their dainty hands, which on special occasions they “weighed down with antique rings.” In a poignant and peculiar coincidence, each of the sisters had been widowed after just a few years of happy marriage to a clergyman. Read more…

The Last Hand-Me-Down: Retracing My Brother’s Life Through His Clothes

Tom MolanphyLoud Memories of a Quiet Life (OutPost 19) | May 2012 | 18 minutes (4,652 words)

Tom Molanphy earned his MFA in Creative Writing from the University of Montana. He freelances for 10Best/Travel Media Group at USA Today and teaches creative writing, composition and journalism at the Academy of Art University in San Francisco. This essay previously appeared in “Loud Memories Of A Quiet Life,” published by OutPost19, and our thanks to Molanphy for allowing us to reprint it here.

Many things conspired
To tell the whole story.
Not only did they touch me,
Or my hand touched them:
They were
So close
That they were a part
Of my being,
They were so alive with me
That they lived half my life
And will die half my death

– from “Ode to Things” by Pablo Neruda

***

 for Paul

It’s dark and quiet in my brother’s closet. Brian, my other brother, rummages through bathroom drawers, rattling painkillers in their bottles. He’s checking for used razors, combs, brushes — anything with hair or skin or “part of Paul.” My Dad, on his knees in the living room, jimmies the lock on a long, black trunk, a keepsake of Paul’s from our Uncle Jack. He clears his throat in the deep, rumbling way he does before diving into a tough job. We’re each looking for what to take and what to leave. Read more…

How to Fail in Business While Really, Really Trying: The True Story of J.C. Penney

Jennifer Reingold | Fortune | March 2014 | 29 minutes (7,108 words)

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When you find a savior, you don’t quibble over details. So it was that J.C. Penney, the long-stagnating mid-tier department store chain, announced in June 2011 that it was hiring Ron Johnson, the man in charge of Apple’s wildly profitable retail stores and a Steve Jobs acolyte whose golden halo also included past triumphs as an executive at Target. The news sparked euphoria, but conspicuously absent from the media coverage was any mention of how Johnson planned to save this faltering retailer in a fading industry. That’s because there were no plans. His mandate could be reduced to a single word: change. What that entailed could be figured out later.

That fall Johnson began unveiling his planned strategy to Penney’s board, culminating in a big presentation on Dec. 7. By then CEO for just a month, Johnson laid out his vision of a more upscale, more youth-oriented Penney, weaned of its addiction to price promotions.

Johnson demonstrated that he’d learned a thing or two about stagecraft from his legendary former boss at Apple. He had commandeered a large basement studio at Penney’s Plano, Texas, headquarters and had workers construct two rooms. (Johnson wanted to go further and install floating stages in the company cafeteria, but the fire marshal nixed the plan.) After he had made his presentation, the new CEO brought the directors downstairs to deliver the coup de grâce in the form of a sound and light show. In the first room was the taped commotion of shouting voices and visual noise: a profusion of signage, coupons, offers, and clutter. This was the off-putting cacophony of J.C. Penney at that moment. Johnson then ushered the directors into the next room, which was white, tastefully austere, and had a celestial serenity: the new JCP.

Finally Johnson led the board members into the cafeteria, where 5,000 employees, who had been waiting on their feet for hours, greeted the group with a raucous ovation. Then it was party time. Officially the fete was intended to bid farewell to Johnson’s predecessor, Myron “Mike” Ullman III, but it felt more like an ecstatic celebration of the company’s rebirth. With nary a whisper of opposition, the 109-year-old retailer had decided to abandon not only its strategy of many decades but arguably its fundamental way of doing business.

Just 16 months later Johnson was out. Penney was hemorrhaging cash; it lost $1 billion during his one full year as CEO. Its shares were hurtling downward. The press had turned against him. One of the two investors who installed him had fled. As fast as they had once anointed Johnson a messiah, Penney’s directors turned their backs on him.

Since his departure the company has behaved as if Johnson’s entire tenure was a coup rather than a strategy blessed by the board. The retailer has renounced his philosophy, restored Johnson’s predecessor, Ullman, as CEO, and reverted to its old ways. If we’re heading for oblivion, the board seems to be saying, let’s at least try to get there slowly. Some observers think bankruptcy is a possibility, despite improved results of late (at least compared with the previous bloodletting).

This era has seen some truly epic corporate conflagrations. There was the precipitous collapse of Lehman Brothers, which came to symbolize the greed and corruption of Wall Street, and the multidecade decline and, finally, bankruptcy of General Motors, which seemed to embody the slow death of American manufacturing. But for its stomach-churning mix of earnest ambition, arrogance, hope, and delusion — along with a series of comic and tragic miscues — it’s hard to top J.C. Penney.

“I came in because they wanted to transform,” the former CEO told me before his fall. “It wasn’t just to compete or improve.” (Johnson was interviewed for this article but declined to be quoted beyond saying, “I do not want to interfere with Penney’s attempts to succeed.”) He and his team did indeed transform Penney — from a sleepy behemoth known for serving the needs of Middle America into something quite different: an ambitious wannabe startup that fancied itself cool, with a radical pricing and merchandising model that had never been pulled off before. The outcome was doubly disastrous: Penney alienated its traditional customers without attracting new ones.

Everyone understands that the Johnson revolution ended in catastrophe. But the full story has never been told. The reality, it turns out, is even worse than many people imagine — and in a few respects, very different. What follows is the story of what actually happened at J.C. Penney, based on months of interviews with 32 current and former executives and vendors and more than 20 investors, analysts, and competitors.

It’s a saga with a swirl of overlapping forces. It stars a charismatic leader bent on radical change and features a failed attempt to Apple-ize Penney, a mission that ended up being every bit as crazy as it sounds. There’s a board of directors who sometimes seemed more concerned with what they’d be served for dessert than with the fate of the company. Then there’s the mistake that cost the company $500 million — and the fact that Penney actually began retreating from its controversial pricing strategy even before Johnson left, raising the question of whether the company can even truly be said to have tried his approach. Throw in a hedge fund titan who always knew better — except when he didn’t. The result: Billions in revenue were vaporized, and more than 20,000 people — many of whom embraced the new Penney — lost their jobs, seeming to hasten the decline of American brick-and-mortar retailing. This is a tale with very few heroes.

Into the cube

They called it a “cleanse.” On Feb. 6, 2012, a clear, acrylic 10-by-10-foot cube was installed in the area between the two cafeterias in Penney’s headquarters. It was a three-dimensional version of the retailer’s new square logo. Johnson told staffers that he didn’t want to see the old logo anywhere in the building. He thought it would be a useful ritual to have employees discard symbols of the stodgy old Penney. In theory, the cube was a giant time capsule, and the old Penney would be buried (exactly where, nobody said). In reality, it was a stylized, transparent dumpster.

For the next week people lined up to shed the evidence of Penney’s century-old history. Into the cube went T-shirts, mugs, stationery, pens, and tote bags. A few people even dumped the Chairman’s Award, the highest honor in the company, a glass plaque bestowed by former chairman and CEO Ullman on his most valued employees. As staffers pitched their corporate junk, they were invited to select a few replacement items with the new logo in exchange. By the time the purge was complete, 9,000 pounds of detritus had filled the cube.

The transformation had started with a single phone call a bit more than a year before. At 4 p.m. on Oct. 7, 2010, the phone rang in the office of then-CEO Ullman. The screen flashed “Vornado,” the name of the $2.8 billion (revenues) REIT run by investor Steven Roth. Ullman, a veteran of takeover attempts at Macy’s, had noticed that Penney’s stock had jumped 10% in the 10 minutes before the call, to $32. He had a pretty good idea of what was going on. “Do you come in peace?” he asked Roth, with whom he had worked on a past deal. Responded Roth: “I’m your new best friend.” And there was a second best friend: Roth had teamed with Bill Ackman, the head of hedge fund Pershing Square Capital, to buy more than 26% of the company’s stock. They believed Penney could easily be a $60 stock — if, of course, some changes were made. Could they meet to talk?

Ullman had run Penney since 2004. He had had a fantastic start, driving the stock to an all-time high of $86 in 2007 on innovative ideas such as bringing cosmetics seller Sephora inside Penney in a “store within a store” and opening some outlets outside traditional, and declining, malls. But when the Great Recession hit, Penney’s core customer — the middle-class mom — suffered more than most. Even when competitors began to pull out of the decline, Penney lagged. One reason: Ullman’s massive deal with Ralph Lauren to launch American Living in 2008, a Polo-lite brand sold only at Penney. It failed, in part because Penney was not allowed to use Ralph Lauren’s name or the Polo logo.

Penney was clearly in need of rejuvenation. Revenues had dropped from $19.9 billion in 2006 to $17.2 billion in 2011, taking the stock price along with it. Rather than resist Ackman, a brash, aggressively charming billionaire who likes to make huge bets on big companies and doesn’t hesitate to wage proxy battles against those that rebuff him, Penney invited Ackman and Roth to join the board. “I said, ‘These are two of the smartest people in their industries in America,'” Ullman recalls. “Why wouldn’t we want them in the boardroom?”

In February 2011, Ackman and Roth attended their first board meeting. At dinner afterward, Ackman gave an emotional speech, hailing the company’s potential. Almost instantly, fate intervened. As Ullman’s driver pulled out of the parking lot after the meal, his car was sideswiped. Ullman, then 64, was knocked unconscious. He had multiple fractures where his skull attaches to his spine and spent 12 weeks in a neck brace. Even before that he had battled health issues. For years Ullman had suffered from nerve damage that makes it hard for him to walk (he moves around the offices by Segway). He had endured two major surgeries during his Penney’s tenure.

The accident intensified the board’s concern over Ullman’s health — as well as the undercurrent of dissatisfaction that the new directors felt with his leadership. As director Geraldine Laybourne told me in 2012, “You know you’ve done something wrong when you wake up and someone has bought 26.8% of your stock.”

There were no obvious successors at Penney. Ullman says he thought instantly of Ron Johnson, the Minneapolis native who had helped bring great design to Target before he was recruited by Apple to create its retail stores. Under Johnson they became the most profitable stores in the country, making him a star at what was then the hottest company on the planet. Ullman had called Johnson about a director position a few years back, but Johnson had rebuffed him. Now, however, with Steve Jobs ailing, a recruiter told Ullman that Johnson might be more amenable.

Beginning in March 2011, Johnson met with Ackman and Roth and separately with Ullman. Soon the conversation moved from a role as a director to the possibility of becoming the next CEO. Johnson, who started his career at Mervyn’s and had always loved the retail business, had been pondering the lack of innovation in department stores. He had a vision of a new type of store — a destination rather than simply a repository for product. Well-liked and relentlessly positive, Johnson, then 53, seemed to offer the kind of can-do Silicon Valley spirit that hadn’t been seen in the retail world since, well, Apple. “I just believed in the guy,” Ackman told me at the time. “I had a man crush on him.”

With Ackman as head cheerleader, Penney’s board offered Johnson the CEO position. When the announcement was made, on June 14, 2011, the retail world was astounded — and thrilled. Although Johnson wouldn’t start as CEO until Nov. 1 — he said the cancer-stricken Steve Jobs had asked him to stay longer — Penney’s stock rose 17% on the news. It was as if a triple-A team had just signed Babe Ruth.
When Johnson eventually unveiled his strategy, it centered on a few points. The biggest, perhaps, concerned Penney’s incessant price-slashing promotions — 590 in 2011 alone. The new JCP would have virtually none. There would be three prices for an item: the original price, which was far below the typical marked-up price; a month-long value price for certain items; and a twice-monthly “best” price for things that needed to move. No more clearance racks, no more mess, just an honest — or as a later slogan put it, “fair and square” — relationship between the customer and the store. In a retail world full of illusory market-share gains based on which retailer offered the lowest clearance prices, it felt like a welcome way to stop the madness.

The second component of his strategy was equally radical. Johnson wanted to remove the “department” from the department store, recasting each store as a collection of 100 separate boutiques, with a kind of town square in the center. The product mix would change too. The new JCP would feature a much higher percentage of branded merchandise — modern, higher-end, youth-oriented — compared with house brands. This was a very big move for Penney, which got 50% of its sales from its own brands and tended to display most of its products by classification (such as bath mats) rather than by collection (such as Martha Stewart).
The new strategy made sense if Penney could attract many top brands, which would lure consumers without the catnip of frequent sales. Clearly, the approach worked for iPhones. Would it work for mattress pads and pantyhose?

Johnson wasn’t going to wait around for an answer. When a director asked when he planned to test the notion, Johnson scoffed. Never mind that other retailers had tried such pricing only to see customers vanish. He had made his decision. After all, his hero, Jobs, disdained tests and instead relied on his gut. At the same time, Johnson didn’t seem particularly interested in how Penney operated, according to Ullman. The outgoing CEO noted in a regular update to the board that the new CEO had not asked a single question about how the business was currently running.

Meanwhile, there were hints that the board was not as focused as it could be.

Ackman had consistently complained about the chocolate-chip cookies served at Penney’s board meetings. Rather than soft, gooey orbs, Ackman grumbled, these were rock hard. To assuage him, say three people involved, Penney began ordering fresh-baked cookies delivered from local bakery Tiff’s Treats. Other Penney directors also expressed concern about the caliber of cuisine served at their meetings — so much so that on at least one occasion a senior executive personally sampled the food before it was served. (Ackman declined to comment on the company’s baked goods; Penney denies that an executive served as a food taster.)

The revolution begins

Johnson showed up in Plano on Nov. 1, 2011, ready to lead a transformation at the speed of light. By Jan. 25, 2012 — less than three months later — the new JCP would unveil its new look. A week later the new pricing strategy would be revealed. By the fall of 2012, hundreds of stores would be revamped. And by the end of 2015, if all went according to plan, the transformation would be complete. The timeline was beyond aggressive, but Johnson thought speed would be a great motivator and unifying force.

Johnson himself moved with alacrity. In his second week on the job, he met in San Francisco with Chip Bergh, the new CEO of Levi Strauss. Penney already sold the company’s jeans, but Johnson wanted Levi’s to open boutiques within Penney locations. He asked Bergh where his most innovative outlet was located, and Bergh said Tustin, in Orange County, Calif. “I’ve got a plane,” Johnson said, enthused. “Let’s go right now!” A few hours later Bergh led Penney’s CEO through the Tustin store. Johnson loved the layout, which included a “denim bar,” mobile checkout, and dedicated “fit specialists.” By the end of the day Johnson and Bergh had agreed to open 700 similar Levi’s boutiques inside Penneys in time for the back-to-school season in 2012 — less than a year later. Most of the cost would be borne by Penney.

Money seemed to be no object. It cost Penney some $120 million to build the Levi’s boutiques, according to one person involved. Johnson was also trumpeting a major new investment in Martha Stewart Living Omnimedia and an agreement to open Martha Stewart stores within Penney.

Meanwhile, Johnson was recruiting a team of high-priced all-stars from the outside. He’d hired Michael Francis, the head of marketing at Target, who was credited with bringing the low-end retailer its signature hip cachet. Francis became Penney’s president and head of both merchandising and marketing. Johnson plucked Apple alum Mike Kramer from apparel-maker Kellwood as COO, and Dan Walker, also an Apple veteran, as chief talent officer. Francis, Kramer, and Walker received a total of $24 million in cash signing bonuses, along with millions of stock options.

It was now Johnson’s show. The board had been stunned by the breadth of his planned transformation. But nobody insisted he slow down or test his theory that customers were sick of price confusion. He had a new team, an adoring board of directors, and a mission to reinvent his company.

Now it was time for his public debut at the official JCP launch party, which took place at New York City’s Pier 57 on Jan. 25 and 26, 2012. The cavernous shipping pier was bathed in white, with the new JCP logo omnipresent inside giant neon cubes. The lighting was perfect, the music appropriately ambient, the food top quality. A bevy of retail cognoscenti, including Martha Stewart, lent credibility. (She feted Johnson onstage, despite the fact that Macy’s had just sued her company, claiming that the new deal with Penney violated Stewart’s contract with Macy’s.) Calvin Klein, Mickey Drexler, Cindy Crawford, and Mary-Kate and Ashley Olsen were all in attendance.

Johnson presided with a beatific smile. Clad in a V-neck sweater over a button-down shirt, he waxed eloquent on the lessons he’d learned from Steve Jobs. Seemingly in perfect sync, Johnson and Francis — the two looked almost like brothers — rolled stylish, funny clips that featured Ellen DeGeneres, the company’s new spokesperson, and promised a world of fresh, compelling Americana. Fusty old J.C. Penney’s was no more. The company had rebranded itself with a sleek modern name — JCP — to match its new aesthetic. Ackman and other directors sat in the front section, beaming.

Many in the audience admired Johnson’s passion and nerve, even as they doubted that his plan could succeed. Johnson himself told me that day that J. Crew CEO Mickey Drexler had cautioned him, “Be very careful. You don’t have to be that bold. There’s only one Steve.” (Comments Drexler today: “I’m not sure that he heard me.”)
There was a fair amount of eye rolling in the audience. As Johnson talked about the “six Ps” driving the plan — product, place, presentation, price, promotion, and personality — Adrianne Shapira, then a Goldman Sachs analyst, said, “One ‘p’ that seems to be missing is people.” Kramer, the COO, added to the swagger with his refusal to provide sales projections because “we don’t want to cap what we think it could be.” Penney’s stock vaulted from $34 to $41 the next day.

Back in Plano, the employees were excited too. Many acknowledged that Penney needed an infusion of energy. On Feb. 1 an ebullient Johnson hosted a $3 million extravaganza to salute the company’s workers. Stages were constructed onsite, with four areas meant to conjure a particular season. In “winter,” set up in the cafeteria, there was a snowmaking machine. “Summer” boasted grass for a picnic, and “spring” had a wall of water. There were margarita bars, live bands, and caramel apples mounted on long poles. Hung on the walls were photographs of employees that had been taken at a welcome picnic on Johnson’s first day.

Still, the moment was fraught. The company had announced $900 million in planned cost cuts, and everybody knew that meant looming layoffs. Many of the people celebrated in photos would soon lose their jobs. Some of their images remained on the walls for months, ghostly reminders of the human costs of radical change.

The cool kids take over

The era of good feelings would be measured in nanoseconds. Indeed, the only thing speedier than Johnson’s planned changes was the velocity with which they unraveled. Inside Penney, the conflict started almost instantly. Johnson “wanted to do this as a mixed marriage,” says former COO Kramer. “He wanted to prove that we could do this with new people as well as the older management. But it was very clear that it was oil and water from day one.”

It was all well and good that Johnson wanted to, as he frequently proclaimed, run Penney like a startup. But it was a venerable company with 159,000 employees and 1,100 stores. It already had a culture, for better or worse.

The newcomers distanced themselves from the holdovers, starting with the fact that a cadre of new top executives refused to move to Dallas and instead jetted in weekly. The Ritz-Carlton, where Johnson and some of the most senior executives stayed, became an unofficial club and meeting spot for the people at the top. Johnson, Francis, and Walker each remained in other cities, and several created powerful satellite operations there; only Kramer moved to Dallas.

Those who were not part of this new team, with a few exceptions, found themselves out of the loop and, increasingly, out of a job. “You felt like you were back in high school with the cool kids and the noncool kids,” says one senior old-guard executive. “I felt slow, dumb, and weak.”

Many of the former Apple-ites looked to implement what they viewed as streamlined Silicon Valley ways. HR chief Walker eliminated performance reviews, which he saw as useless. That happened to make it that much easier to ax people, because all decision-making was up to the boss and there was no need to consult any performance-assessment data. Says Walker: “I abhor make-work HR bureaucracy that doesn’t really improve the capabilities of the people and the company.”

Johnson’s character shaped the tone of Penney’s transformation. As genial as he is — he is the quintessential cheerful Sunday-school teacher and kids’-little-league-coach kind of dad — he has the personality of a zealot. Johnson displays the sort of enthusiasm and unwavering commitment that inspires followers. (And he showed his belief in his own plan by investing $50 million in Penney warrants that would pay off only if the stock rose.) There were only two kinds of people in Johnson’s world — believers and skeptics. “I choose to inspire and create believers,” he told me at the time. “I don’t like negativity. Skepticism takes the oxygen out of innovation.”

Criticism, valid or otherwise, marked you as a skeptic. Executive vice president Steve Lawrence joined that category when he suggested that Johnson should conduct tests before eliminating price promotions from one day to the next. When a decision was made to reduce the top merchants from two to one at the end of February, it was Lawrence who was cut rather than Liz Sweney, who publicly supported the new plan.

Some 60 top performers from the old regime did have a chance to be part of the revolution via a new program called (naturally) the iTeam. The group brainstormed ways to improve the company and visited famous retailers like Selfridges and Printemps for inspiration. But when the firings began in April, many of the iTeam members were purged, causing a vacuum of talent who understood Penney’s business.

Employees who remained say the new leadership team seemed to have little respect — in some cases, they had outright contempt — for the holdover employees. Michael Fisher, the chief creative officer and another Apple veteran, lectured his team that they needed to learn more about fashion, according to two employees. Each, he said, should wear at least one piece of camouflage clothing every day, as he did. Fisher went so far as to deride the holdovers as DOPES, or dumb old Penney’s employees, according to six staffers. (Fisher declined to comment.) Some veterans retaliated by calling the new team the Bad Apples.

The contempt seemed to extend to customers. As JCP spent more and more on new collaborations with higher-end brands such as Vivienne Tam and Nanette Lepore, the company abandoned previous mainstay labels. Southpole, a clothing brand that appealed primarily to black and Hispanic customers, was dropped. The women’s line for St. John’s Bay, a drab private-label brand — but one that generated $1 billion in annual revenues — was eliminated.

Johnson was totally absorbed in his quest but, say numerous insiders, relatively removed from many specifics of how his team was forcing through the change. It’s hard enough for CEOs to get honest information when they ask for it, since nobody wants to displease the boss. But when you announce that you don’t want to hear skepticism, you’re doubly isolating yourself. In Johnson’s mind, everybody was behind him.

Ellen and the white picket fence

Johnson and his team knew that sales would slide in the short term. Penney had internally projected a 10% to 15% drop in same-store sales for the first quarter after the relaunch. But when the results were tallied in May 2012, they were dismaying: Stores open for at least a year had sold 19% less than in the previous year’s first quarter. Penney customers were bolting, with no sign of replacements, despite millions spent on new marketing that depicted white-picket-fence Americana with great prices and gorgeous products.

Instead of resonating, the ads sparked a firestorm. The company had named Ellen DeGeneres — a popular celebrity and an out and proud lesbian — as its spokesperson. A conservative group, One Million Moms, threatened a boycott.

“DeGeneres is not a true representation of the type of families that shop at their store,” the group claimed. “The majority of J.C. Penney shoppers will be offended and choose to no longer shop there.” The company was deluged with enraged letters after a Mother’s Day circular included a photograph of two moms. Johnson, who had supported the marketing as inclusive, began to fret.

When Johnson found out that a Father’s Day ad featuring two dads was also in the works, he decided the messaging had gone from inclusive to political. Too late, Francis told him. The photos had already been printed. Johnson went to the board, which supported going ahead with the ads. He then told Francis he wanted more say over marketing — much of which happened in Minneapolis, where Francis had built a large communications and advertising operation.

Quickly the mood shifted. “Do we need two cooks in the kitchen?” Francis asked. Within days of the meeting he was gone. DeGeneres stopped appearing in most Penney ads. (A source in her camp says the relationship ended amicably.) Says Francis: “I will forever be proud of the remarkable body of work, and I believe it delivered on the mandate.” Johnson himself decided to take on Francis’s duties. So hands-off in many realms, the CEO would become intensely hands-on when it came to marketing. “Ron read every single line of copy,” says Greg Clark, a former senior vice president in the marketing group. “He wrote half of it. He reviewed every single page, every single photograph.”

Internally the changes were hitting hard. The first round of layoffs had begun in April, with 19,000 employees losing their jobs over several months. Soon afterward, Johnson held a Q&A session. The mood was somber. People knew that the company’s results had been worse than expected, and they’d anticipated some cuts. Were more layoffs coming? Johnson remained unruffled. He joked that he had worn his Nikes “in case they chase me out of here.”

By May, less than four months after JCP’s gala launch, a few directors were already getting nervous. Debates over pricing policy began erupting. (On the plus side, the menu options at a board meeting that month — including New Mexican rubbed beef tenderloin with bourbon-ancho sauce and saffron poached sea bass — didn’t seem to rile the directors.) For the moment, they were boxed in. Johnson had warned that the transition would be painful, and the board had greenlighted his plan. There was little it could do at that point besides acquiesce.

Penney’s spending continued to mount. Johnson wanted to make checkout easy for customers by deploying Apple-style roving clerks who could take customer payments on iPads. To do that, Johnson spent millions to equip stores with Wi-Fi and mandated that every item have an RFID tag by early 2013. (As money grew scarce, the plan was shelved.) At Fortune’s Brainstorm Tech conference in July 2012, Johnson was calm and blithely confident, despite growing negative press and a stock price that had halved since the New York show. He reminded everyone that it had taken several years for the Apple retail stores to succeed.

Yet oddly for a former executive of a tech company, Johnson also made a crucial mistake relating to the Internet. He decided to separate JCP.com’s buying groups from the store buying groups — the way Apple did it — severing coordination between what was stocked for the website and what was available for stores. The dotcom decision-making team was based in Silicon Valley, while the store buyers were in Plano. As a result, a customer could no longer find, say, four colors of underpants in the women’s department and be confident that the four colors would also be available online. Ullman had consolidated the teams. All of a sudden the website found itself stripped of support and leadership. Johnson was focused on getting the right look and feel into the physical store. “The first thing is to fix the store,” he said at the time, though he added, “It doesn’t mean online isn’t an equally big opportunity.”

But by the quarter ending in October 2012, dotcom sales had plunged 37% compared with the previous year’s quarter. Just as the rest of the retail world was scrambling to boost mobile and online buying, the Silicon Valley executive was going in the other direction. Penney lost $500 million on that one decision, according to Ullman.

Other Johnson initiatives backfired. In his well-intentioned desire to build trust with customers, the CEO loosened Penney’s exchange policy, allowing customers to return merchandise — without a receipt — and receive cash. Almost instantly, some people began to abuse the policy, grabbing items off Penney’s shelves, bringing them to the register, and then trading them in for cash. At least one popular item was “returned” so frequently that its total sales turned negative for a time.

A second component of Johnson’s strategy — the headline-generating plans to put Martha Stewart stores inside Penney’s — also blew up. In August 2012, Macy’s followed through on its threat and sued Penney. Already Macy’s had managed to temporarily block the new stores. Stock speculators began licking their chops, with short interest that month hitting 40% of the total float.

Quietly, an even more fundamental part of Johnson’s strategy — the moratorium on sales promotions — began to be pared back. Between the rising resistance from the board and the terrible customer response, Johnson had gotten the message. He authorized a return to limited sales and promotions like free haircuts for kids, for example, which weren’t called sales but were certainly promotional. The word “clearance” began trickling back into use.

By Thanksgiving, Johnson — who had always said the transformation would take four years — had started to sound as if he were bargaining for more time. He claimed, on CBS This Morning, that Penney’s benchmark would come in February 2013. “It’s going to take a year to teach people how to respond to the new pricing,” he said. “We will return to growth next year.” He laughed off a question about the increasing pressure. “I’m trying to position JCP for the next 100 years,” he said, “not this year.”

The overthrow

Despite Johnson’s public optimism, the ground was quickly shifting beneath him. Penney’s board had begun splintering into two factions: a pro-Ackman “New York” contingent and a larger cohort led by chairman Tom Engibous, the former CEO of Texas Instruments. Johnson “is still the right man for the job,” Ackman proclaimed publicly. “We don’t walk away.” Still, he was so worried about JCP’s accelerating cash burn that he threatened the board that he would sell all his shares if he was not made the head of the finance committee. Ackman got the appointment — and hired investment bank Blackstone and AlixPartners, a firm best known for advising distressed companies, to explore ways to raise cash.

When 2012 results came out in February, they were atrocious. The company’s revenues had plunged by $4.3 billion, with same-store sales falling 25%. Penney recorded a $1 billion loss. The stock tumbled to $18 — less than half its value a year earlier, even as the overall stock market continued to surge. Cash fell from $1.5 billion to $930 million, and Standard & Poor’s cut the company’s debt rating to CCC+, deep in junk territory, based on concerns about Penney’s liquidity.
Johnson’s job was clearly in jeopardy. He offered to resign. But Engibous assured him of the board’s support.

Amid this turmoil the Martha Stewart case went to trial, and Johnson was forced to take the stand. He looked naive at best, arrogant at worst, as his emails revealed his belief that he could intimidate Macy’s CEO, Terry Lundgren. The best way to stop Macy’s from renewing its agreement with Martha Stewart, Johnson wrote to his team, “is to make our offensive so strong they simply pick up their toys and go home.” After the announcement, he gloated in an email to Ackman: “I’m inclined to let the press run and let [Lundgren] stew for a bit. The more this is seen as brilliant for JCP and Martha, the more he won’t want to interfere.”

The bad news was cresting. And almost simultaneously came the stiletto in Johnson’s back — from the very investor who had paved the way for Johnson’s accession. In March 2013, Penney director Steve Roth, the CEO of Vornado, suddenly sold 43% of his Penney shares at a loss of nearly $100 million. It was a long way from the email he wrote Johnson on Dec. 7, 2011: “Amazing to me how much you’ve gotten done in such a short time, not to mention the quality of the work and genius of the ideas.” Penney CFO Ken Hannah couldn’t make sense of it. “Steve was as supportive and as constructive in [the most recent] board meeting as he had ever been,” he explained at an investors’ conference. “There was not one indication coming out of that meeting that he was going to do anything with his position.”

Why did Roth bail out? The investor declined to be interviewed, but he was facing myriad pressures of his own. The CEO of Vornado had stepped down abruptly, and Roth, already the chairman, had re-assumed the position. Vornado’s shareholders were unhappy with the stock’s performance and questioned why the REIT had invested in retail companies at all. No matter the particulars, the message was clear: Roth had lost faith.

The noose was tightening around Johnson’s neck. Once again he offered to step down, and once again the board told him to stay. (The latter meeting occurred in Ackman’s conference room, which ironically is equipped with a vintage nuclear bomber’s ejector seat.)

In the midst of the turmoil, Johnson embarked on a family vacation in the South of France. When he returned, he got a call from Engibous, according to two executives. The chairman told Johnson that the board would, in fact, be accepting his resignation on Monday, April 8. Less than a year and a half after embracing Johnson’s vision, the board had renounced it. Penney quickly announced that Johnson was “stepping down.”

Most startling was the man chosen to replace him: Mike Ullman, the chief of the J.C. Penney that presumably had been left behind. Previously portrayed as infirm and on the point of retirement, Ullman was now Schwarzenegger on a Segway, back with a vengeance. Johnson never returned to the Plano office. Within weeks, all but one of his disciples were gone too.

The grand experiment was over — just as much of Johnson’s new merchandise was beginning to appear. On May 1, the company ran an apology ad for misleading the customer. “We learned a very simple thing,” an earnest female voice said, “to listen to you.” In June, Johnson’s baby — the renovated home department — finally opened, with quirky Jonathan Adler lamps, mod Conran tables, and Pantone sheets. It was gorgeous, but the items were far beyond the budget of the traditional Penney’s customer. It bombed.

With Penney stuck in limbo by the court case, the company’s Martha Stewart stores were reduced to displaying things that didn’t compete with Macy’s, such as a few party supplies and window treatments. And in what seemed like a cruel joke, a new billboard erected in Culver City, Calif., to announce the Michael Graves home collection featured a teakettle that, viewed from on its side, inexplicably evoked Adolf Hitler, moustache and all, his arm in Nazi salute. The topic “This kettle looks like Hitler” trended quickly on social media site Reddit. There was at least one upside. Unlike Graves’ other wares, the Hitler teakettle immediately sold out.

The unwinding

With Ullman back, it was only a matter of time before Ackman was gone. The investor initially resisted, demanding that the board quickly find a replacement for Ullman. When he was rebuffed, Ackman dispatched two caustic letters to the board, which found their way to the Wall Street Journal. “Sometimes being ‘disruptive’ is exactly what a company and board needs at a critical time,” he wrote. But by now the other directors were aligned. On Aug. 12, 2013, Ackman resigned from the board. He sold his Penney stake at a loss of $470 million.

For his part, Ullman took a giant eraser to just about every plan of Johnson’s. The new home store was jettisoned; by summer I saw 50% to 70% markdowns on newly introduced products. They ended up piled toward the back of stores. Many of the brands that were promised prominent placement found their wares tossed on clearance tables, prices slashed. That in itself caused headaches for Penney. One such brand, Bodum, sued for breach of contract in December. (Penney declined to comment.) Once again, customers’ mailboxes filled with “the noise” of multiple promotions.

Ullman began shoring up Penney’s finances, but not without a stumble: The company stated that it was “comfortable” with its liquidity — and then, only a few weeks later, announced an 84-million-share offering. (The news of the highly dilutive offering walloped Penney’s shares yet again.) The Securities and Exchange Commission briefly investigated Ullman’s U-turn before closing the inquiry with no action.

The company website, reintegrated with the stores, again became a major contributor and helped make up for still-anemic in-store sales. Finally, on Feb. 26, 2014, Penney reported its first glimmer of good news: increases in same-store sales for the first time in two years, up 2% over the prior year’s fourth quarter (which, let’s not forget, was down 32%).

Earnings, however, were even worse than the previous year. The company lost $1.4 billion. Still, Ullman has stabilized the business, slowed the sales skid, and hired a marketing executive who at least seems to be matching the products to customers’ desires. But if Penney has pulled back from the brink of extinction, it remains a long, long way from thriving.

Returning to the pre-Johnson status quo is not a solution. Brick-and-mortar retail remains in deep trouble. During the recent holiday season industrywide in-store traffic slumped by 6.5%, according to RetailNext, even as spending surged online.
Was Johnson’s plan doomed to fail? It’s easy to say virtually nothing would work. For starters, there are far too many stores in America. In early March alone, Radio Shack announced plans to close as many as 1,100 stores, and Staples said it would shutter 225, or 12% of its total. And there are no obvious giant candidates to take over the mall spaces, diminishing the value of real estate for companies like Penney.

Of course, much of Penney’s failure was self-inflicted: the bold attempt — blessed by an impulsive board — to wave a magic wand and make a deeply embedded culture disappear, not to mention the rejection of its own customers. Says one executive brought in by Johnson: “It’s akin to people who try to remodel a house when their family is living in it. What we did was try to remodel 80% of the house and, by the way, try to host Thanksgiving and Christmas and a wedding in the backyard.”

Some acolytes fiercely defend Johnson and maintain that his plans would have worked if given enough time. “I think the strategy was right on the money,” says former HR head Walker. “We’ll never know what the results would’ve been if we’d gotten to the point where the stores had been largely transformed. Then it becomes a different store. We don’t get to replay that.”

Indeed, several Johnson initiatives have paid off. The Levi’s stores have had healthy sales (as have similar Disney boutiques). Penney is also holding on to another Johnson favorite, Joe Fresh. And Penney’s wider aisles and polished concrete floors do make the stores look and feel more contemporary.

What Johnson hoped to do was laudable. He wanted to conjure the elusive magic that delights customers at Apple stores, or at a handful of brick-and-mortar retailers such as Burberry, H&M, Target, J. Crew, Lululemon, and a few others devoted to the art and design of the product and the space. Says analyst Brian Sozzi of Belus Capital Advisors: “I will give Johnson this: He did things too quickly, but at least he was trying to set up a company to thrive in terms of where the future of retail was going. He just didn’t go about it the right way.” It’s impossible to know whether Johnson’s reforms could have succeeded, but he does leave one legacy: Nobody will be attempting something similar for a very long time.

Reporter associates: Marty Jones and Susan Kramer

Originally published in Fortune, March 2014. Subscribe to the magazine here.

Photo: idovermani, Flickr

The End of the Line: A Microbus Map of Damascus

Matthew McNaught | Syria Comment | June 2013 | 18 minutes (4,615 words)

Matthew McNaught taught English in Syria between 2007 and 2009. He now works in mental health and sometimes writes essays and stories. This piece first appeared in Syria Comment, and our thanks to McNaught for allowing us to republish it here. Read more…

A Brief History of Epic Parties: Reading List

The following reading list comes courtesy Michelle Legro, editor at Lapham’s Quarterly.

* * *

No doubt you are on your way to one right now: an epic party, a night to end all nights. But will your epic party be as legendary as those thrown attended by Truman Capote, Cher Horowitz, Jay Gatsby, Jordan Belfort, Silvio Berlusconi, or the kids from Saturday Night Fever?

1.  “The Great Fratsby” (Rachel Syme, The New Yorker, December 2013)

While Jay Gatsby may have spent lavishly, in the end he did it for love;  in Martin Scorese’s The Wolf of Wall Street, Jordan Belfort does it all for the money.

2. “Suck and Blow: The Oral History of the Clueless Party Scene” (Jen Chaney, New York magazine, December 2013)

Before we were rolling with the homies, director Amy Heckerling had to figure out if Cher Horowitz would totally gag if she had to go to a party in the Valley.

3.  “The Best Night $500,000 Can Buy” (Devin Friedman, GQ, September 2012)

The hottest club in Las Vegas has Italian princes, ten-thousand dollar tables, a champagne fairy, air of pure oxygen, and you’re not invited.

4. “Basta Bunga Bunga” (Ariel Levy, The New Yorker, June 2011)

The era of Berlusconi may be at an end, but the legend of this  Italian version of Benny Hill will never be forgotten, nakedly chasing after topless nymphettes while running the country into the ground.

5. “A Night to Remember” (Amy Fine Collins, Vanity Fair, July 1996)

Truman Capote kept telling people that he was going to invite everybody to his party at the Plaza Hotel in November of 1966. Guests were required to wear only two colors, black and white, to mirror the ascot races in My Fair Lady. Masks were to be worn by all upon entry and  removed only at midnight.

6. “Tribal Rites of the New Saturday Night” (Nik Cohn, New York magazine, 1976)

By day, Vincent sold paint in a Bay Ridge hardware store; by night he was the best disco dancer in all of New York City. And in 1977, he would be played on screen by John Travolta in Saturday Night Fever. Cohn, meanwhile, later admitted to making most of the story up.

Appetite of Abundance: On the Benefits of Being Eaten

Photo by born1945

J.B. MacKinnon | Orion | July 2013 | 12 minutes (2,875 words)

 

Our latest Longreads Member Pick comes from Orion magazine and J.B. MacKinnon, author of The Once and Future World.

Thanks to Orion and MacKinnon for sharing it with the Longreads community. They’re also offering a free trial subscription here.

Read more…

Inside Apple’s Plans for Its Futuristic, $5 Billion Headquarters

Longreads Pick

Steve Jobs had grand plans for Apple’s new headquarters, but now there are questions over whether the company should be going through with them:

“Apple hasn’t announced any major changes to Jobs’s vision, so some of the sought-after $1 billion savings will likely come by rolling back his sky-high requirements for fit and finish. Rather than cement floors, Jobs wanted to use a stone-infused alternative such as terrazzo, buffed to a sheen normally reserved for museums and high-end residences. Jobs insisted that the tiny gaps where walls and other surfaces come together be no more than 1/32 of an inch across, vs. the typical ⅛ inch in most U.S. construction. Rather than a lightweight, sound-absorbing acoustical tile, Jobs even wanted the ceilings to be polished concrete. Contractors would typically erect molds with crude scaffolds to pour the cement in place, but that leaves unsightly ruts where the scaffolding puts extra pressure on the surfaces. According to two people who’ve seen the plans, Apple will instead cast the ceilings in molds on the floor and lift them into place, a far more expensive approach that left one person involved in the project speechless.”

Source: Businessweek
Published: Apr 4, 2013
Length: 11 minutes (2,750 words)

The Top 10 Longreads of 2012

Longreads Members: Thanks for Your Support

Longreads, now in its third year, would not be possible without our Members’ support. Join now for $3 a month and we’ll send you full text and ebook versions of our latest exclusive story picks.


About This List

Thanks to everyone who has participated in the Longreads community this year, and to all of our guests who shared their favorite stories of 2012. The below list represents our editors’ favorite stories of the year, for both nonfiction and fiction.

Longreads is edited by Mark Armstrong and Mike Dang, with Kjell Reigstad, Joyce King Thomas, Hakan Bakkalbasi, Jodi Ettenberg and Erika Kussmann.

Thanks to all the writers and publishers who create outstanding work.


2012 Nonfiction Picks

1. Grace in Broken Arrow

Kiera Feldman | This Land Press | May 24, 2012 | 56 minutes (14,008 words)

The story of a sex abuse scandal inside a Tulsa Christian school, where church leaders were in denial and where the crimes shattered the lives of victims and their families:

“No more sleepovers. No more babysitting, or car rides home. No more being alone with children or ‘lingering hugs given to students (especially using your hands to stroke or fondle).’ Aaron Thompson—Coach Thompson to his PE students—sat in the principal’s office at Grace Fellowship Christian School as his bosses went through the four-page Corrective Action Plan point by point. It was October of 2001, the same month Aaron added ‘Teacher of the Week’ to his resume.

“Grace’s leader, Bob Yandian—’Pastor Bob’ as everyone calls him—wasn’t there: no need, he had people for this kind of thing. Pastor Bob’s time was better spent sequestered in his study, writing books and radio broadcasts. His lieutenant, Associate Pastor Chip Olin, was a hardnosed guy, ‘ornery as heck,’ people said. Olin brought a USA Today article on the characteristics of child molesters to the meeting. At age 24, Olin explained, Aaron was acting immature and unprofessional, and someone might get the wrong idea.”

More stories from This Land Press


2. State of the Species

Charles C. Mann | Orion | October 25, 2012 | 32 minutes (8,232 words)

A brief history of Homo sapiens—and a prognosis for our survival:

“Microorganisms have changed the face of the earth, crumbling stone and even giving rise to the oxygen we breathe. Compared to this power and diversity, Margulis liked to tell me, pandas and polar bears were biological epiphenomena—interesting and fun, perhaps, but not actually significant.

“Does that apply to human beings, too? I once asked her, feeling like someone whining to Copernicus about why he couldn’t move the earth a little closer to the center of the universe. Aren’t we special at all?

See also: “The Art of Waiting” (Belle Boggs, April 2012)

Books by Charles C. Mann on Amazon


3. The Yankee Comandante

David Grann | The New Yorker | May 21, 2012 | 88 minutes (22,146 words)

A story of love and revolution in Cuba. William Morgan was a free-spirited American drawn to Cuba to help Castro fight, only to grow disenchanted with his embrace of communism:

“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.'”

See also: “The Caging of America” (Adam Gopnik, January 2012)

Books by David Grann on Amazon


4. Snowfall: The Avalanche at Tunnel Creek

John Branch | The New York Times | December 20, 2012 | 70 minutes (17,639 words)

The story of 16 world-class skiers and snowboarders who decided to go skiing together in Washington’s Cascades in February 2012, and what happened to them when an avalanche hit:

“‘Just as I had the thought about what I’m going to do, wondering if it was going to bury me, that’s right when I could feel it,’ Castillo said. ‘It was like a wave. Like when you’re in the ocean and the tide moves away from you. You’re getting thrashed and you feel it pull out and you’re like, O.K., I can stand up now.’

“Castillo saw daylight again. His camera captured snow sliding past his legs for another 13 seconds. The forest sounded as if it were full of sickly frogs. It was the trees, scrubbed of their fresh snow, still swaying and creaking around him.

“Castillo turned to look back up the hill.

“‘Where there were three people, there was nobody,’ Castillo said.”

See also: “In China, Human Costs Are Built Into an iPad” (Charles Duhigg, David Barboza, January 2012)


5. The Innocent Man

Pamela Colloff | Texas Monthly | October 11, 2012 | 113 minutes (28,149 words)

A two-part series deconstructing the case against Michael Morton, who was convicted in 1987 of killing his wife but has maintained his innocence:

“Michael was breathing hard. ‘Is my son okay?’ he asked.

“‘He’s fine,’ Boutwell said. ‘He’s at the neighbors’.’

“‘How about my wife?’

“The sheriff was matter-of-fact. ‘She’s dead,’ he replied.

“Boutwell led Michael into the kitchen and introduced him to Sergeant Don Wood, the case’s lead investigator. ‘We have to ask you a few questions before we can get your son,’ Boutwell told him. Dazed, Michael took a seat at the kitchen table. He had shown no reaction to the news of Christine’s death, and as he sat across from the two lawmen, he tried to make sense of what was happening around him. Sheriff’s deputies brushed past him, opening drawers and rifling through cabinets. He could see the light of a camera flash exploding again and again in the master bedroom as a police photographer documented what Michael realized must have been the place where Christine was killed. He could hear officers entering and exiting his house, exchanging small talk. Someone dumped a bag of ice into the kitchen sink and stuck Cokes in it. Cigarette smoke hung in the air.”

Read part two of “The Innocent Man”

See also: “Portrait of the Artist as a Postman” (Jason Sheeler, September 2012)


6. ‘I Just Want to Feel Everything’: Hiding Out with Fiona Apple, Musical Hermit

Dan P. Lee | New York magazine | June 17, 2012 | 29 minutes (7,287 words)

A lost weekend, or several weeks, with Fiona Apple:

“A week later, my phone beeped. It was a heavily pixelated video. She was wearing glasses, looking straight at me:

“‘Hi, Dan. It’s Fiona. [She moves the camera to her dog.] This is Janet. [She moves it back.] Um, are you coming out here tomorrow? Um, I, I, I don’t know—I’m baffled at this thing that I just got, this e-mail shit, I don’t know what these people—are they trying to antagonize me so that I do shit like this, so that I start fights with them? I don’t understand why there are pictures of models on a page about me. Who the fuck are they? What? What?’

“The text attached read: ‘And are you western-bound? And hi there! F’

“I had no idea what she was talking about. Two days later, I landed at LAX.”

See also: “A Life Worth Ending” (Michael Wolff, May 2012)


7. The Queens of Montague Street

Nancy Rommelmann | January 1, 2012 | 41 minutes (10,299 words)

[Ebook, 99 cents] Memories of life as a truant teen in 1970s Brooklyn:

“Most of the time we just hung out, in front of the newly opened Baskin-Robbins, on the corner of Montague and Henry Streets. This corner was the epicenter of Brooklyn Heights, a community unaccustomed to seeing its daughters straddling mailboxes and flicking cigarette butts into the street. Nor were we used to fielding the looks we began to get: wary, unhappy, every father coming home from Wall Street and every mother on her way to Key Food shooting us stern, silent reprimands. It made me squirm, but it also pissed me off: What was I doing that was so horrible? And if they had something to say, why didn’t they say it? While our little petri dish of a neighborhood evidently considered hanging out anathema, I was on the fence; my dad had grown up in Greenwich Village, an Italian kid playing stickball and rolling tires in the Hudson River. Isn’t this what teenagers did?”

See also: “The GOP and Me” (Rany Jazayerli, November 2012)


8. How A Career Ends: Nancy Hogshead-Makar, Olympic Swimming Gold Medalist

Rob Trucks | Deadspin | July 31, 2012 | 21 minutes (5,369 words)

A first-person account of an Olympic career, a violent attack, and what happened next:

“My coach calls me up and says, ‘Listen, If you want to keep your scholarship’—by the way, he’s totally devious here—he said, ‘If you want your scholarship, all you have to do is show up for the meets. Don’t do anything else. Just show up. You don’t have to come to a single practice. You don’t have to warm up. Just show up at the meet.’

“Well, I was unhappy with how the first warmup went. I didn’t think I was in good enough shape for the first warmup, but I won all my events, OK? And so before the second time I thought, I’ll just go to a few workouts, you know. And then slowly, but surely…

“He was just so spot on. So then, sure enough, I’m now going to two workouts a day. I’m lifting weights and I totally get the hunger in a big, big way and my time was the third-fastest in the country. It wasn’t like the end-of-the-year time, which would be much faster, but I was really psyched that I could go that fast and do that well with just the amount of training that I had had.”

See also: “What Happens When A 35-Year-Old Man Retakes The SAT?” (Drew Magary, March 2012)

Books by Rob Trucks on Amazon


9. The Most Amazing Bowling Story Ever

Michael J. Mooney | D Magazine | June 20, 2012 | 18 minutes (4,622 words)

It’s still remembered as “That Night”—when bowler Bill Fong stunned the crowd at the Plano Super Bowl:

“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.”

See also: “The Honor System” (Chris Jones, Esquire)


10. Come On, Feel the Buzz

Alex Pareene | The Baffler | November 5, 2012 | 26 minutes (6,530 words)

A critical look at the political newspaper and website Politico:

“One classic method of unleashing irresistible Drudge bait on the Internet is to boil another outlet’s story down to a couple salacious-sounding excerpts, or (failing an effective condensing strategy) to simply reinterpret the material to fit a Drudge-friendly narrative. This past May, for example, Vanity Fair published an excerpt from Maraniss’s biography of Barack Obama. (The liberal media vetting blackout continued apace, in other words.) Politico’s Dylan Byers took the excerpt and turned it into a little micro-news story: Obama admitted to Maraniss that certain figures in his first memoir were ‘compressions’—i.e., composite characters. Byers completely missed that Obama explicitly said at the outset of his own book that some characters were composites, but Drudge didn’t care. ‘Obama Admits Fabricating Girlfriend in Memoir,’ went his headline, with a link to Politico instead of Vanity Fair—and another false right-wing meme got its wings.”

See also: “Dead End on Shakin’ Street” (Thomas Frank, July 2012)


2012 Fiction Picks

1. Cold Pastoral

Marina Keegan | The New Yorker | October 5, 2012 | 28 minutes (7,023 words)

A college student grapples with the death of her on-and-off boyfriend:

“We were in the stage where we couldn’t make serious eye contact for fear of implying we were too invested. We used euphemisms like ‘I miss you’ and ‘I like you’ and smiled every time our noses got too close. I was staying over at his place two or three nights a week and met his parents at an awkward brunch in Burlington. A lot of time was spent being consciously romantic: making sushi, walking places, waiting too long before responding to texts. I fluctuated between adding songs to his playlist and wondering if I should stop hooking up with people I was eighty per cent into and finally spend some time alone. (Read the books I was embarrassed I hadn’t read.) (Call my mother.) The thing is, I like being liked, and a lot of my friends had graduated and moved to cities. I’d thought about ending things but my roommate Charlotte advised me against it. Brian was handsome and smoked the same amount as me, and sometimes in the morning, I’d wake up and smile first thing because he made me feel safe.

“In March, he died. I was microwaving instant Thai soup when I got a call from his best friend, asking if I knew which hospital he was at.

“‘Who?’ I said. ‘Brian,’ he said. ‘You haven’t heard?'”


2. Break All the Way Down

Roxane Gay | Joyland | May 26, 2012 | 24 minutes (6,184 words)

A baby’s arrival stirs up difficult memories:

“I sat with the baby in the living room, setting her on a clean blanket. When I tired of watching her, I stretched out, resting my hand on her stomach. I fell asleep with the baby staring at me, her eyes wide open.

“In the morning, my boyfriend kicked my foot with his heavy work boot. ‘What the fuck is this?’

“I sat up quickly, holding a finger to my lips. I stood and pulled him into the bedroom. ‘Anna Lisa brought the baby last night. She can’t take care of her anymore.'”

Books by Roxane Gay on Amazon


3. Miss Lora

Junot Díaz | The New Yorker | April 23, 2012 | 21 minutes (5,357 words)

A teenager’s grief and its aftermath:

“Years later, you would wonder if it hadn’t been for your brother would you have done it? You’d remember how all the other guys had hated on her—how skinny she was, no culo, no titties, como un palito, but your brother didn’t care. I’d fuck her.

“You’d fuck anything, someone jeered.

“And he had given that someone the eye. You make that sound like it’s a bad thing.”

Books by Junot Díaz on Amazon


4. Hello Everybody

A.M. Homes | Electric Literature | September 12, 2012 | 27 minutes (6,868 words)

A grieving family’s privileged, plastic life:

“She hears his car grinding up the hill. At the edge of the driveway, the engine shudders, continuing on for a few seconds before falling silent. Walter buzzes the front gate; Esmeralda, the housekeeper, lets him in. The gate closes with a thick metallic click.

“‘Where are you?’ he calls out.

“‘I’m hiding,’ Cheryl yells from the backyard.

“He enters the through the pool gate.

“‘Shouldn’t that be locked?’ she asks.

“‘I remembered the code,’ he says.

“‘The pool boy’s code, 1234?’

“He nods. ‘Some things never change.'”

Books by A.M. Homes on Amazon


5. Ice Man

Elmore Leonard | The Atlantic | June 22, 2012 | 9 minutes (2,351 words)

A run-in with an Immigration and Customs Enforcement officer after a rodeo:

“Victor saw Nachee and Billy Cosa looking toward the entrance and turned his head to see a Riverside County deputy talking to the manager. Some more law was outside. They’d go around to the kitchen and check on Mexicans without any papers. Victor saw the Riverside deputy look his way. No, he was looking at the white guy at the next table, the guy wearing a straw Stetson he’d fool with, raising the curled brim and setting it close on his eyes again. Never changed his expression. He had size, but looked ten years past herding cows. It was the man’s U.S. Government jacket told Victor he was none of their business.”

Books by Elmore Leonard on Amazon


6. Casino

Alix Ohlin | Guernica | May 1, 2012 | 16 minutes (4,225 words)

A sisters’ weekend and an unexpected encounter bring back memories:

“When Trisha comes to town we have to go out. She’s the bitterest soccer mom of all time and as part of her escape from home she wants to get drunk and complain about her workaholic husband and over-scheduled, ungrateful children. No one appreciates how much she does for them. All she does is give, give, give, without getting anything back, et cetera. I don’t really mind—I enjoy a good martini, and while Trisha rants I don’t have to worry about getting sloppy, given that she’s always sloppier—except that even her complaints are part boast. She has to mention her busy husband and the two hundred thousand he rakes in a year. Her children’s after-school activities for the gifted are just so freaking expensive and time-consuming. There’s a needle in every one of these remarks, pricking at my skin, saying See, Sherri? See?”

Books by Alix Ohlin on Amazon


7. Onward

Emma Donoghue | The Atlantic | August 24, 2012 | 17 minutes (4,385 words)

A close-knit family’s struggles in Dickens-era England:

“Caroline always prepares Fred’s breakfast herself. Her young brother’s looking sallow around the eyes. ‘We saved you the last of the kippers,’ she says, in a tone airy enough to give the impression that she and Pet had their fill of kippers before he came down this morning.

“Mouth full, Fred sings to his niece in his surprising bass.

“His brow is wet with honest sweat,

He earns whate’er he can,

And looks the whole world in the face,

For he owes not any man.

“Pet giggles at the face he’s pulling. Caroline slides her last triangle of toast the child’s way. Pet’s worn that striped frock since spring. Is she undersized, for two years old? But then, girls are generally smaller. Are the children Caroline sees thronging the parks so twig-like, under their elaborate coats? ‘Where did you pick that one up?’ she asks Fred.

“‘A fellow at the office.’

“‘Again, again,’ insists Pet: her new word this week.

“Caroline catches herself watching the clock.”

Books by Emma Donoghue on Amazon


8. West of the Known

Chanelle Benz | The American Reader | October 1, 2012 | 20 minutes (5,136 words)

Loyalty, betrayal and a final judgment for a brother-sister duo in the Old West:

“My brother was the first man to come for me. The first man I saw in the raw, profuse with liquor, outside a brothel in New Mexico Territory. He was the first I know to make a promise then follow on through. There is nothing to forgive. For in the high violence of joy, is there not often a desire to swear devotion? But what then? When is it ever brung off to the letter? When they come for our blood, we will not end, but go on in an unworldly fever.

“I come here to collect, my brother said from the porch. If there was more I did not hear it for Uncle Bill and Aunt Josie stepped out and closed the door. I was in the kitchen canning tomatoes, standing over a row of mason jars, hands dripping a wat’ry red when in stepped a man inside a long buckskin coat.

“I’m your brother, Jackson, the man smiled, holding out his hand.”


9. The Semplica-Girl Diaries

George Saunders | The New Yorker | October 8, 2012 | 35 minutes (8,979 words)

A father uses his lottery winnings for an extravagant birthday party for his teenage daughter:

“September 3rd: Having just turned forty, have resolved to embark on grand project of writing every day in this new black book just got at OfficeMax. Exciting to think how in one year, at rate of one page/day, will have written three hundred and sixty-five pages, and what a picture of life and times then available for kids & grandkids, even greatgrandkids, whoever, all are welcome (!) to see how life really was/is now. Because what do we know of other times really? How clothes smelled and carriages sounded? Will future people know, for example, about sound of airplanes going over at night, since airplanes by that time passé? Will future people know sometimes cats fought in night? Because by that time some chemical invented to make cats not fight? Last night dreamed of two demons having sex and found it was only two cats fighting outside window. Will future people be aware of concept of ‘demons’? Will they find our belief in ‘demons’ quaint? Will ‘windows’ even exist? Interesting to future generations that even sophisticated college grad like me sometimes woke in cold sweat, thinking of demons, believing one possibly under bed? Anyway, what the heck, am not planning on writing encyclopedia, if any future person is reading this, if you want to know what a ‘demon’ was, go look it up, in something called an encyclopedia, if you even still have those!

“Am getting off track, due to tired, due to those fighting cats.”

Books by George Saunders on Amazon


10. Frogs
Mo Yan | Granta | October 11, 2012 | 14 minutes (3,591 words)

An aunt recalls how she met her husband:

“‘If you want to know why I married Hao Dashou, I have to start with the frogs. Some old friends got together for dinner on the night I announced my retirement, and I wound up drunk – I hadn’t drunk much, less than a bowlful, but it was cheap liquor. Xie Xiaoque, the son of the restaurant owner, Xie Baizhua, one of those sweet-potato kids of the ’63 famine, took out a bottle of ultra-strong Wuliangye – to honour me, he said – but it was counterfeit, and my head was reeling. Everyone at the table was wobbly, barely able to stand, and Xie Xiaoque himself foamed at the mouth till his eyes rolled up into his head.'”

Books by Mo Yan on Amazon

Our Top 10 Longreads of 2012