Relationships as Infrastructure, Not Networking

“Just in case his phenomenal memory failed him, Horst Dassler created detailed files for each of his contacts. Meticulously up- dated, they contained the names of that person’s closest family members and their ages, clothes measurements, special likes and dislikes; the subjects discussed during the latest meeting; and the presents they received. Horst Dassler’s aides were taught to keep track of their contacts in the same way. “At the end of an eve- ning, when you'd think we’d keel over comatose, we would still keep a pretty good diary of notes,” said Nally. “All these people were trained to take notes; they were very disciplined in giving Horst complete information.””

“Horst himself excelled at this discipline. His phenomenal memory stored the names and faces of countless athletes and offi- cials. Le Patron would never close a conversation without enquir- ing about the welfare of the other person’s family. The interest was flattering enough, but it often turned out that Horst genu- inely listened to the reply, too. One business relation who vaguely spoke of his son’s enthusiasm for a soccer team was stunned to re- ceive, shortly afterward, a package for his son with autographed shirts from some of the team’s players. Such attentions were per- fectly in line with Horst Dassler’s motto, “Business is about rela- tionships.””