Narrator: In June 2016, Robert Iger stood on the cusp of his greatest professional triumph: the grand opening of Shanghai Disneyland. It was the culmination of a nearly two-decade-long project, a massive investment designed to be "authentically Disney and distinctly Chinese." But as the final preparations were underway, a call came from half a world away. A gunman had opened fire at the Pulse nightclub in Orlando, Florida, just miles from Disney World, killing dozens. The horror was compounded when investigators revealed the shooter had scouted Disney World as his primary target, only deterred at the last minute by a heavy security presence. In that moment, Iger was forced to balance the immense joy of a historic launch with the profound grief of a tragedy that had struck the heart of his company.

This crucible of crisis, where celebration and sorrow collide, defines the essence of modern leadership. In his memoir, The Ride of a Lifetime, Robert Iger reveals the principles that guided him through this and countless other challenges. He provides a masterclass not just in running a global media empire, but in leading with decency, courage, and a clear sense of purpose.

Narrator: Long before he was CEO, Robert Iger learned his most crucial leadership lessons at the bottom of the ladder. Working at ABC Sports under the legendary and notoriously demanding Roone Arledge, Iger was immersed in a culture of relentless perfectionism. Arledge’s mantras were simple and absolute: "Innovate or die," and "Do what you need to do to make it better." This environment was a pressure cooker, and mistakes were not tolerated lightly.

One Monday morning, Arledge stormed into a meeting, furious. ABC had missed covering a new world record for the mile, set by runner Sebastian Coe over the weekend. As Arledge excoriated the entire team, a young Iger felt his stomach drop. The failure was his. He had been responsible for securing the rights and had failed. In a room full of seasoned executives frozen in fear, Iger raised his hand. He admitted it was his fault and explained what went wrong without making excuses. The room went silent. Arledge simply looked at him and moved on. But from that day forward, Arledge treated him with a new level of respect and trust. Iger learned that true authority isn't derived from projecting infallibility, but from demonstrating accountability. Taking responsibility for your mistakes, he realized, is a prerequisite for earning the trust needed to lead. This principle of integrity became a non-negotiable part of his leadership DNA.

Narrator: When Iger was named the next CEO of Disney in 2005, he didn't inherit a peaceful kingdom. The company was embroiled in a bitter public feud with Roy Disney, Walt's nephew, who had launched a "Save Disney" campaign against the previous CEO. The day Iger’s appointment was announced, Roy and his partner Stanley Gold filed a lawsuit against the board, alleging a fraudulent succession process. The company was fractured, and morale was low.

Instead of digging in for a protracted legal war, Iger’s first instinct was to seek reconciliation. He reached out to Stanley Gold and, in a quiet meeting, learned the root of the conflict. It wasn't just about business strategy; it was about respect. Roy felt he had been profoundly disrespected and cast out from the company his family had built. Stanley’s message was clear: find a way to bring Roy back into the fold with dignity, and the lawsuit would disappear. Iger understood that the problem wasn't legal, it was emotional. He offered Roy an emeritus role on the board, an office on the studio lot, and a consulting agreement. It was an olive branch that cost the company little financially but paid enormous dividends in healing. As Iger reflects, "A little respect goes a long way, and the absence of it is often very costly." He demonstrated that effective leadership is often about understanding human needs and choosing empathy over ego.

Narrator: Alongside the internal strife with Roy Disney, Iger inherited another broken relationship: the one with Steve Jobs and Pixar. The partnership that had produced a string of animation blockbusters was shattered, and Jobs had made his disdain for Disney's creative state public. Iger knew that fixing this was one of his top priorities. He needed to prove to Jobs that Disney was ready to embrace the future.

His opportunity came in the summer of 2005. Iger called Jobs with a "crazy idea" about the future of television, envisioning an iTunes-like platform for TV shows. Intrigued, Jobs invited him to Apple headquarters for a secret demonstration. There, Jobs unveiled a prototype of a new device: the video iPod. He then posed a pivotal question: "If we bring this product to market, will you put your television shows on it?" Iger knew this would mean disrupting Disney's own lucrative business model, which relied on syndication and DVD sales. Many executives would have hesitated, forming committees to analyze the risk. Iger said yes on the spot. This single, bold decision showed Jobs that Iger was a different kind of leader—one who was willing to take risks and embrace technological change rather than fight it. That act of trust was the first step toward not only repairing the relationship but also paving the way for Disney's eventual, game-changing acquisition of Pixar.

Narrator: The lessons Iger learned from Roone Arledge about perfectionism never left him. But as a CEO, he had to figure out how to instill that value across a company of 200,000 employees without creating a culture of fear. He found the answer in an unlikely place: a documentary called Jiro Dreams of Sushi. The film profiles Jiro Ono, a Tokyo sushi master who has dedicated his entire life to perfecting his craft, down to the smallest detail.

Iger was so moved by Jiro's philosophy that he showed clips of the film to his top 250 executives at a company retreat. The message wasn't about being perfect; it was about the relentless pursuit of perfection. It was about taking immense personal pride in the work, refusing to accept mediocrity, and fostering an environment where people are empowered to make things better. This is different from micromanagement, which Iger notes can stifle creativity. Instead, it’s about setting a high standard and trusting people to meet it. For Iger, this mindset is the engine of quality. Whether it's ensuring a theme park is spotless or a film's story is emotionally resonant, this shared commitment to excellence is what defines the Disney brand and drives its enduring success.

Narrator: The central lesson of Robert Iger’s career is that the so-called "soft skills" of leadership—optimism, fairness, integrity, and respect—are, in fact, the hardest and most essential assets. In a world that often rewards ruthless ambition, Iger’s story is a powerful testament to the idea that decency and excellence are not mutually exclusive. In fact, one is the foundation for the other. He proved that you can resolve conflicts by offering respect, build partnerships by demonstrating trust, and inspire innovation by creating a culture where people take pride in their work.

His journey leaves us with a profound challenge. It’s easy to be decent when things are going well, but true leadership is defined by the courage to uphold your values when faced with crisis, criticism, and immense pressure. The ultimate question Iger’s ride poses is not what you would do to succeed, but who you are willing to be in the process.