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Tim Cook and Reed Hastings just showed every CEO how to leave gracefully
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Tim Cook and Reed Hastings just showed every CEO how to leave gracefully

Fortune · May 9, 2026, 9:00 AM

In September 1960, John Updike sat in the Fenway Park stands and watched Ted Williams take his final at-bat. He drove a fastball 440 feet over the right-centerfield wall, rounded the bases head down and disciplined, and ran straight into the dugout. The crowd begged him to come out, tip his cap, take their adulation. He didn’t. The opposing pitcher waited on the mound, certain Williams would relent. Most players would have. Williams waved him off and never came back out. Updike titled his account of that afternoon Hub Fans Bid Kid Adieu — one of the greatest pieces of sportswriting ever published, about one of the greatest exits in the history of American sport. Sixty-five years later, two of the most consequential business leaders of this century — Tim Cook of Apple and Reed Hastings of Netflix — have given us the corporate equivalent. No grandstanding. No extended farewell tours. No carefully staged vulnerability on a podcast circuit. Just a clean, disciplined exit. In a business culture that increasingly rewards visibility over substance, both men offered a different model. Neither built their careers around personal brand. They weren’t the story, and they weren’t trying to be. They focused on building institutions that would endure — and in doing so, reshaped entire industries: how we communicate, how we consume media, and how we spend our time. Like Williams, they understood that how you leave is part of what you built. And in both cases, the exit was as instructive as anything they did in the corner office. The Impossible Job Tim Cook Made Look Routine Cook had the nearly impossible task of following Steve Jobs. Rather than imitate him, he redefined the role. Under his leadership, Apple became not just a product company but an operational machine and a supply chain marvel. Most companies make a tradeoff between scale and margin. Apple, under Cook, managed both — and that is extraordinarily rare. It requires not just vision, but execution at a

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