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38 NO B.S. Time Management for EntrepreneursCHAPTER 3 / HOW TO DRIVE A STAKE THROUGH THE HEARTS OF THE TIME VAMPIRES OUT TO SUCK YOU DRYUnreasonable Man, continuedFar from charming. Brusque. Demanding. Arguably, unreasonably demanding. But Ogilvy did not want to delay the oversight required as newly self-appointed Copy Chief by so much as a day, nor did he want to start out ill-prepared to do the job. To him, this was urgent. I can assure you, the 11 copywriters did not share his sense of urgency for this, no doubt grumbled about it among themselves as unreasonable, and complained to their spouses at home or by phone while explaining why they had to work into the dead of night. I can also assure you that Ogilvy would have foreseen all that%u2014and did not care a lick.In most companies, something like this would proceed at a leisurely pace. In fact, memo language used would more likely be gentler, vaguer, more polite: %u201cat your convenience, please put together a few samples . . .%u201d The 11 writers would have turned in requested samples over days or even weeks. Some would deliberately slow-walk it, hoping the boss would forget about it or at least not pursue it. And that is exactly what occurs, a lot, in most places. But there are reasons why Ogilvy built quickly and, for many years, sustained the world%u2019s largest, most dominant, and most successful advertising agency and this little anecdote demonstrates one of those reasons: there was an Unreasonable Man at its helm.You absolutely have to know that hardly anyone around you, involved with you, or relied on by you will ever perform with the same urgency that you hold for your purposes%u2014unless you compel it. I say that not necessarily as criticism of those around you. It is logical. It is realistic assessment. And %u201cFiring Will Continue Until Sense of Urgency Improves%u201d is not really a practical answer. There