In each case, Mr. Iger found a solution, sometimes cajoling his people to do more and sometimes intervening more directly. â€œI like our people to solve problems on their own, and they usually do,â€ he says later. â€œBut I will do a deep dive if there is a lot at stake or if there are creative challenges.â€
Deep is not a word that most people used to describe Mr. Iger when he took control of Disney five years ago. In fact, he was widely dismissed as little more than a stuffed suit who might have had the skills to fix a highly dysfunctional company but lacked creative sizzle or big-picture brilliance to raise its game. His predecessor Michael D. Eisner endorsed him, but faintly â€” at least according to â€œDisneyWar,â€ the 2005 book that chronicled Mr. Eisnerâ€™s fall from power.