would step in after one of Jobs's tantrums. She would go to his office, shut the door, and gently lecture him. I know, I know, he would say. Well, then, please stop doing it, she would insist. Bowers recalled, He would be good for a while, and then a week or so later I would get a call again. She realized that he could barely contain himself. He had these huge expectations, and if people didn't deliver, he couldn't stand it. He couldn't control himself. I could understand why
In Walter Isaacson's book about Steve Jobs, the author describes how one person would intervene after Jobs displayed his frustrations. This individual would enter his office, close the door, and calmly address his outbursts, urging him to manage his behavior better. Jobs would acknowledge her points but often fell back into his previous patterns of frustration.
Jobs had exceptionally high expectations, and when those around him did not meet them, he struggled to maintain his composure. His inability to control these feelings often led to repeated cycles of disappointment and anger, a challenge that those close to him frequently had to navigate.
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