A Hero That Trusted His Intuition.
The problem wasn’t that Morgan Stanley didn’t believe him.
Rick Rescorla had already been right once. After the 1993 basement bombing of the World Trade Center, the firm’s security chief walked the towers, studied the site, and reached a conclusion most people preferred not to hear: the World Trade Center was still a target. Next time, he said, it would not be a truck. It would be an airplane.
An airplane. In a 1993 report.
Executives listened. Then they looked at the lease.
Morgan Stanley was the largest tenant in the complex—twenty-two floors of the South Tower, thousands of brokers, and a trading infrastructure that could not be packed into boxes and wheeled across the Hudson.
They literally made it a trading center.
The contract with the Port Authority ran until 2006. Walking away from premium Manhattan space of that scale would have meant penalties measured in the hundreds of millions, plus the operational chaos of relocating an entire downtown machine. So the company stayed.
Rescorla adjusted. If they could not leave the building, they would learn to escape it.
He built a protocol and treated it like doctrine. Unannounced drills. No exemptions. Brokers who billed by the minute were pulled off their desks and sent into the stairwells two by two, starting from the top floors, leaving a lane for firefighters coming the other way.
People complained. He did not care. Practice, he believed, was the only thing that would beat panic.
On the morning of September 11, 2001, American Airlines Flight 11 hit the North Tower. From the 44th floor of the South Tower, Rescorla could see the fire. Then the Port Authority came over the speakers: the South Tower was secure. Stay at your desks.
Rescorla grabbed a bullhorn and ignored them.
He started the drill his people already knew by heart. Floor by floor, two by two, down the stairs. He sang as he moved—Cornish songs from childhood, then “God Bless America”—keeping the line moving, refusing to let the stairwell become a stampede. Seventeen minutes later, the second plane struck the South Tower.
By then, most of Morgan Stanley was already on the way out.
Of the 2,687 employees in the building that morning, all but 13 survived.
It was stunning.
Rescorla could have been outside with them. He went back up instead. Colleagues told him to leave. He said he would, as soon as he was sure no one was left behind.
He was last seen around the 10th floor, heading higher.
The South Tower fell at 9:59 a.m. They never found him.
He was one of the 13.
He was a hero in every sense of the word.
Remember Rick Rescorla, he remembered for us.
@TheKostos Awesome!!! I know you may find this unbelievable but it's generally the only time all week I get to listen to you. And many times I laugh out loud or scream no at the radio. Thanks for all thst you do. Go birds!
@SeanTalksEagles Yes. And the billionaire owner will never let it happen again when he builds his dome so that he can make more billions. It's really sad
Drew Brees shares a masterclass in leadership. It's 2004, he's about to lose his job, and he asked for 10 minutes with the team before the season.
What happened next turned a 4-12 squad into a 12-4 contender.
Brees passed out goal sheets to every player.
"I said, 'We're going to accomplish great things this year. But we need to create that path for ourselves, and then we need to hold ourselves accountable for this.'"
The sheets had three sections:
• Top 5 team goals.
• Top 5 offensive/defensive goals.
• Top 5 personal goals.
"I had already had a list of things I felt should be our goals, but I wanted it to be a collaboration."
"If it comes out of their mouth, then they gotta own it. And they have to become accountable to it."
That's the key. Goals that come from the team belong to the team.
"It gave guys the opportunity to verbalize things that maybe they otherwise wouldn't have verbalized."
"I didn't want to leave anything up for chance. I didn't want to leave anything up for assumption."
"What are we trying to accomplish? Goal number one - win a Super Bowl. Okay, in order to do that, what do we have to do? In order to do that, what do I have to do?"
"You just set these short-term goals in order to achieve the big one."
"Nobody had ever done that before. I'd never done that with a team. But when guys came together, put their heads together, put something on paper - they committed to it and became accountable to it."
Goals without ownership are just wishes.
• Make them say it.
• Make them write it.
• Make them own it.
That's how you build accountability and set a shared standard for the team.
(🎥Jeff Fenster Show | @drewbrees)
Wild: An Eagles fan went to the Cowboys Pro Shop in Dallas to rage-bait the employees and the entire interaction was PRICELESS.
Eagles fan: "Any chance you got any Philadelphia Eagles merch in here?"
Cowboys worker: "One-ply or two-ply."
💀💀💀
Is there any chance we can just stick with franzkie play by play and Stocker on color. Am I the only one turning off the radio when Stocker goes to play by play. Cam someone please help me 🙏 @Phillies#help