Here’s an Opening Day treat from the late, great, Paul Hemphill. This story was first published in Sport magazine as “The Yankees Fish for a Pennant.” It is featured in the wonderful collection, Too Old to Cry and appears here with permission from Hemphill’s wife, Susan Percy.

“Fi$hing for Catfi$h”

By Paul Hemphill

Ahoskie, North Carolina

There is something in the old baseball scout reminding us of grandfatherly chats, squeaky slippers, soft wine, and a knowledge gained only through experience. They have been there in rickety, skeletal bleachers in small Iowa towns and on grassy knolls at downtown St. Louis playgrounds, witnessing it all—wild-swinging young brutes who would discover the curveball in Class D the year after signing, burly Okies who would turn out to be afraid to pitch in front of crowds; crew-cut shortstops who would invest their eight-thousand-dollar bonus in beer and pool and frowsy blondes in McAlester, Oklahoma—and now the men who discovered stars and signed them up to play professional baseball turn up, graying and sixtyish, wiser than the rest of us. After the frantic years of squinting out into hard-baked, skinned infields, abruptly having to adjust their eyes from deepest center field to the stopwatch in their wrinkled hands, they come down to wearing loose alpaca sweaters and lazily lipping slender cigars and treading gentlemanly in broken-in Hush Puppies and speaking warmly to the parents of the top prospect in town.

Such is George Pratt. It is turning dark on the day after Christmas. Pratt, who got as high as Class AAA as a player and has recently been put out to pasture as a “bird dog” scout for the Pittsburgh Pirates due to heart trouble, is sitting in the lobby of the Tomahawk Motel in Ahoskie, mumbling soft exchanges with a stumpy, aggressive fellow named Dutch Overton, the assistant principal at Ahoskie High, in the barren, swampy stretches of far northeastern North Carolina. They are idly waiting for the Pirates’ hierarchy to fly in the next morning and try to sign the best pitcher ever to have come out of this part of the country: Jim “Catfish” Hunter, a former high school phenomenon who went on to establish himself as genuine Hall of Fame material with the Oakland A’s. These days, after a petulant violation of his contract by A’s owner Charles O. Finley, Hunter trucks into his Ahoskie lawyers’ offices each morning in a gray, mud-spattered Ford pickup with a dog pen in the back. Then Hunter spits tobacco juice into a Styrofoam coffee cup while major league owners and their accountants sit at the other end of a long walnut conference table in a back room, wearing elegant dark suits and rummaging through stacks of tax tables and such, earnestly competing to make him the highest-paid player in the history of baseball. This has been going on for about ten days now and should end in about a week, when all of the clubs not faint of heart have their cards on the table. It is not unlike the auctioning of a prize bull.

“Time flies, all right,” Dutch Overton is saying. “It wasn’t ten, maybe twelve years ago I was assistant baseball coach over at Hertford where Jim was playing. Most times I’d wind up umpiring our games behind the plate. They’d always say, ‘No wonder Jimmy wins. He brings his own personal umpire.'”

“Competitive spirit played a part, too,” says Pratt.

“Say y’all talk with ’em in the morning?”

“Us in the morning. Cincinnati in the afternoon.”

“Jim’s out hunting if I know him.”

“I would imagine that’s the case, Dutch.”

Pratt is showing off his 1971 World Series ring to a motel guest when Overton asks who he thinks will eventually sign Hunter. “The Yankees,” he says flatly. “Clyde Kluttz is their top scout, and he and Jim go hunting together all the time. Jim could make an awful lot of extra money in New York, too, and don’t overlook that. And the Yankees can start winning pennants again if they get him. If I had to bet on it, I’d say the Yankees.”

When it was announced at a frantic press conference on New Year’s Eve of 1974 in New York that the Yankees had persuaded Jim Hunter to sign what was easily the most awesome contract in the history of major-league baseball—the five-year package came to an estimated $3.75 million, including salary and insurance and deferred bonuses—the whole story read like a novel. It involved a Southern country boy suddenly inspired to give it his best shot in the Big Apple, a club owner forced by the commissioner of baseball to stay out of the negotiations, a general manager putting the finishing touches on what could become another Yankee dynasty, a kindly veteran scout who got the job done through the back door with old-fashioned friendship and trust, a sleepy little tobacco and farming town abruptly basking in national prominence, a mercurial sports entrepreneur finally letting his arrogance and stubbornness get the best of him, a generous portion of vindictiveness from several sides, and, less pronounced, a general restlessness over the traditional notion that a player is a slave until proved otherwise. The cast:

• James Augustus “Catfish” Hunter. Born and reared on a farm near Hertford, some fifty miles from Ahoskie on Albemarle Sound, signed with the then-Kansas City Athletics for a $75,000 bonus in 1964 and is now, at twenty-eight, the premier pitcher in baseball. Because fishing is a passion, he was nicknamed “Catfish” by Finley as a gimmick. Has won 88 games and lost only 35 over the past four seasons, with a career earned-run average of 3.12 (and in 37 World Series innings is 4-0 and 2.19). A country-cool good old boy, devoted to his childhood sweetheart and two children, stays close to home. Salary with the A’s in ’74 was $100,000.

• Charles O. Finley. Controversial owner of the Oakland A’s who is always in the spotlight: for proposing orange baseballs; for designing garish, multicolored uniforms; for firing a second baseman who botched a couple of plays in a Series game; for trying to make pitcher Vida Blue change his first name to “True”; for cutting corners on accommodations and salaries in spite of three straight World Series clubs. When he delayed paying Hunter the remaining $50,000 on his ’74 contract, Hunter was declared a free agent by an arbitration panel. After the Yankees signed Hunter, Finley paid the $50,000 and said he would take the matter to the Supreme Court.

• The Yankees. Having traded Bobby Murcer even-up to San Francisco for Bobby Bonds in a case of grand larceny at the trading block, the Yankees became a gathering storm in the American League, thanks in large part to the canny purchases and trades of president and general manager Gabe Paul. In the Hunter pursuit the Yankees were driven by revenge as well: toward Finley, for not releasing Dick Williams from a contract with the A’s so he could manage the Yankees; toward commissioner Bowie Kuhn, for not helping them in the Williams tussle and for slapping a two-year suspension on club general partner George Steinbrenner for being indicted on charges of illegal political campaign contributions.

• Clyde Kluttz. Originally from the Ahoskie-Hertford area, Kluttz is the scout who first signed Hunter for the Athletics, a decade ago, and is now, at fifty-seven, the Yankees’ superscout. A mediocre catcher for nine seasons with five big league clubs, Kluttz’s top yearly salary was $10,000 (“I deserved every penny of it”). Hunter says, “Clyde never lied to me. He’s my friend. That’s why I signed with the A’s and that’s why I signed with the Yankees.”

• The Bit Players. There was pitcher Gaylord Perry, who came from nearby Williamston, trying to talk his old buddy into going with his Cleveland Indians. And the dean of major league managers, saintly Walter Alston, of the Dodgers, who wanted Hunter badly enough to fly coast to coast for a chat. And Gene Autry, the old cowboy movie star and singer who now owns the California Angels, who stood on the streets of Ahoskie handing out autographed Christmas albums he had recorded. And A’s manager AI Dark, who showed up with his wife one night at the Hunter spread, claiming he “just happened to be in the area” for some appearances. And Dick Williams, Hunter’s friend and former A’s manager, now managing the Angels, in Ahoskie also to do some ear-bending. And even attorney Dick Moss, of the Major League Baseball Players Association, instrumental in breaking Finley’s hold on Hunter and, as a result—time will tell—possibly tearing a chink in the historical “reserve clause” binding a player to one club for life unless traded or sold.

Much of the story’s charm lay, of course, in its setting. Hunter lives an hour away, on a 113-acre farm, but when it was determined that he was free to sign with any major league club, Ahoskie was selected as the bargaining table, since that is where Hunter’s lawyers work, out of a quaint, old two-story brick building on Main Street. The second largest town in sparsely populated northeastern North Carolina, Ahoskie (pop. 5500) is a farmer’s delight, with ten churches, a handful of family style restaurants, an ample supply of feed-and-seed stores and tobacco warehouses, and a textile mill that employs nearly four hundred workers. Only twice in memory has the town attracted any sort of national attention: when Lady Bird Johnson made a train stop to promote her national beautification project (the train doesn’t stop there anymore) and when the funeral was held for a native son killed while performing with the Air Force’s acrobatic Blue Angels. It is baseball country, though. From the area over the years have come such major league players as Torn Umphlett, Enos “Country” Slaughter, Stuart Martin, Jim and Gaylord Perry, and now Catfish Hunter.

It was in Hertford (pop. 2023), some fifty miles south of Norfolk, that Jim Hunter was born—the last of four sons—to a tenant farmer and two-dollar-a-day logger named Abbott Hunter. Life wasn’t easy, but when the chores were done Jim found himself competing with his bigger brothers at whatever sport came to mind. He was growing up tough and big and strong—as a freshman at Perquimans High School in Hertford he stood six feet tall and weighed nearly 175 pounds—making him a prep star in football and baseball during his four years. (“He was just a big old country boy who liked it rough,” recalls Bobby Carter, who coached Hunter at Perquimans High and now coaches at Roanoke Rapids, North Carolina.) Hunter was a linebacker and offensive end (“He could’ve probably been a pretty good football player at one of the smaller colleges”). But it was in baseball that he began to attract attention. Playing shortstop and batting cleanup when he wasn’t pitching, Hunter would eventually pitch five no-hitters during his high school career—one of them a perfect game, on the day following Easter Sunday of 1963—and bring the major-league scouts flocking to the porch of his father’s farmhouse. This was in 1964, the last year of open bidding for young talent before the free-agent-draft era began, and one night in the living room of the Hunter house young Jim Hunter signed his bonus contract with the Kansas City Athletics and Clyde Kluttz.

Those were the days when bonus babies had to remain with the major league club, rather than being farmed out for nursing in the minors, so Hunter spent the summer of his eighteenth year pitching batting practice and occasionally posing for gimmicky publicity pictures, sitting on the lap of fifty-nine-year-old pitcher Satchel Paige (another Finley stunt and possibly the beginning of Hunter’s long dislike of Finley). During the 1965 and ’66 seasons Hunter won only 17 games and lost 19. But he came forward as a genuine star in 1967, the A’s last year in Kansas City before Finley moved the franchise to Oakland, when his earned run average abruptly dipped to 2.80. In 1968 he became the first American Leaguer to pitch a regular season perfect game in 46 years, and in 1971 he began a string of 20-game seasons that now stood at four straight. Last year, when he finished 25-12 with a 2.49 ERA, he won the Cy Young Award.

But there was bad blood brewing between Hunter and Finley. Who can figure Finley? He gave Hunter $75,000 to sign, $5,000 for pitching his perfect game, another big bonus for winning 21 games in 1971, an investment in 1972 that netted Hunter $15,000 after taxes, and once lent him $150,000 to buy nearly 500 acres adjoining his own 100 in Hertford. That loan from Finley came in 1970, and it was agreed orally that Hunter would pay back at least $20,000 at the end of each season, plus 6-percent interest, until it was all paid off.

“We never had anything down on paper,” Hunter was saying one day at Ahoskie during a lull in negotiations with the various clubs. “I appreciated the loan. I really wanted that land next to my place. I knew I could pay back the money every year, with the kind of money I was making with the A’s. But we got into the season, down into August, and Finley started hounding me about the money. I said, ‘But I’m supposed to pay you when the season’s over,’ and he said, ‘I know, but I’m buying a hockey team and a basketball team and I need the money.’ Well, the worst part was it seemed like he never called me about it except on days when I was going to pitch. I started eight games that August and didn’t have a single win the whole month. I was worried. One time I asked him why he never called except when I was pitching, and he said he didn’t know who was going to pitch then. That’s bull. Charley Finley knows more about that ball club than the manager—whoever the manager might be in a given year.”

That was the beginning of the end of their relationship. Hunter sold off most of the 500-odd acres he had bought with the loan, so he could pay back Finley at the end of the year. From that moment on he simply lay low and tried to forget about everything except getting batters out, which he was now doing masterfully. His tactic worked until he let Finley charm him into a two-year contract calling for $100,000 a year beginning with the 1974 season (“It was the fastest contract I ever signed; I don’t know what got into me”), only to see lesser players take their dealings with Finley to arbitration and, in some cases, win more pay. When Finley piddled around about paying half of last year’s salary to Hunter’s agent in deferred payments, Hunter immediately pounced. This time he contacted Dick Moss, of the Players Association, got the matter before an arbitration board, and became an ex-Oakland A. “I felt like I’d just gotten out of prison,” says Hunter, “even if I did regret how the other players might feel about my leaving the club.” So A’s slugger Reggie Jackson: “With Catfish we were world champions. Without him we have to struggle to win the division.” With Finley pleading that he had never fully understood his obligations in the contract, and vowing there would be hell to pay for anyone who dared sign Hunter, the battle was engaged.

At eight thirty in the morning, three days after Christmas, J. Carlton Cherry—a bulky, balding native who is senior partner of Cherry, Cherry and Flythe, Attorneys—was already in his office, cleaning out wastebaskets from the night before. Cherry and Jim Hunter have been associated since Hunter signed his first contract and “discovered a baseball player needs help on some things.” For better than a week Cherry and his partners and a harried coterie of secretaries had presided over a small mob scene that took place each day, all day. Another delegation of major-league executives would arrive and, for an hour or more, retire to a small conference room with Cherry and Hunter to make its proposition.

Carlton Cherry is no small town hayseed lawyer working from a squeaky swivel chair in front of great granddaddy’s roll top desk. Although this was easily the biggest project he had ever handled, he had methodically gone about his business—making discreet calls to baseball and sports agentry people to get the feel of the new opportunities open to athletes and sitting down with Hunter to put down precisely what was most important to him and his family and, finally, declaring that the store was open for business—and he stood to make enough off the month’s work he was putting in to allow two more generations of Cherrys the best North Carolina can offer. The Tigers, the Orioles, and the Cardinals never entered the bidding for Hunter, for lack of that kind of money and for fear of wrecking “team morale,” but the twenty-one other clubs had been busily exerting every imaginable pressure. Some clubs sent in personal friends of Hunter’s, as the Brewers did in dispatching Mike Hegan, an ex-A’s teammate, to Ahoskie. Other clubs would undermine the Yankees and Mets by using Hunter’s devotion to family (“God, Jim, your wife wouldn’t even dare go to the grocery store in that jungle up there”). “We’re looking for the overall picture,” said Cherry. “The living conditions, whether the club is a contender; the ball park, whether it is a ‘pitcher’s park’; the money, of course, and the security. The total package. We’ve told every club it has an equal opportunity, even Oakland, and that we’ll do no horse trading and make no special deals with any club.”

The Yankees were going after Catfish Hunter with the doggedness that Hunter himself shows when stalking a deer along a somber inlet on Albemarle Sound, and they intended to get him. Their nearness to a string of pennants was a driving force and a bargaining point. The magic of the Yankee name—the Yankees almost never lost when Jim Hunter was growing up—was another asset. And they knew that when it came down to the crunch, they had in their corner a fellow named Clyde Kluttz.

Clyde Franklin Kluttz was reared in the same part of America as Jim Hunter, knew the same baying of dogs and lapping of water and the loose feeling of hanging around the steps of a country store telling lies and enjoying the company of men in no hurry to do anything more than savor life. Ten years ago, scouring the Southeast for prospects in behalf of the Kansas City Athletics, he spent countless afternoons keeping watch over young Jimmy Hunter of Perquimans High, in Hertford, North Carolina, and countless evenings having supper with the possibility of his signing Hunter to an Athletics contract. He, like George Pratt, of the Pittsburgh Pirates, was that grandfatherly sort a farm family and a wide-eyed young prospect from the Southern outback could trust, and when Hunter’s free agency was declared Kluttz knew what to do. He flew to Norfolk, rented a car, drove to Hertford, and checked in for an indefinite stay at a motel twelve miles from Hunter’s home.

While the executives and scouts from the other clubs made their appointments through Carlton Cherry and flashed in on Lear jets for their stiff presentations to Cherry and Hunter, Kluttz sat in his motel room and read papers and watched daytime television. When the day began to close down he got into his car and drove over for a family visit with Hunter. What about living around New York City? Hunter would ask. Look, Kluttz would say, I hated it, too, at first, but people are people. You’ve got good ones and you’ve got bad ones no matter whether it’s Hertford or New York. Hunter would say, But San Diego says they’ll pay me anything I want, and Kluttz would ask how many players from provincial cities like San Diego ever made the Hall of Fame. It was a steady, logical, neighborly, sensible bombardment that Jim Hunter could not resist. When you are talking about three million-plus, what’s a few thousand?

The Yankees had the cash. The Yankees, with him as their ace pitcher, would be in the World Series. There would be all of the endorsements and other side money in New York, money generally unavailable if you play in San Diego or Kansas City or Texas. If eight million people could manage to survive in New York then why couldn’t Jim Hunter and his family? Having the matter boiled down like that, tossing and turning over it in the shank of the night with his childhood girl friend at his side, Jim Hunter could make but one decision: the Yankees, the Big Apple.

There would be the logistics of finalizing the deal. The Yankees could save considerable money on taxes if the contract were signed during 1974. A press conference was called for New Year’s Eve, at the Yankee offices in Flushing. An attorney for the Yankees named Ed Greenwald scribbled out the terms of the contract on ten pages of a yellow legal pad as he flew by private jet to North Carolina. Cherry and Hunter met the jet at a country airport, and the jet then flew on to New York with all three aboard. Limousines were waiting. The group went to the Yankees’ offices, and then there was much merriment, with the press corps furiously recording the occasion. A fishing pole, bought in haste for $13.21 at a sporting goods store that evening, was presented Hunter by an aide to Mayor Abe Beame. Clyde Kluttz was introduced and began to cry. Gabe Paul passed out a statement saying that George Steinbrenner had not been allowed to work actively in the negotiations but had told Paul, “Anytime you have an opportunity to buy the contract of a player for cash, I want you to go ahead whenever, in your judgment, it should be advantageous to the Yankees.” At a bar along Third Avenue, celebrating New Year’s Eve when he heard the news, a fellow said to a Daily News reporter, “What does this mean for the price of hotdogs, peanuts, and beer at the park?”

Yes. Precisely. And along that line, during the weeks following the signing of Catfish Hunter for more than $3 million to pitch baseballs, there were those columnists and commentators who would speak with outrage at the very notion that such amounts of money could fall into the hands of the few—be it Hunter, the president of General Motors, or Nelson Rockefeller—at a time in American history when unemployment and inflation were coupling to make it difficult for millions of Americans to put bread on the table or gas in the car. “How can a nation be in dire financial straits and yet treat its linebackers and pitchers as if they were a great natural, irreplaceable resource like gold or oil?” wrote Jean Shepard in the The New York Times. In spite of the excitement the Hunter contract generated nationally, this aspect of the story was not entirely lost on the citizens of Ahoskie, North Carolina.

Joe Andrusia is not as articulate as, say, Jean Shepard. But during the two weeks of visitations by major league executives and lawyers the imbalance of it all had been gnawing at him. Andrusia, fifty-nine, runs the barber shop in Ahoskie, directly across Main Street from the Cherry law offices, and had himself a ringside seat for the whole affair. Late one morning he sat in one of his barber chairs, wearing his white shirt and Hush Puppies, reading in the Norfolk Virginian-Pilot about the death of Jack Benny, listening to gospel music on the radio. It was nearly noon, and there had been only one customer so far. “Kids don’t even get haircuts anymore,” he said, “and the working folks have taken to letting the wife do the job with a pair of scissors to save money.”

“Been quite a show around here,” he was told.

“Lots of famous people dropping in, all right.”

“You gotten any autographs?”

“Ah,” Joe Andrusia said. “I wouldn’t walk across the street to see Gene Autry. Him or any of the rest. All of those people wanting to give one man that kind of money. It’s crazy. Crazy.” Andrusia was bored. He folded the newspaper and walked to the plate glass window and idly slapped his leg with the paper. “Why should I be so excited when this doesn’t put money in my pocket? Hunter’s not from here. All he spends around here is dimes for parking so he can get rich and spend the big money in New York.” There was a swirl around the entrance to the building across the street as reporters and network television crews pounced and bounded after the big league executives as they walked briskly to their limousines. Andrusia shrugged and mounted the barber chair again. “Jack Benny,” he said. “He had a test for cancer just a month ago, and they said it was all gone. He kept complaining, but the doctors said to quit worrying. Then, all of a sudden, he dies from cancer. You’ve got that kind of stuff going on, and people out of work and families starving and that Watergate mess, and now they’re over there across the street trying to give some country boy four million dollars to throw baseballs. Crazy. Something’s wrong somewhere.”

Here is a gem from Tony Kornheiser, a long piece on George Steinbrenner. It originally appeared in the New York Times Magazine on April 9, 1978 at is featured here with the author’s permission.

You’re going to dig this one.

“That Damn Yankee”

By Tony Kornheiser

THE OLD MAN WAS rigid. Dinner was at 5:45 each evening, and it was “Please, sir” and “Thank you, sir” and “May I be excused, sir?” He was a perfectionist. He was an intercollegiate hurdles champion, and he had the kid running hurdles at age 12. If the kid ran three races and won two and finished second in the third, the old man wasn’t completely satisfied; he’d come down from the stands asking, “What the hell happened? How’d you let that guy beat you?” The old man thrived on work. He told the kid, “Always work as hard as, or harder than anyone who works for you.”

The old man owned a shipping company.

He planned that someday the kid would take it over. The kid did even better than that. Now the kid is 47 years old, and he’s chairman of the board of The American Ship Building Company, which is expected to do $180 million worth of sales in 1978. And he’s principal owner of the New York Yankees, the most famous sports franchise in the world, which brings its World Series championship team back to Yankee Stadium this week. And he owns a thoroughbred farm, a hotel and a lot of real estate on the booming west coast of Florida. And he has a piece of the Chicago Bulls basketball team. He has Kinsman Shipping, the family company he bought from his father, and has extensive holdings in land and banking operations. The kid say is a multimillionaire; the multis may well be approaching triple figures.

The kid says it’s lonely at the top, it’s the loneliest place in the world.

But every day he thanks the old man. “You never really appreciated him or liked him as a young person,” he says. “But you appreciated him more as every day of your life went on. I can’t give enough credit to my dad. Anything I ever accomplish I owe to him.”

The father is German. From the father, the kid says he learned to be tough, to drive and succeed, to win; he doesn’t believe in entering a contest just to compete. He believes in keeping score; he doesn’t mess around with No. 2. The mother is Irish. From the mother, the kid says he learned compassion, a feel for the underdog, the desire to help those less fortunate, less blessed. The kid has sent some 75 people through college; he serves on charitable committees; he chairs philanthropic foundations. His closest friends say he’s a soft touch.

But the thesis-antithesis-synthesis doesn’t compute. Something got lost in the mix, an overload of thesis perhaps. The kid is hard on his people. Like the secretary he once fired for failing to get him an airline reservation; he fired her from the airport, over the telephone, when the ticket he went to pick up wasn’t there.

“Clear out your desk,” he said, “you’re through.”

She didn’t budge. Maybe she knew the man.

The next day the kid went to see her in the office.

“I’ve made arrangements to send your son to camp this summer,” he told her; that was how the kid said he was sorry.

“I know I’m tough,” he says. “But I try to make it up to my people in other ways. I don’t like to hurt people. Sometimes I just. . . . Well, I guess I can’t help it.”

George Steinbrenner is charming, generous, philanthropic, well-connected, wealthy, energetic and a delight to be with. He is also imperious, tyrannical, impatient, tough, nasty and almost impossible to work for. If he has to pick a label to hang his psyche on, he picks none of the above.

He picks misunderstood.

“No one has been able to capture the real me, how I feel,” he says. “But I guess it’s tough. It’s hard for me to convey what I really feel. It’s not something I can easily say.”

He lists among his friends such people as Senator Edward Kennedy; Thomas P. O’Neill, better known as Tip, the Speaker of the House of Representatives; Cary Grant, the legend, and Barbara Walters, a close personal friend of Anwar el-Sadat. He lists among his prominent positions, spots on the boards of trustees at the University of Tampa. the Culver Educational Foundation, the University of South Florida Foundation. He is the Florida state chairman of the American Cancer Society. He lists among his accomplishments, assistant varsity football coach at both Northwestern and Purdue, chairman of the Democratic Party fund raising effort in 1969 and 1970, all sorts of charitable work for poverty foundations and sports-for-youth federations and co-producer of such award-winning Broadway shows as “Seesaw” and “Applause.” Oh, and he brought the Yankees back from comatose to champions in five years.

Yet what people remember him for most are his felony conviction for election-campaign fraud in the time of Watergate, and the weekly reports of his threats to fire Billy Martin, the manager of the Yankees, a 49-year-old Fonzie who has been described by John Schulian of The Chicago Sun-Times as “a mouse studying to be a rat.”

George Steinbrenner, who very much would like to be a man of the people, a working-class hero, hasn’t a shot. He takes his satisfactions privately; he gets his beatings publicly.

“I’m the heavy,” he says. “I don’t like it, but I don’t know how to change it.”

“TWO THINGSS ARE  important to George,” says a close friend who believes he needs anonymity on this one to stay close. “Two things—winning and power.”

Steinbrenner does not dispute the former; he pleads guilty, with an explanation, to the latter.

“Only if I can use it for good, to help those less fortunate than me,” he says. He is sitting in the restaurant in his Tampa hotel, the Bay Harbor Inn. He puts his elbows on the table and leans forward: This one is coming from the heart.

“I’ll tell you when I really bristle,” he says. “I’ll be sitting at some board meeting, and I’ll hear some big shot say—’Look at those people.’ And you’ll know exactly which people he’s talking about. ‘All they want is their unemployment checks.’ Well, let me tell you something. I’ve been to the South Bronx; how many of those big shots have been to the South Bronx? You gonna tell me that’s all that guy wants in life? No way. . . . If he had the opportunity that I had, God knows he might be a better man than all of us.

“Now look, I’m no crusader, I don’t want it to sound like that. I’m no Robin Hood. I just like to help people, that’s my bag. They call me a flaming liberal; guess I am.”

The little guy, Steinbrenner claims kinship with the little guy. The cabby who has to fight the traffic every day, the bartender, the hotel worker, that’s his cast of characters; he talks about them so often you’d think he did his senior thesis at Williams College on Damon Runyon instead of on the heroines in Thomas Hardy’s novels. His favorite little guy is the one who stops him on the street and thanks him for bringing the Yankees back. He makes it seem there are a legion of little guys out there on the streets of New York, patrolling every comer just waiting to spot him and shake his hand.

“Class,” he says. “What class they have.”

He shrugs.

“I wish I had class like that,” he says. “I wish I had the class to go up to a stranger and thank him for something. I don’t.”

Now it may be a bit hard to swallow that, to fully swallow how a man who likes the feel of a chauffeured limousine can claim this spiritual tie to the little guy. Especially since he’s so hard with his own little people, his secretaries and his office personnel. Especially since he stays at the Hotel Carlyle and wears $40 shirts and sits fifth-row center at the theater, house seats.

But down deep, even if he knows it isn’t readily visible, George Steinbrenner feels like one of the guys. Down deep, he’s at a fraternity party. All his life, through military school and through board meetings, he acted one way and coveted another, and down deep, he wants to be one of the common people, if only for a handshake. Of course his hero is the cabby. The common denominator in New York City is the traffic; Steinbrenner sees it even through the window of his chauffeured limo, he feels it, he sits in it. When you’re stuck on 37th Street, it doesn’t matter if you’re stuck in a cab, or a bus or a limo. You’re all alike. For maybe the only time in his life, he’s down with the people.

“I’ve always kept my emotions inside me,” he says. “They tell me I don’t let myself go, and that’s true. It’s a mark of strength among Germans, you know. . . . it isn’t that frequent that I really enjoy myself. It’s hard to explain, but the feeling I got after winning a World Series wasn’t what I thought it’d be. I remember saying to myself—I wonder why I’m not more excited? But then I saw the happiness I got was seeing happiness in others, and when that cabby comes up to me and says, ‘Thanks for bringing the Yankees back,’ even if it’s just ‘Thanks for spending your money,’ it’s unreal. I feel so good about winning one for New York. This is the greatest city in the world and its people are the greatest people in the world. And I just hope they like me.”

The New York Yankees won the World Series last season.

It should have been some party.

It wasn’t.

All season long the Yankees played “West Side Story” in dugouts and locker rooms throughout the country, and when they closed the curtain—when “Bernardo” Jackson hit his three homers and “Riff” Munson caught his last ball and “Tony” Martin got his contract extended and “Officer Krupke” Steinbrenner made nicey-nice and bought them all championship rings—the cast was too drained to dance. Even with Steinbrenner insisting that months of intramural feuding had forced them to acquire “the mental toughness necessary to win,” the Yankees could only ride their World Series high for one week or so before deflating like a hot-air balloon. The stars of the show needed time to recuperate.

Jackson went to the West Coast, where he apparently took a vow of silence, licked his wounds and rented all the king’s horses and all the king’s men to help put his psyche together again.

Martin, the darling of the fans, seemed to disappear completely. Steinbrenner did the banquet circuit. He made so many speeches and received so many awards that he was to the sports testimonial circuit what Charo is to talk shows.

Only Munson simmered publicly. For someone who rates reporters lower than the lowest, Munson attempted major league manipulation of the press. From his home in Canton, Ohio, he regularly demanded to be traded to the Cleveland Indians, threatened to quit baseball if he wasn’t, and accused Steinbrenner of stiffing him out of some verbal contractual promises. Steinbrenner seemed somewhat amused by Munson’s bluster; he could afford to be. He had Munson’s signature on a contract.

All things considered, not a bad winter at all.

And through it all, the Yankees sold tickets. There was just enough controversy, just enough bad blood to keep them cards and letters coming in. Steinbrenner is theatrical enough to know that controversy sells.

This winter, the Yankees got box office performances by Gabe Paul and Mike Torrez—who departed; Rich Gossage, Rawly Eastwick, Jim Spencer, Andy Messersmith and Al Rosen—who arrived—and Jackson, Munson and Sparky Lyle, the Three Stooges of spring training.

Behind it all—rather, above it all—moving the strings that make the puppets dance, George Steinbrenner’s hands were clearly visible.

Make no mistake, he is the New York Yankees.

Gabe Paul’s departure was at least gracious. He quit as president and general manager and signed on with the Indians. Paul didn’t say anything bad about Steinbrenner publicly, but if he’d had anything good to say he wouldn’t have left. As easily as changing a flat tire, Steinbrenner immediately installed Al Rosen in Paul’s place, as president in charge of explanations.

In Rosen, Steinbrenner has a good and true friend, the devoted ally he never had in Paul. Rosen’s presence is a sure sign that Steinbrenner will be calling all the shots; Steinbrenner believes that winning the championship last season vindicated the moves he made, and this season he will run his team as if it were one of his Great Lakes tankers. This time, if Steinbrenner wants Martin out, no one will be there to block the move; Martin will see Al Rosen opening the exit door as soon as Steinbrenner points to it, and Steinbrenner’s assistant, first base coach Gene Michael, will be walking in before Martin is halfway down the hall.

Torrez’s departure was noisier. He was the Yankees’ best pitcher in the playoff and Series, but Steinbrenner—through Paul—never seriously negotiated to keep him; Torrez was a rent-an-arm, that’s all. After signing as a free agent with Boston, Torrez was quoted as saying, “The Yankees will have just as much trouble next season because Munson and Nettles hate Jackson.” The only thing that surprised Torrez was that more people didn’t know it.

Again, Steinbrenner went the free agent route to improve his Yankees. He signed Rich Gossage, the best available relief pitcher, and Rawly Eastwick, the second-best available relief pitcher. In Gossage and Sparky Lyle, Steinbrenner has the best righty-lefty bullpen duo in baseball. If all this fast relief works out, Steinbrenner could put Alka-Seltzer out of business. Gossage’s presence infuriated Lyle enough to ask to be traded to a team where he’ll pitch more and earn more. Consider that Lyle was the best pitcher in the American League last season, and now he wants out. Could you ask for a better controversy?

Steinbrenner made one cosmetic attempt to trade Lyle, but found it easy to turn down a deal sending Lyle and Chris Chambliss to Texas for Claudell Washington and Paul Lindblad.

The next day Steinbrenner told the press that Lyle wasn’t going anywhere. Then, just to let Lyle stew in his own juices, Steinbrenner said, “Like I told Sparky, ‘How much market value is there for a 34-year-old reliever?'” It may not be great public relations, but it made a striking headline.

Oh, and Munson’s still here.

“You really didn’t think he’d quit?” Steinbrenner asks, doing a strut with his voice.

Some people take refuge in being the underdog; with his money, Steinbrenner is forced to be the overdog. The mistake is in thinking that the overdog won’t bite. New York City is making that mistake in its recent complaint about the size of the bone that Steinbrenner has buried in his tenant’s contract at Yankee Stadium with the city. Suddenly, after the Yankees won the World Series and made a $12 million profit in 1977, the city started crying about the contract it had negotiated with the Yankees even before Steinbrenner purchased the team in 1973. It seems that the contract—assumed by Steinbrenner, but signed by CBS, the previous Yankee owner—allows the Yankees to deduct maintenance costs before paying tenant taxes. That clause—perhaps it should be called “the insanity clause” in honor of the city lawyers who agreed to it—allowed the Yankees to pay only $150,000 to the city last year, less even than Ron Guidry makes for pitching for the Yankees. Now the city wants to renegotiate. You could hardly blame Steinbrenner for telling the city exactly where to file that request. Especially considering that the Mets’ contract at Shea Stadium with the city is even more of a sweetheart deal. Steinbrenner’s overdog philosophy is that he is being picked on just because he’s winning; As The Worm Turns in The Big Apple, on your soap opera digest.

“I’ll meet with the Mayor,” Steinbrenner says. “He’s the leader of the city.”

A simple one-on-one. Dueling egos. Bet on George.

IT IS EARLY IN  spring training and Steinbrenner is sitting comfortably in the Yankee dugout in Fort Lauderdale watching his players work out. As usual, he is wearing blue. Normalcy, such as it is, is alive and well on the Yankees.

Martin is out of Steinbrenner’s sight; Munson is avoiding reporters; Jackson is entertaining them. There is the sound of baseballs hitting bats, then skimming the grass, then slapping into gloves. Players are making fun of other players. Steinbrenner seems pleased.

He seems to be holding court from his dugout seat, greeting his players with a pleasant one-liner, then sending them on their way with a smile. This is his element, the throne room of spring training. From here he dispenses his medicines, always a first name, always a smile, always a gentle prodding to improve oneself. This will be a crucial season, he says. If it were breakfast time, he would insist this would be a crucial breakfast.

“Lou,” he says to outfielder Lou Piniella, “that hat’s too small.”

Piniella is wearing a size 3 cap on a size 7 head. “I need some sun, George,” Piniella says.

“Oh, you Spaniards all tan quick,” Steinbrenner says.

Surely, this must be the most fun of all for Steinbrenner. The jock chatter. He is in his dugout and all’s right with the world.

“Things are going just great,” he says, “Sure, we have problems, but every team has problems. The thing is that this year it will be so much easier. The players understand each other and they understand what Billy and I want. They went through hell last year, but they all were toughened by the experience.”

On another side of the field, Martin is answering questions about spring training and the upcoming season. Each time he is asked about Lyle, about Jackson-Munson, about Jackson-Martin, even about Steinbrenner-Martin, his answer is basically the same.

“Everything is beautiful,” Martin is saying. It sounds robotomized, something out of the closing scenes of “One Flew Over the Cuckoo’s Nest.”

It will be the Yankees’ slogan this year.

Everything Is Beautiful.

At least until the first blowup of the season, which ought to happen no later than next week, and possibly as soon as today.

The press corps that covers the Yankees is leery of Steinbrenner. It sees his charm, appreciates his availability and distrusts his sincerity. One reporter calls Steinbrenner, “the Queen of Hearts—he’s always one second away from shouting, ‘Off with their heads.'” Reporters think he starts controversies for the sheer sake of action. They think he’s very theatrical with them and very demeaning with his employees.

Worst of all, they think he lies.

More than anything else, Steinbrenner resents being called a liar. Specifics, he demands specifics. It has been alleged that the night before the final papers were to be signed—Steinbrenner instructed Joe Garagiola Jr.—then Yankee counsel, to write some clauses in Reggie Jackson’s contract in 1977, to deliberately attempt to substantially alter the oral agreement.

“An outright lie,” says Steinbrenner. “Boy, that bums me. I want you to call Steve Kaye, in Oakland, he’s Reggie’s attorney, and ask him about his dealings with me. Wait, here’s his private number. Call him.”

The call was made, and Kaye characterized the allegation as “ridiculous.” Kaye said Steinbrenner was “completely honorable in our dealings. Yes, there were some slight adjustments we made in the final contract, but that’s normal. George was eminently fair with us.”

It has been suggested that Steinbrenner, in 1976, had his employees’ office telephones tapped.

“Never,” says Steinbrenner. “We thought that our phones might have been bugged, so we had the telephone company sweep my office to see—just my office; they told us the lines were clean.”

New York Telephone Company records show that in 1976 the Yankees reported trouble with their phone lines. An inspection revealed no tapping, but a circuit problem; anyone calling in could patch into even the most private conversations. It was fixed.

Most of the allegations against Steinbrenner are groundless, apparently carried on the wings of distrust.

Others are not.

Steinbrenner did lie about the nature of an injury to Mickey Klutts, a shortstop; Steinbrenner concealed that Klutts had a broken hand, telling the press he had only a sprained thumb. He did so to prevent the Yankees—who were trying to trade for Bucky Dent—from being put in a compromising position on the deal.

“It will never happen again,” said Steinbrenner at that time. Last month, he said he had to do it to prevent another team from taking advantage of his Yankees.

Another alleged lie concerns Thurman Munson. It is alleged—publicly by Munson—that Steinbrenner reneged on certain verbal promises to Munson after making them to induce him to sign his contract in 1977. Munson has let people know that Steinbrenner promised him that he would be the highest paid Yankee, except for Catfish Hunter but including Reggie Jackson. The story that Steinbrenner put out is that the promise was based on annual salary, not total value of contract including deferred compensation.

“Go ask Thurman about it,” says Steinbrenner.

Munson will not comment.

“It’s just a misunderstanding,” says Steinbrenner. “Misunderstandings happen in business; they are not lies.”

Semantics, perhaps. But crucial to Steinbrenner’s character. He does not lie, he says. He demands loyalty, and he gives loyalty. He demands hard work, and he gives hard work. Uppermost is the belief in the system.

This leads to a personal theory about George Steinbrenner.

It is the Blue Spotlight Theory.

It holds that newspapers are printed in black and white, and black is a hard and fast color. George Steinbrenner does not photograph well in black and white. Blue is his favorite color, his best color. It is said that under a soft blue light a Phyllis Diller can look like a Phyllis George.

Steinbrenner carries a metaphorical soft blue spotlight around with him, and plugs it in and shines it on himself when the questions get hotter than he cares for. Half the time he shines it on himself on the record. Half the time he shines it on himself off the record, not for print. This system gives him the upper hand; he controls the rules. His sides of the stories are fascinating. They are also unprintable. The reporter deals in black and white; Steinbrenner speaks fluent blue.

“He’s a man of his word,” says Catfish Hunter, whose guaranteed contract makes him immune from retaliation. “Even though a lot of times you have to get it in writing to make sure of it.”

GEORGE STEINBRENNER STUDIED voice for three years and was the president of the Williams Glee Club; he attends the opera and ballet; he knows the difference between arabesque and changement de pieds, and how many people in baseball, he wants to know, know that?

Yet his favorite television program is “The Gong Show.” Obviously, a man of great width.

Most of his players couldn’t care less that Steinbrenner is familiar with the fifth position in ballet; they like his money.

He is generous with it. He pays his players as much as any team in baseball. He buys them free suits, gives them bonuses at All Star time, picks up their tabs in certain hotels and restaurants, notably in the Theatrical in Cleveland, gives them cab fare home so their wives won’t have to pick them up when the Yankee charter lands late at night. Steinbrenner’s players go only one way—first class. He rewards excellence just as he punishes incompetence; if you put out, he puts up.

The crown jewel in Steinbrenner’s holdings is the Yankees. Although Steinbrenner says his favorite businesses are still his shipping companies it’s because he has a sentimental tie with the industry that goes back 100 years in his family. It is the Yankees that afford him the most visibility and celebrity.

“The Yankees are a great, great vehicle,” Steinbrenner says.

His eyes twinkle.

He is now the majority owner of the team. In 1973, when he put together the team that purchased the team from CBS, Steinbrenner owned some 20 percent of the ball club. But in the past five years he has personally bought out such original partners as Jess Bell, Marvin Warner—now United States Ambassador to Switzerland—Ed Ginsberg, Sheldon Guren, Nelson Bunker Hunt, Edward Greeenwald and Thomas W. Evans, increasing his ownership to some 55 percent of the team. The Yankees are now valued at about $25 million, a 150 percent increase over the sale price in 1973.

“George is an empire builder,” says Patrick Shields, a close friend. “The only trouble is that he was born a little too late. Most of the world has already been parceled out.”

The Yankees are much more than just another company to Steinbrenner, they are an image and an obsession. He claims to still “well up” every time he sees Gary Cooper portray Lou Gehrig on film. Steinbrenner, who was born on the Fourth of July and who considers himself a patriot above all, truly believes that the Yankees are important to this country, that if they are strong, then the country is strong, that if they are neat and clean, then they serve as shining examples to the youth of this country. You cannot shake him from that tree.

“The Yankees are apple pie and hot dogs,” he says.

“You know that he bought the rights to ‘George M.’ when the Broadway show lost millions,” says Tip O’Neill. “You know that George put that show in every city in the country, not so much to make money, but to get people waving the flag again. He did it right after Vietnam. That tell you something about George?”

Steinbrenner wears Bill Blass shirts, primarily because Blass is an American designer. Steinbrenner’s favorite writers are Melville, James Fenimore Cooper and John Greenleaf Whittier. Americans all. He even refuses to buy foreign automobiles.

“I have a Rolls Royce,” says Reggie Jackson. This is obvious. It’s a silver and blue Corniche, the kind that retails for almost $80,000; it doesn’t wholesale. One day Jackson discovered some nicks on the passenger side and treated the discovery as if he had been told he had leukemia. If he didn’t want dents, he should have bought an anti-personnel tank.

“So George and I are having dinner one night,” Jackson says, “and I say to him, ‘Boss, when are you gonna get a real car? When are you gonna quit that Cad you been driving and get a Rolls? C’mon big man, get the kind of car you rate.'”

“‘I believe in America,” George says.

“‘So?”

“‘So, if it’s not made with American Steel, I don’t buy it.'”

Al Rosen says that Steinbrenner would have been comfortable with men like John D. Rockefeller and Jay Gould, empire builders. History has called these men “ruthless.” Rosen does not like the sound of that word; he prefers tough, but fair. Steinbrenner never minds when people call him tough, but fair. He believes in winning. (“He’s the kind of owner,” says Piniella, “who likes a 163-game lead with 162 games left.” The baseball season, you should know, lasts 162 games.) He believes that if you win, it means you have done things right. Some people say that sounds like “The end justifies the means,” they say it sounds Machiavellian. Steinbrenner could share a chocolate sundae with Mr. Machiavelli.

Growing up in Cleveland, Steinbrenner was the kind of guy who was in bed by 10:30 every night of the year except on New Year’s Eve, when he was in by 11. But if he was a rooster in Cleveland, he is an owl in New York, and he has made the transition easily, remarkably easily, as if he had always known that he was born to run on the other side of midnight. If there is a term that applies to those people born west of the Hudson River who are convinced that they belong on Fifth Avenue, it might be “Neo-Yorker.”

In the history of this country, there are, arguably, a number of American myths that define who we are as a people. One is the Frontier. One is the New England town meeting. One is New Orleans jazz. Another is the New York Yankees.

The Yankees were up for sale and down in the standings. Steinbrenner saw himself as the person with cash, drive and vision enough to restore them to their proper position; more importantly, he recognized what that position was. Now, here was the Yankee club, a fallen idol in need of restoration. Like him, an inheritance to be claimed. Like him, a proud history. Like him, a need to be No. 1.

He came in shooting his mouth off about how he would make the Yankees world champions in five years–and he delivered. “Look, when I came here four years ago,” says Piniella, “all you ever heard about was the Mets. Now all you hear is the Yankees. That’s George.” He came in walking the walk and talking the talk of a native New Yorker, the ones he’d seen all those years on the Johnny Carson show. He seemed to be a boulevardier, but they were long gone since the days of Jimmy Walker, so now we’d call him a beautiful person. Think of the in-spots in New York—”21,” Le Club, Elaine’s, Jimmy Weston’s, Mike Manuche’s, P.J. Clarke’s—the spots where the sporting crowd, the literary crowd and the political crowd overlap, then look for George, the man in blue at the head of the featured table.

It is almost a secret that he is married and has four children, and that home is in Tampa. They are all shielded from the public eye that Steinbrenner seems to crave so much that you’d think he was born with an asbestos cornea. In Tampa and Cleveland he is still the same old George he always was. It is only in New York that he jumps from his base at the Carlyle to the opera, to the theater, to the ballet, to the ball park, as if he had stuffed chili peppers in his Gucci loafers.

Steinbrenner is very big on crowds. He seems to need them and feed off them. He has his walking around guys; the total effect is that of a permanent floating crap game. Some people who know him suggest that he is scared of the intimacy of one-on-one personal relationships, and, if it’s valid, that could be because he is, at his core, an insecure man, a man who has been able to win at almost everything he competed in but who never really found happiness in the winning. Look closely at George Steinbrenner and you’ll see that he is always running that third hurdles race and listening for his father’s approval. Look closely and you’ll see that his football background and his military school background and his business background have taught him that winning isn’t everything, it’s the only thing. Look closely and you’ll see a winner—even if he doesn’t. The shame of it is that he’s never satisfied. The one thing he didn’t count on when he counted on New York was that he couldn’t run away from himself.

There are some players who surmise that Steinbrenner, jocko that he is, bought the Yankees to be a Yankee. There is something to that. Steinbrenner likes to wander the locker room, although he does it less than before. The lesson was learned last season on a bus ride in Texas. The bus driver was hopelessly lost, driving the bus in circles around the Dallas airport. Almost two hours went by; the players were annoyed. As usual.

“I guess we’re just going out to do another favor for Steinbrenner’s daughter,” someone yelled out. In spring training Steinbrenner had the Yankees play an exhibition game at the University of North Carolina, where Steinbrenner’s oldest daughter attends college.

Steinbrenner heard the comment and foam formed on his lips.

“Who said that?” he demanded.

” Who said that?” the veins stood in his neck like chicken bones.

Graig Nettles—”cowering,” Steinbrenner says—said he did.

“Well, don’t you ever say another goddamned thing about my daughter again,” Steinbrenner said, making fists with his voice.

The next morning, at breakfast, Gene Michael, a former player and now an assistant to Steinbrenner, took his boss aside and told him if he wanted to ride the bus with the players, he’d have to learn to accept a certain amount of locker room humor—the kind of humor where a man with acne is called “Pizza Face.”

“George,” Michael said, “they wouldn’t kid you if they didn’t at least like you.”

“Gene,” Steinbrenner said,” I shouldn’t have been on the bus.”

Some of the tenseness still lingers. Steinbrenner recognizes it, and tries to laugh it off; he’s got a terrific sense of humor really. Much of it with himself as the target.

Just the other week, driving from the Fort Lauderdale airport to his hotel, Steinbrenner noticed a hang glider soaring over the beach. Turning to the driver, Steinbrenner said, “You wouldn’t get me up on one of those for all the money in the world.”

“It’s just a ride,” the man said. “The guy is being towed by a boat. It’s nothing scary.”

“Don’t kid me,” Steinbrenner said. “I’ll tell you what. I bet you could get every guy on the team to put up $1,000 each just to get me up there, and then one of them would stand there with a rifle and—bang—shoot the glider.”

Steinbrenner howled with laughter.

FLORIDA DOWNS IS A small thoroughbred track near Tampa. Steinbrenner has a filly running in the ninth, and he wants to watch her, and he brings guests, a young couple from Long Island on vacation in Florida. He knows the filly is over her head in a stakes race, but he’s hoping she’ll place in the top three; he plans to retire her and make her a brood mare, and placing in a stakes race will up the ante.

Before pulling out, Steinbrenner combs his hair. His hair is scientifically exceptional; it never ruffles in the wind. Some people have accused him of wearing a toupee, but he doesn’t. He just has obedient hair. Perhaps he has threatened to fire it. After starting the car, Steinbrenner puts in a cassette of disco music. He loves disco music. The story is told that Steinbrenner once berated the Yankee Stadium electrician for testing out the sound system—at 11 A.M. with no one in the park, mind you—with a record that was not a disco record. Some stories are too good to try to confirm.

The track has a country fair feel. Hialeah it ain’t. In the infield there is what appears to be a swamp. Steinbrenner moves to the Turf Club. None of the little people on his way recognize him although he is wearing his championship ring with its diamond-studded “NY” logo the size of Venezuela. Are there no cabbies in West Florida?

Steinbrenner has been in horses for about seven years. Prior to that he didn’t know a hoof from a flank. But he is a quick study. Now he’s expert on bloodlines and configurations. He starts talking about forelocks and fetlocks and possibly warlocks. He has the seventh doped in minutes. It is, he says, a question of breeding. He likes 7-4-2 in the perfecta; the sires impress him.

“What do you like?” he asks the Long Island girl.

“I bet numbers and colors.”

“And what do you like?” Steinbrenner asks her husband.

“I bet names.”

“Names?”

“Yeah. I like First of Dawn.”

First of Dawn went wire-to-wire in mud, paying $25.60.

“Unreal,” Steinbrenner said.

“Unreal.”

Next race, the wife liked Purple Britches, and the husband liked a horse trained by someone named A. Fink. Steinbrenner bet the quinella, that the horses would finish one-two.

“The true test of a champion is to repeat,” he told the husband.

“Get a bushel basket for the winnings,” the husband said.

Purple Britches ran first, followed by Beta Broker, trained by A. Fink. The quinella paid $34.

On his way to the paddock. Steinbrenner passed a frozen custard stand. Ice cream, especially chocolate, is his weakness. He tells people that he loses control of his car within one mile of a Dairy Queen. “They go there on their own,” he says. “I can’t stop them. Automatic steering.” Steinbrenner carries about 12 pounds more than he ought to around his belt line.

They decide to get some ice cream after Steinbrenner’s horse finishes. In the program morning line she’s 20-1; she may not finish for days.

Over the public address system comes the announcement. “In the ninth race, Jenny’s Lady, three pounds over. Jenny’s Lady!’

Steinbrenner winces. His blue eyes ice over; it appears to be smoke coming out of his left ear.

“That’s no good,” he says.

Jenny’s Lady is his horse. She’s overmatched anyway. She’s a come-from-behind horse, and the track is muddy so she might not even want to run. Now, instead of carrying 119 pounds, she has to carry 122 because her jockey is three pounds over. Steinbrenner thinks it will cost him at least one length. He slams his program at a wall.

“Trainer’s fault. Sure, the boy should come in at weight, but it’s the trainer’s fault for not knowing about it.”

There is a Steinbrenner story that has him firing a trainer after an incident at this very track when the trainer told Steinbrenner that his horse would win, and it finished last. Steinbrenner didn’t like being lied to. If the horse is a mutt, he wants it straight.

The jocks come out to claim their mounts. The one wearing the blue and brown of Kinsman Stud Farm looks as if he’d just got off a police lineup.

“That yours, George?”

“He’s the one. I wanted him because he’s a veteran, and I thought this little girl needed a veteran.”

Steinbrenner glared at the little man. “He’ll never ride for me again.”

Jenny’s Lady went off at 60-1 and deserved it. She finished next to last.

On the way out of the track Steinbrenner passed the frozen custard stand. It was closed.

“I HAVE SHORTCOMINGS too, but I am the boss,” Steinbrenner says.

Reggie Jackson certifies it by calling Steinbrenner “Boss.” He wouldn’t call Steinbrenner “Boss” unless he meant it respectfully and affectionately.

“A wheeler-dealer,” Jackson says, smiling. They like each other. Steinbrenner stood with Jackson last season when Billy Martin tried to humiliate him; Steinbrenner identifies with his player. They share the pursuit of excellence and celebrity. They understand that controversy fills the seats. “That’s what it’s all about,” as Steinbrenner says. They also share a spirit; neither was born in New York City, and neither flourished until getting here. New York is a spotlight city. Each discovered that he liked it.

“An action guy, he needs a lot of action going to keep his interest. He bores easily. He likes his chauffeured limos and his night life; he likes to roll the dice,” Jackson says. He pauses. “I’ll say this, and I won’t apologize for it later—if George Steinbrenner were a ballplayer, he’d be like Reggie Jackson.”

Negatives are suggested; Jackson listens attentively as the list is recited: Steinbrenner goes through secretaries the way some men go through martinis. Steinbrenner sets people up to take a fall for him. Steinbrenner drives a hard bargain, and you wouldn’t want to get on his bad side because he never forgets and he can do to a man in public what some people wouldn’t even dream of doing in private.

Ruthless? No, Jackson says. A good businessman. Acute.

“But no matter what’s said about the man,” Jackson says, “George Steinbrenner brought pride back to this city. He foot the tab. That was his neck stuck all the way out there, not mine, not yours. So, it’s his party.”

Pep talks are part of the party. Steinbrenner believes in pep talks. “Once you’ve heard the first one or two, you can almost sleep through the others,” says Catfish Hunter. “He means well, but they always sound the same. It’s always how we’re embarrassing ourselves and embarrassing New York and baseball and the country. George tells us how he was a football coach, and how he was in locker rooms before we were born. It’s always, ‘I, this’ and ‘I, that.’ The way he talks, you think he thinks he could do a better job than the manager. He tells us that he never makes a mistake, and that we can’t either; he tells us that if he made mistakes, he wouldn’t be as successful in business as he is—hell, even he makes mistakes.”

At least two.

At least one monster.

The first was in Cleveland, in the early 60’s, when he went down the chute with the Cleveland Pipers of the old American Basketball League. The team won, but it didn’t draw. Steinbrenner, turning on that little blue spotlight, says that he was 10 years ahead of his time with pro basketball in Cleveland. He lost about $400,000 and was advised to go into bankruptcy, but didn’t. What he did do proved to be the single smartest business decision he ever made. Instead of taking his partners down with him, he paid off all nine of them and then worked to pay off every creditor the Pipers owed. That made his reputation as a businessman of his word.

“Now,” says Walter Knapp, president of Tampa Ship Repair, a subsidiary of American Ship Building, “George’s word is so good that if he said he needed $10 million to make a deal tomorrow, he’d have 10 guys with a million each lined up tonight.”

But Watergate was a loss, a total loss.

He tries shining the blue spotlight on it, but he doesn’t have enough amps.

Although he was the Democrats’ chief fund-raiser in 1969 and ’70, he played footsie with the Committee to Re-Elect the President in 1972. Steinbrenner’s businesses weren’t growing the way he felt they should; the Internal Revenue Service was doing an audit; Government contracts were being stalled. Steinbrenner reasoned that he was being targeted by Nixon’s men, so he decided it would be good business to do some business with the Republicans. He agreed to give $75,000 of his own money to the Nixon people, and he decided to give $25,000 of other people’s money to the Nixon people. What he did was give his employees bonuses, then instruct them to give those bonuses to the Nixon people.

“My lawyers told me it was perfectly legal. They gave me written and oral permission to do it,” Steinbrenner says.

It wasn’t legal.

One of his lawyers was John Melcher Jr. Melcher has since resigned from the bar as a result of “this mess,” as he calls it. Watergate, he says, was “a nightmare.” He says, “George wants someone to blame this thing on.”

Why did Steinbrenner get involved with the Committee to Re-Elect the President? “I wanted to do things that I thought were needed for the Great Lakes, for Cleveland, and I knew if I had some pop, or whatever you want to call it, I could do the things that I knew had to be done for the people, and that’s the truth,” Steinbrenner says.

On April 5, 1974—opening day of the baseball season—Steinbrenner was indicted on 14 counts of illegal actions pertaining to election fraud.

On April 19, he pleaded not guilty.

On Aug. 23, some time after retaining the legal counsel of Edward Bennett Williams, Steinbrenner pleaded guilty to one count of illegal campaign contributions and one count of aiding and abetting obstruction of an investigation. Through plea bargaining, Williams succeeded in getting the other counts dismissed. Steinbrenner paid a $15,000 fine for his felony conviction, and to this day he cannot vote.

Most of the other corporate heads caught in the Watergate slime got off with misdemeanors. Steinbrenner got the felony, he thinks, because he didn’t come in voluntarily. One might disagree. One might reason that he drew the felony because he obstructed the investigation. Although Steinbrenner insists that he never asked his employees to lie about their part in the contributions—maybe he didn’t; maybe they were just so scared that when he “remembered” what happened in one way, they found it easy to “remember” it the same way—there is sworn testimony before the Senate Watergate Committee that Steinbrenner called his employees together and urged them to misrepresent what really happened. That sworn testimony was given by his employees.

“Under extreme pressure by the prosecutors.” says Steinbrenner, who doesn’t like to talk about what he calls “the election incident.”

Further, before sentencing, Tom McBride, the assistant special prosecutor—”an honorable man,” says Steinbrenner—told the Federal judge that Steinbrenner knowingly and continually urged his employees to lie even after receiving advice from counsel that such action was illegal.

“I never asked them to lie,” Steinbrenner says to a reporter just before he tells the reporter to turn off his tape recorder. Steinbrenner’s version, the soft blue spotlighted version, is off the record.

Steinbrenner has come to cast himself in the good soldier perspective. That posture suggests that he took the heat for his friends, presumably some high-level political friends who couldn’t afford to have their soiled linen laundered in open court. Some prominent Democrats—some very prominent Democrats—will agree. Not that Steinbrenner has forgotten his conviction. On the contrary, he wears it tattooed on his psyche just as he wears his World Championship ring on his finger. He does not need to be reminded that he is a felon.

To be sure, there are those who say he look the heat only after running out of people to lay it off on, and that a corporate head’s most deadly sin is not having enough lay-off guys when the seat heats.

Perhaps what happened to Steinbrenner is that he followed his own personal business law until it conflicted with the rule of law—and then followed it some more. The rules of law are, arguably, constructed to blunt the “laws” of business. Steinbrenner has his legal advice neatly arranged in signed affidavits. He also has his conviction. It is written in black and while, which are not his shades, not at all.

ANOTHER PERSONAL THEORY: Numbers Count, Make It Big.

Like many businessmen, Steinbrenner speaks in numbers. He uses them to make points, which are numbers too.

He is fond of saying that 50 people per week stop him on the street and thank him for bringing the Yankees back. He is fond of saying that the Yankees were the first American League club in the 76-year history or the league to draw two million in home attendance and another two million in road attendance. He tells you that while the Yankees receive only one-26th of the revenue from major league baseball properties—balls, balls, T-shirts, etc.—the Yankees account for 17 percent of all sales. That live televised baseball has been bought by the Japanese this year under the stipulation that 16 of the 22 televised games feature the New York Yankees.

This strategy, when abused, leads to the indefensible posture that if you pour three quarts of béarnaise sauce on a quarter pounder, you will think you are eating chateau briand.

George Steinbrenner is a generous man. He has, in fact, done more things, spent more money, given more time to youth sports projects in New York City than any other sports executive in this city.

But it is a quality of Steinbrenner’s that he goes for superlatives where ordinarys will suffice. Every game is crucial. Every series is crucial. Good things are super or unreal. Catch him at a bad time, and he says it is positively the worst time.

“If something goes wrong,” says an employee, “you never get the chance to give the full explanation of why it went went wrong because you’re stupid. And what’s worse is that he says it in front of other people.”

In a recent week, Steinbrenner was in Tampa on a Monday, in Fort Lauderdale on Tuesday, in Cincinnati on Wednesday, in Boston on Thursday, in Miami on Friday and in New York on Sunday. On Saturday, even Steinbrenner doesn’t remember where he was.

“It’s such a rat race for the guy,” says Catfish Hunter. “He can’t even take a vacation. People like that never have any fun.”

IN HIS OFFICE AT Yankee Stadium, Steinbrenner has a large, round wooden table. His chair is the only one with a high back, like a throne. He’ll call a meeting and his staff will give reports. Brief reports. Steinbrenner has no patience with rambling.

“O.K., that’s enough,” he’ll say. “That’s a red flag area. Get me a memo on it. Next.”

Red-flag areas produce rules: Employees are to be at their desks for 30 minutes after a night game, back at work at 9:30 a.m.; employees must sign out for lunch and leave a telephone number.

“He treats his employees like they’re in elementary school,” a former employee says. “He treated Gabe Paul like a secretary.”

Gabe Paul, the former Yankee president, a man Steinbrenner described as “brilliant” last Oct. 17, is with the Cleveland Indians now.

The story of Gabe Paul is an example of how rough Steinbrenner can be. On the record, Steinbrenner praised him, gave him credit for putting the Yankees together, credit for keeping relative peace among Jackson, Munson, Martin and even Steinbrenner. Off the record, Steinbrenner told reporters that Paul’s health was failing, that he didn’t understand what Steinbrenner was trying to do with the team, that he did not really put the team together, that he—Steinbrenner—assisted on all trades, that he—Steinbrenner—kept the peace. Steinbrenner dangled Paul’s authority all season long, insisting that Paul would make the final decision on the hiring or firing of Martin, thus insuring a lay-off guy if needed. There were times when Paul was seen crying in his office from the strain that Steinbrenner put on him.

“I don’t mind Gabe leaving with his image intact,” Steinbrenner said this spring in Fort Lauderdale. “But he was in baseball for 40 years, 25 as a general manager, and did he ever win a pennant before? You think he made all those moves with this team himself? You think all of a sudden he got brilliant?”

When Steinbrenner was reminded that “brilliant” was the precise word he had used not six months before to describe Paul, he changed course and flipped on something soft and blue.

“A brilliant baseball man, yes,” Steinbrenner said. “But he was getting old. Look, let him have his image if he wants it. I won’t say anything bad about Gabe. Maybe I was too hard on him. Maybe I hurt him. If I did, I’m sorry.”

Shoot first, apologize later.

Steinbrenner calls this tendency a dent in his armor.

What’s next for Steinbrenner?

Some of his close friends say he wants a Kentucky Derby winner real bad, that he’ll spend progressively more time with his horses, and back off the Yankees. But Steinbrenner devotes only about 25 percent of his time now to the Yankees, and he is unlikely to give up his main source of celebrity. The Yankees are still “a challenge” to him. Rich people use that word, “challenge.” Little guys, when they switch jobs, say, from the phone company to selling insurance, say they did it for “money.”

George Steinbrenner wants to be the most powerful man in baseball. Not the commissioner, mind you, just the most powerful. An example of that want lies in what he said when he planned to raise his minor league players’ salaries high above the minimum allowed, just to provide them with what he called “a decent standard of living, to show them we care.”

“The rule says you’re paying too much,” his farm director told Steinbrenner.

“Screw the rule.” Steinbrenner said. “We’ll make a new rule.”

One last story:

Twice in the last five minutes Steinbrenner had picked up the phone in his spring training office expecting to hear Ted Turner’s voice on the other end. Twice, the line had gone dead.

Steinbrenner buzzed the secretary in charge of telephones.

The secretary, mindful—ever mindful—that Steinbrenner is not a patient man, apologized.

He was waiting for Turner because Turner owns the Atlanta Braves, and Steinbrenner wanted Turner as a signatory on a letter he was drafting, a letter supporting the Commissioner of Baseball. In recent weeks, a small group of owners—notably Ray Kroc of San Diego and Brad Corbett of Texas—were trying to get Bowie Kuhn ousted as commissioner. Steinbrenner considered the move “ill-conceived.”

There arc two significant groups of baseball owners. One is the Young Turks. This coterie has been formed primarily by Steinbrenner and includes Ruly Carpenter of Philadelphia, Bob Lurie of San Francisco, Bud Selig of Milwaukee, Peter O’Malley of Los Angeles, Clark Griffith of Minnesota and Dan Galbreath of Pittsburgh. Significantly, O’Malley, Griffith and Galbreath are sons of owners who might logically be called the Old Turks. The Young Turks claim to stand for constructive change in baseball; the Old Turks basically stand for the National Anthem. Included among the Old Turks are such owners as Gussie Busch or St. Louis, M. Donald Grant of the Mets and Jerry Hoffberger of Baltimore. With Tom Yawkey of Boston and Phil Wrigley of Chicago now deceased, the Old Turks have lost significant power. They depend on such maverick owners as Bill Veeck of the While Sox, Brad Corbett of Texas and Ray Kroc of San Diego to blunt the Steinbrenner group, but Steinbrenner & Company seem to hold the trump cards now. Steinbrenner and Turner, who once tampered with another team’s player prior to a free agent draft, are the only owners Kuhn has ever suspended. Neither figures to support him; Kuhn would be well advised to bring a food taster should he go to dinner with Steinbrenner and Turner.

“Mr. Steinbrenner,” the secretary said, “Mr. Turner on 22.”

With considerable skepticism, Steinbrenner pushed the button.

“Ted, old guy, how are you?”

There followed a remarkable conversation, which clearly demonstrated Steinbrenner’s fund-raising capability. Within 10 minutes, Steinbrenner had persuaded Turner to become a signatory. He assured Turner that the letter in no way supported Kuhn personally, but supported the Office of Commissioner, which should be safe from attack. He congratulated Turner on his America’s Cup triumph, throwing in a few “supers” and a few “unreals” as he marveled at Turner’s ability to turn a yawner of a boat race into front page news worldwide. He reminded Turner he had lobbied for his reinstatement to full ownership privileges at the recent major league meetings. He told Turner that he was the kind of owner baseball needed; he said the Young Turks of baseball ownership really liked him and he could count on their continued support. He even told Turner that late at night, at his home in Tampa, he can get Turner’s Atlanta television station.

“Those are great ads you’ve got on for the Braves. Ted, I swear I saw them. Last night, when you were running that movie. ‘Mister Roberts’ with Jimmy Cagney. I saw it. Honest to God.”

By the end of their conversation Turner would have made out a blank check payable to Kuhn and had Steinbrenner fill in the amount.

“We needed him on that letter, you know,” Steinbrenner said to his visitor after the call. “The other guys knew it, but they were afraid to ask for his support. Not me.”

Steinbrenner leaned back and smiled. In the back of the room, a soft, blue spotlight was shining.