William H. Spoor*

Born in 1923 in Pueblo, Colorado, William Spoor moved at a young age to Denver when his father lost his job because of the Great Depression. Spoor worked weekends and summers to help the family financially. He mowed lawns, shoveled snow, dug ditches, loaded watermelons, and worked as a plumber's helper.

Even though he had to work during much of his spare time, school was a priority in the Spoor family. "My parents understood the importance of a good education," he says. An excellent student and athlete, Spoor received a full scholarship to Dartmouth College. Halfway through his freshman year, however, he volunteered for the 10th Mountain Division and served nearly four years in World War II. He returned to Dartmouth in 1946 and graduated in 1949 with a degree in history.

After a summer of selling insurance, Spoor took a sales management job with Pillsbury Company's New York-based export division. Later, he became vice president of the division and eventually became vice president of Pillsbury's international division.

When the company's president became ill in 1972, Spoor was promoted to chairman and CEO. For the next 13 years, he moved the company through reorganization, divesting unprofitable subsidiaries; making solid acquisitions, including Green Giant, Haagen-Dazs ice cream, Bumble Bee tuna, and Totino's pizza; and accelerating Burger King with better management, more franchises, and more company stores.

Moreover, Spoor intensified research and development, revitalized Pillsbury's refrigerated dough business, and added Steak & Ale and Bennigan's to the company's restaurant portfolio.

Spoor believes that integrity is an essential character trait for managing a company successfully. To that, he would add commitment and a lot of energy. Speaking of his career at Pillsbury, he says, "You must have a vision and a clear understanding of where you're going, what you're trying to accomplish, and how you are going to accomplish it."

After retiring in the mid-1980s, Spoor was involved with Dartmouth's Dialogues on Leadership program. "I do not believe leadership can be taught," says Spoor, "but it can certainly be experienced and learned."