Ted Turner is a lot. Honestly, if you grew up watching CNN or the Braves, you probably have a mental image of the guy—the mustache, the loud voice, the yachts, and that chaotic energy that seemed to define 1980s and 90s media. But reading the Call Me Ted book is a different experience entirely because it’s not just a highlight reel of a billionaire’s life. It's more of a manual on how to be relentlessly, annoyingly persistent until the rest of the world finally gives in and admits you were right.
He didn't start with a silver spoon, at least not the kind people think. His father, Ed Turner, was a complicated, harsh man who built a billboard business and then, tragically, took his own life. Ted was young. He was grieving. And he was suddenly in charge of a company that people told him to sell immediately. He didn't. That’s basically the heartbeat of the entire autobiography.
The Audacity of the "Mouth of the South"
Most people pick up the Call Me Ted book expecting a dry corporate history of Turner Broadcasting. They get something much weirder. Ted talks openly about his failures, his three marriages—including his high-profile relationship with Jane Fonda—and his struggle with bipolar disorder. It’s rare to see a mogul of his era be that vulnerable. He isn't trying to look perfect. He's trying to explain why he was so obsessed with winning.
Take the 1977 America’s Cup.
He won it.
But the way he tells it, the sailing wasn't the point; the point was proving he could master something through sheer force of will. He applies that same logic to the "Superstation." Back then, the idea of putting a local Atlanta UHF station on a satellite to broadcast nationwide was considered insane. The "Big Three" networks (ABC, CBS, NBC) laughed at him. They called it "Chicken Noodle News" when he launched CNN.
They aren't laughing now.
What the Call Me Ted Book Teaches About Risk
Business schools love to talk about "calculated risk." Ted Turner’s version of risk was more like jumping out of a plane and sewing the parachute on the way down. In the book, he details the financial tightrope he walked to keep CNN afloat in the early days. He was hemorrhaging cash. He was leveraged to the hilt.
One of the most fascinating parts of the narrative is his acquisition of the MGM film library. People thought he overpaid. They thought he was crazy for wanting old black-and-white movies. But Ted saw something they didn't: content is forever. By owning those films, he laid the groundwork for TCM and Cartoon Network. He understood the "long tail" of media before the term even existed.
Why his leadership style was... divisive
- He worked harder than everyone else and expected them to keep up.
- He was notoriously cheap with corporate expenses but gave away a billion dollars to the United Nations.
- Ted led by instinct, often ignoring his board of directors, which eventually led to his downfall during the AOL-Time Warner merger.
That merger is the "Tragedy" section of the Call Me Ted book. You can feel the bitterness on the page. He calls it the worst mistake of his life. Seeing a man who built an empire get sidelined in his own company is a sobering lesson for any entrepreneur. It’s a reminder that no matter how big you get, the "suits" can still find a way to take the keys.
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The Environmentalist and the Bison
If you look at Ted Turner today, he’s one of the largest landowners in the United States. He owns hundreds of thousands of acres. Why? Because he became obsessed with saving the American bison. This isn't just a hobby; it’s a massive logistical operation detailed in the latter half of the book.
He realized early on that if you want to save a species, you have to make it economically viable. So, he started Ted’s Montana Grill. It sounds counterintuitive—eating the animal you want to save—but by creating a market for bison meat, he ensured the herds would grow. It’s peak Ted Turner logic: blunt, practical, and highly effective.
What Most People Get Wrong About Ted
People think he was just a loudmouth who got lucky with cable. The Call Me Ted book disproves that. It shows a man who was deeply lonely, driven by a need to please a father who was no longer there to see his success. It’s a psychological study as much as a business book.
He didn't just want money. He wanted to change how the world communicated. Before CNN, if something happened in the Middle East, you waited for the evening news. Ted changed the speed of human information. He made the world smaller.
Actionable Insights from Ted Turner’s Journey
If you're looking to apply the lessons from the Call Me Ted book to your own life or business, stop looking for "hacks" and start looking at your foundation.
- Be the first to use new tech, even if it’s clunky. Ted didn't invent the satellite; he just used it differently than everyone else. Look at current emerging tech (like AI or decentralized networks) and ask: "How can I use this to broadcast a 'local' idea to a global audience?"
- Own your assets. Don't just be a middleman. Turner’s move to buy the MGM library saved his company because he stopped paying licensing fees and started collecting them. Whether it's data, intellectual property, or land, ownership is the only real security.
- Vulnerability is a leadership tool. Ted’s willingness to admit he was wrong (especially about the AOL merger) is why people still respect him. Don't hide your mistakes from your team; use them as case studies.
- Early to bed, early to rise, work like hell, and advertise. This was Ted's father's motto, and it’s the most famous line in the book for a reason. In a world of "passive income" dreams, Ted reminds us that there is no substitute for being the hardest-working person in the room.
- Diversify your legacy. Don't just build a business; build a cause. Turner’s work with the UN and land conservation gave him a purpose when the business world moved on. Define what your "Bison" is early on so you have something to pivot to when the market shifts.
The book isn't a fairy tale. It’s a messy, loud, honest account of a man who refused to be small. It’s essential reading for anyone who feels like they don't fit the "standard" CEO mold. You don't have to be polite to be right, but you do have to be prepared to outwork everyone who thinks you're wrong.