In pursuit of those goals, he doesn’t get bogged down in a search for consensus or worry about hurt feelings. At a meeting early last year, Todd Maclin, head of J.P. Morgan’s commercial bank, complained to Dimon that the investment bankers were hoarding hundreds of so-called middle- market firms–those with annual sales of $500 million to $2 billion–on their “prospects” list, keeping the commercial bankers from approaching them. Dimon dropped everything and convened the top executives of the investment bank. “Are you calling on this company?” he demanded. “How often? How much business are you doing with them?” When it became clear that many prospects were being neglected, Dimon started reassigning them to the commercial bank. “The room was filled with hollering and yelling,” says Maclin. But Dimon was adamant. “You’re protecting clients you don’t do business with,” he said.
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