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AMONG THE LILLIPUTIANS 37 tuted its dollar-freeze program. In orderly 1-2-3 fashion, Gladys listed the chores which each staff assistant would perform during the entire journey, including the responsibility of arrang- ing for deck chairs aboard ship. One assignment, for the public relations director, read as follows: On arrival at any city, get of the train before it stops, obtain names of persons waiting to greet Mr. DeMille. The recipient of this agile requirement never quite lived it down, the staff needling him relentlessly. In time he referred to himself as "the man in the DeMille organization who gets off the train before it stops." For years it was Gladys Rosson's job to invest the money made by DeMille Productions. She decided, as she once put it, "whether there's any money to be made in oranges, oil wells or fancy birds," adding, "C. B. dislikes indecision. He expects me to use my judgment and is willing to abide by it." The day before the crash of '29 DeMille instructed her to sell some stocks that were off a quarter of a point. "I thought he had merely asked me to get a price on them/' she recalled. "The smash came. The stock dropped 20, 50, then 100 points and we lost a small fortune. I was terrified but C. B. never broached the matter. He knew what I was suffering." He once referred to her as "my extra brain," and through the 18-hour workdays found her to be "a merry, chatty feminine human being one moment and an efficient machine at the sign of work." Gladys Rosson's death a few years ago ended more than thirty years of scrupulous, unwavering loyalty in a lifetime that knew virtually no outside interests save her employer's. Probably no staff member was as little known on the outside as Anne Bauchens, dean of the DeMille servitors. Gentlest of