46 pages 1-hour read

Save Me the Plums

Nonfiction | Autobiography / Memoir | Adult | Published in 2019

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Chapters 9-14Chapter Summaries & Analyses

Chapter 9 Summary: “Bitter Salad”

Initially, Reichl struggled to balance the transition from her old job at the New York Times to her new job at Gourmet. She regretted agreeing to go into the Gourmet offices every day, especially when she was sent on a nationwide book tour for her first memoir, Tender at the Bone. At the same time, her husband Michael’s reporting job took him to Colorado, leaving Reichl solely responsible for the care of their preteen son, Nick. Reichl was shocked and touched when her brother Bob, the product of her mother’s first marriage, arrived to stay with Nick while she was away.


Reichl began her book tour in Los Angeles, where she hoped to recruit her former assistant at the Los Angeles Times, Laurie Ochoa, as executive editor. Reichl and Ochoa became friendly after they ran into each other repeatedly at L.A. restaurants, and their work together at the Times made them inseparable. Reichl was delighted when Ochoa agreed to come to Gourmet. On the last stop of the tour, Reichl’s son Nick joined her at a book signing where she was confronted by a chef whose restaurant she once panned. The unnerving experience made her glad she was leaving her career as a reviewer.

Chapter 10 Summary: “Human Resources”

Reichl’s next major hire was Larry Karol, former managing editor at Allure magazine. Although Reichl found Karol’s personality grating, she immediately recognized his value to the magazine. Karol showed that Gourmet lacked the traditional structure of a magazine: There were no copy editors (responsible for editing the text of articles), fact checkers (responsible for confirming the truth of articles), or photo editors (responsible for assigning photographers to articles). Karol accused Reichl of being out of her depth, and she agreed. Over the following days, she shadowed him as he reorganized the magazine’s staff, receiving a crash course in magazine production.


Meanwhile, Ochoa realized that the magazine’s junior staff had interesting ideas that had not been explored. She learned that the previous editor-in-chief distributed assignments randomly, and that writers and junior editors were not allowed to pitch their own ideas. Ochoa and Reichl asked for story ideas and were thrilled by the proposals. Reichl’s fear of being the boss was replaced by the excitement of building a productive team. When she invited former editors to an informal meeting, she realized that they saw the magazine as by and for an elite class. She was pleased to see how much the magazine had grown under her leadership.

Chapter 11 Summary: “The Downside”

As soon as Reichl was officially editor-in-chief of Gourmet, the magazine’s publisher, Gina Sanders, insisted that she begin attending advertiser events to help lure brands to the magazine. Reichl noticed that Sanders presented the magazine differently depending on the brand she was pitching. Although she respected Sanders, they disagreed on many aspects of the magazine, in particular the role of travel editor. Reichl hoped to hire a new, younger travel editor whose taste more closely aligned with the magazine’s new vision. Sanders loved the existing editor, an older woman named Pat, who brought in massive advertising buys through her relationships with national tourism boards.


Sanders brought Reichl to lunch with the head of Estee Lauder, asking her to flex her former power as the restaurant critic for the New York Times. Although she enjoyed eating at nice restaurants without having to review them, Reichl resented being used in this way by Sanders. When she asked Truman whether this kind of power play was part of her job as editor-in-chief, he replied that he used to intentionally perform poorly at advertiser meetings so the publisher would stop inviting him. Reichl realized that, as a woman, she could never act that way and accepted that the meetings were part of her job.

Chapter 12 Summary: “The Florio Potato”

Reichl was called to a meeting with Florio, the Chief Executive Officer of Condé Nast. Knowing that Florio was furious when Truman hired her without consulting him, Reichl was anxious about the meeting. Although she found him intimidating, Reichl was drawn to his boisterous, talkative nature. Florio spent the meeting gossiping about their co-workers and bragging about his culinary skills. Halfway through, Truman appeared outside the glass walls of Florio’s office, shaking his head vigorously to indicate that none of what Florio was saying was true. When Florio dismissed Reichl, Truman told her that Florio was a compulsive liar.


Shortly after, Florio invited Reichl to lunch at The Four Seasons, a luxurious restaurant that changed its menu and décor seasonally. As a child, Reichl went to the bar with her parents, who could not afford a full meal there but wanted to experience the elegance. The owner brought Florio an off-the-menu special: a baked potato covered in caviar. Florio warned Reichl that Si Newhouse was flexible when things went well but wouldn’t hesitate to fire her if she underperformed.

Chapter 13 Summary: “Big Fish”

After a year of disappointing magazine sales, Reichl decided to hire a new art director, with the support of editorial director Truman. Truman suggested Diana LaGuardia, whom Reichl immediately liked for her avant-garde style and unabashed love of food. However, when LaGuardia referred to advertisers as creative cockroaches in front of a room of sales representatives, she earned the wrath of publisher Gina Sanders. Reichl felt glad to have an ally in her ongoing struggle to separate editorial decisions from the needs of advertisers.


LaGuardia proposed a cover featuring a handsome chef holding a giant fish. Although Reichl loved the cover, Truman insisted that magazines featuring dead fish never sell. Reichl bet Truman $100 that the issue would sell better than the same month’s issue the previous year, and Truman accepted. Reichl won the bet, and Truman paid her the money. She compared the situation to a time when she submitted reviews for three seafood restaurants for consideration for a James Beard award. Because she could not reveal her identity as a critic to a room full of chefs, her New York Times food editor, Rick Flaste, went to the award ceremony instead. Reichl won the award, but Flaste never bothered to tell her. Reichl reflects that she was a cog in the machine of the New York Times, while her Condé Nast colleagues cared about her success.

Chapter 14 Summary: “Birthday”

When Reichl was invited to Si Newhouse’s birthday party, her secretary Robin took it as a sign that she had been accepted into the Condé Nast family. Knowing that Vogue editor Anna Wintour and Vanity Fair editor Graydon Carter had also been invited, Robin urged Reichl to find something suitable to wear and to hire a driver. Reichl was assigned a driver named Mustafa, who playfully criticized her for not using the car service offered to her as editor, claiming she was disappointing the drivers.


At the party, Reichl was disappointed to see that Newhouse’s massive apartment looked like a museum, with no hint of his personal life. Reichl gravitated towards Sanders, with whom she’d become friendly after they agreed on hiring William “Bill” Sertl as Gourmet’s new travel editor. As Reichl found herself surrounded by the most important writers, artists, and businessmen of the day, she realized that she was living her mother’s dream. She wished that her mother were alive to enjoy her new life with her. On the ride home, Reichl asked Mustafa to drive her to and from work the following day.

Chapters 9-14 Analysis

In this section of the memoir, Reichl faces gender discrimination at work and in her personal life, underscoring The Bittersweet Nature of Achieving Dreams. As Reichl transitions out of her job at The New York Times to be editor-in-chief of Gourmet, she also embarks on a nationwide book tour, putting her at odds with her husband, Michael. When Michael has a work trip that conflicts with the book tour, he asks Reichl who will look after their son Nick “while you’re away?” (71). Later, when Nick starts misbehaving, Michael encourages Reichl to spend more time with him and less at work. Reichl notes that Michael does not consider “that he might be the one to change his schedule” to care for their child, emphasizing the pervasive nature of patriarchal gender norms that position motherhood as the primary role in a woman’s life. For Reichl, the sexist claim that, in fulfilling her professional responsibilities, she’s neglecting her role as a mother is as “familiar as a toothache” (71). 


Reichl provides direct comparisons between herself and her male colleagues, suggesting her professional experiences reflect general patterns of gender discrimination in contemporary America. Early in her time at Gourmet, Reichl grows frustrated when her publisher forces her to attend advertiser events. When she asks her editorial director how he handled the situation, he tells her that he employed weaponized incompetence, fumbling the meetings “so badly that [his] publishers stopped taking [him]” (93). Although Truman is proud of the fact that he has “figured out how to manipulate the system,” Reichl feels that she “just [doesn’t] have it in [her]” to intentionally perform poorly at work (93), noting that a woman demonstrating similar incompetence would suffer professional consequences. She reflects that she feels pressured to be her best because she’s “a woman, trained to be a good girl and play by the rules” (93). While Truman feels secure enough to intentionally be bad at his job, Reichl feels constant pressure to perform. 


Reichl’s success at Gourmet through her close relationships with her colleagues emphasizes her collaborative approach to leadership. As Reichl introduces the editors she hired at Gourmet, she stresses their individual strengths as a part of her larger team. For example, the memoir’s introduction to executive editor Ochoa describes her as “enormously supportive of those she loves,” a person who “improve[s] the work of every writer she’s ever worked with” (75), including Reichl herself. Reichl’s praise makes it clear that she values the collaborative nature of publishing: “[Ochoa] asked endlessly thoughtful questions about [Reichl’s] articles, picking up each word, touching it, tasting it, willing it to be the perfect fit” (76). The use of these tactile verbs—picking, touching, and tasting— suggests that Ochoa is working as hard as Reichl to make Reichl’s work the best it can be.


Amid the Changes in American Publishing in the 20th Century, Reichl and Ochoa empower their staff to take their initiative and nurture their creativity, finding new ways to take advantage of the evolving media landscape. One of Ochoa’s first jobs as executive editor at Gourmet is to survey the existing staff and see what changes need to be made. She immediately realizes that the previous leadership was not properly utilizing the staff, urging Reichl to engage the staff for ideas about the magazine’s future, explaining that they’re “all so smart, they know so much about food, and they have so many interesting ideas” (82). Reichl’s view of “magazine-making [as] a collaborative process” allows her to take creative risks with the magazine that ultimately pay off (83). When her art director suggests putting a picture of a dead fish on the cover, Reichl takes the risk despite her boss’s assertion that “Every magazine editor knows you can’t put a dead fish on the cover. […] It’s the first rule of magazines” (110). As the memoir progresses, Reichl continues to attribute her success to her willingness to collaborate with others and her unique ability to match creative people with the right role.

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