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    • A life of routine and adventureSuccessful professional with routine life had numerous love affairs and extreme sports, kept journals for 70 years, insatiable curiosity, respected figure in value investing, determined in face of neurological disease, embodied spirit of embracing challenges

      Learning from the book "Routines and Orgies, The Life of Peter Cunthill" by Christopher Rizzo Gill is that Peter Cunthill's life was defined by a unique balance of discipline and adventure. Despite leading a routine-driven professional life as a successful mutual fund manager, Cunthill's personal life was filled with diverse experiences, from numerous love affairs to extreme sports. His meticulously kept journals, spanning over 70 years, offer an intimate and frank account of his successes, failures, and lessons learned. Cunthill's insatiable curiosity and open-mindedness led him to explore various disciplines, and his dedication to learning and mentoring others made him a respected figure in the world of value investing. Even in the face of a neurological disease, Cunthill remained determined and good-humored, embodying the spirit of embracing life's challenges. As Aldous Huxley once wrote, "Routine, as a procedure laid down for the minimum expenditure of energy, is the maximum economy," but Cunthill's life was anything but routine, punctuated by orgies of experiences that kept him engaged and excited.

    • A young Peter Lynch's journal reveals insights into his thoughts and preoccupations before becoming a great investor.Peter Lynch's journal entries at age 25 offer insights into his passion for investing, discipline, determination, introspection, and critical observation.

      That Peter Lynch, the renowned investor, started keeping a daily journal at the age of 25, which forms the basis of his unique and compelling book. His journal entries, which are directly quoted in the book, offer insights into his thoughts, struggles, and preoccupations before he became a great value investor. These entries reveal his passion for investing, discipline, and determination to excel, as well as his introspective nature and critical observation of human behavior. At 25, Lynch pondered the question of what truly constitutes job satisfaction and whether his work should become his obsession. His journal entries also reflect his fascination with human love, sexuality, and the nature of success. Overall, Lynch's journal provides a fascinating glimpse into the mind of one of the greatest investors of all time, offering valuable insights into his thought processes and personal growth.

    • Childhood hardships shaped his adult obsessionsEarly life struggles led to a lifelong pursuit of wealth and fitness, but later introspection brought about a new appreciation for intellectual curiosity and the world's beauty.

      The protagonist's upbringing, marked by poverty, rebellion against authority, and a strained relationship with his father, fueled his obsession with wealth and physical fitness throughout his life. He became a self-satisfied snob, but later confronted his past hang-ups and began to value intellectual curiosity and the beauty of the world around him. Professionally, he rose to high positions before starting his own company and chose to live a life of extreme highs and lows rather than seeking equilibrium. The realization of his mother's impact on his intellectual growth and her own fulfilling life left a deep impression on him.

    • Fear and Discomfort as Drivers of Personal GrowthFear and discomfort can push us to grow and experience life fully, but it's important to balance the risks with measured control.

      Fear and discomfort can drive personal growth and a sense of alive experience. The speaker, Peter, shares his fear of doing a bad job and his ambition as sources of motivation, but also acknowledges the potential dangers of these traits. He values change and challenges, but also the importance of measured control. Throughout his life, Peter pursues new experiences and puts himself in dangerous situations to feel truly alive. This includes traveling extensively, climbing mountains, and even dating with a focus on his work as his obsession. Despite the risks, Peter believes that the fear and discomfort are worth it for the rich experiences and personal growth they bring.

    • Peter's concerns about boss's investments lead to personal breakdown and new investment philosophyPeter learned the importance of transparency and clear investment policies from his experience of working for an untrustworthy boss and the teachings of Benjamin Graham

      Peter's professional ambitions and personal concerns led him to question his boss's capabilities and ultimately leave his job. He valued reputation and credibility in his line of work and became worried about potential losses due to his boss's risky investments. These concerns, along with his boss's evasiveness, left Peter feeling insecure and led to a mental breakdown before he started his own investment fund. Peter discovered his investment philosophy through the writings of Benjamin Graham, and he learned to focus on individual companies rather than economic forecasts. The experience of working for an untrustworthy boss taught him the importance of transparency and a clear investment policy.

    • From Inspiration to Innovation: Peter Lynch's Journey to Developing a Unique Investment PhilosophyPeter Lynch's investment philosophy was inspired by 'Institutional Investing' and 'Super Money', but he struggled to find opportunities exceeding benchmarks. Discovering 'Security Analysis' introduced him to value investing, leading to his successful firm and unique net net sheet research methodology.

      Peter Lynch, a successful money manager, was inspired by the books "Institutional Investing" by Charles Ellis and "Super Money" by George Goodman to develop his own investment philosophy. He was captivated by the idea of achieving a high compound annual rate of return, but struggled to find investment opportunities that surpassed this benchmark. His life-changing moment came when he discovered Benjamin Graham and David Dodd's "Security Analysis," which introduced him to the concept of investing based on underlying value. This led him to establish his own investment firm, Peter Lynch and Associates, and develop the unique net net sheet research methodology based on Graham and Dodd's principles. By constantly reading and adding his own insights, Lynch was able to identify undervalued companies and manage successful mutual funds. His dedication to learning and innovation set him apart in the investment industry.

    • Peter Lynch's Principles for Success: Perseverance, Networking, Detail, Fitness, Learning, Open-Mindedness, Patience, and RoutineSuccess comes from persevering through adversity, maintaining a strong network, prioritizing detail, staying physically fit, learning from failures, being open to contrarian opinions, maintaining patience, and establishing consistent routines.

      Peter Lynch, a successful investor, believed in persevering through adversity, maintaining a strong network, and prioritizing detail. He emphasized the importance of being physically fit and viewing fitness as a crucial component of mental agility and focus. Lynch's investment strategy involved a commitment to learning from failures, being open to contrarian opinions, and maintaining patience and determination. He also valued the importance of routine and consistency in achieving excellence. As Aristotle noted, "Excellence is an art won by training and habituation." Lynch's journal reveals his dedication to these principles and his belief in the power of consistent habits to lead to success.

    • The Greeks believed in the connection between physical fitness and mental health. Thiel's unconventional marriage.Focus on honesty, commitment, and identifying your unique strengths for a successful marriage and career.

      The Greeks, particularly the Spartans, believed in the connection between physical fitness and the health of the mind and spirit. This concept was reflected in Peter Thiel's personal life, where he struggled with the constraints of marriage and family, desiring independence and freedom. Thiel's maxims for a happy marriage included honesty, not making promises one cannot keep, and not quitting. However, his own marriage was unconventional, with him maintaining multiple relationships while staying married for 25 years. In his professional life, Thiel's success came from focusing on his unique skill set - identifying investment opportunities - and outsourcing other aspects of the business. His advice is to identify the most important activity in your work and dedicate the majority of your time to it. Despite his personal and professional achievements, Thiel's marriage ended with the death of his wife due to cancer. The importance of honesty, commitment, and focusing on your strengths can be applied to various aspects of life.

    • Lessons from Peter Lynch's personal experiences and others' strugglesIdentify areas for improvement, acknowledge the importance of patience and thorough decision-making, and draw strength from the stories of those who have faced and overcome greater challenges.

      Successful businessman and investor Peter Lynch learned valuable lessons from both his own experiences and the struggles of others, using their resilience as inspiration to overcome his own challenges, including depression and feelings of burnout. He identified areas for improvement, such as reducing procrastination and concentrating on one thing at a time, while also acknowledging the importance of patience and thorough decision-making. Lynch's unique perspective, shaped by his personal history and quirky philosophy, helped him navigate the ups and downs of his career and emerge stronger. Additionally, he drew strength from the stories of individuals like Terry Waite, who endured even more difficult circumstances, reminding him that everyone faces challenges and that progress requires passing through difficult times.

    • Embrace Contradictions for BalanceSeek a balance of stoicism and hedonism, health and indulgence, learning and experience, and reason and passion for a fulfilling life.

      The life philosophy of a successful and quirky individual, as described in the text, emphasizes the importance of balance through embracing contradictions and maintaining a unique perspective. This person, with a singular focus and a mind that may function differently than most, advocates for a combination of the stoic and epicurean ways of living. His tips for a good life include elements of health, learning, experience, and self-reflection, all presented as contradictions that should be harmonized. Ultimately, this individual seeks the freedom from obligation and the ability to be a walking contradiction, embodying various roles and qualities. His philosophy encourages being a warrior, a priest, a monk, and a hedonist, among other things, while embracing reason and passion, and striving for balance in all aspects of life.

    • Balancing Success and Personal ChallengesSuccess can bring personal challenges, it's essential to maintain balance and consider the impact of our actions on loved ones.

      Success comes with its own challenges. Peter, a successful businessman, found himself at the pinnacle of wealth and power, but his life took a drastic turn when his wife was diagnosed with a terminal illness. Despite her impending death, Peter continued to travel and pursue other relationships, raising ethical questions about his priorities. The text also explores Peter's inner dialogue, where he grapples with his past and present, and creates an optimistic persona to counterbalance his negative thoughts. This story serves as a reminder that even in the face of adversity, it's important to maintain balance and consider the impact of our actions on those around us.

    • Embracing the uncertainty of lifeReflect on the importance of cherishing the present moment and finding meaning in the process of loss and adversity.

      Facing the inevitability of loss and death can be a challenging and transformative experience. The speaker in the text, Peter, grapples with the impending passing of his wife, Jay, and finds solace in introspection and the words of others. He reflects on the importance of embracing the uncertainty of life and allowing the mind to work intuitively. Through the experiences of loss and illness, Peter learns to cherish the present moment and find meaning in the process. Ultimately, he comes to accept the impermanence of life and the importance of living fully, even in the face of adversity.

    • Cherishing life's uniqueness and authenticityPeter's story highlights the importance of living authentically, cherishing life's unique moments, and seeking joy even in adversity. Writing a book together also showcases the value of friendship and support during difficult times.

      Despite facing a devastating illness, Peter maintained a strong sense of independence and determination. He chose to focus on leaving a material legacy while also enjoying the present. The writing process of their collaborative book became a way for him to relive his life and find joy in his remaining days. It's rare for individuals to look back on their lives with no regrets and live authentically to themselves. Peter's story serves as a reminder to cherish and live a unique and authentic life, even in the face of adversity. The process of writing the book together also demonstrates the importance of friendship and support during challenging times.

    • Embracing life's challenges with indomitable spiritRegardless of life's obstacles, maintain patience, find joy in routine and adventure, and live life to the fullest.

      No matter the challenges life throws at us, we can strive to make the most of the parts we have control over and find joy in our experiences. This was exemplified by Peter, who despite suffering from a debilitating disease, lived a fulfilling life filled with routines and adventures. His advice for investors, "patience, patience, and more patience," mirrored his own approach to life. Even in his final days, he continued to travel and seek new experiences. Phyllis's account of their trip to Bermuda poignantly illustrates Peter's indomitable spirit and determination to live life to the fullest, despite his disability.

    • A week of caregiving in BermudaCaring for a loved one with serious health issues can be challenging, but it's also a deeply meaningful experience that strengthens the bond between two people and creates lasting memories.

      Caring for a loved one with serious health issues can be challenging and even dangerous, but it's also a deeply meaningful experience. The text describes a week in Bermuda where a woman helps her friend Peter, who is physically deteriorating and requires constant assistance. Despite the difficulties, the woman finds joy in their shared experiences, such as their daily swims and moments of humor. However, there are also near-fatal incidents, like when Peter chokes and the woman has to perform emergency procedures. The experience leaves the woman reflecting on the role of loved ones in caregiving and the importance of cherishing the time together. Ultimately, the text shows that while caregiving can be overwhelming, it's also a way to deepen the bond between two people and create lasting memories.

    Recent Episodes from Founders

    #355 Rare Bernard Arnault Interview

    #355 Rare Bernard Arnault Interview

    What I learned from reading The House of Arnault by Brad Stone and Angelina Rascouet. 

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    (3:00) While other politicians were content to get their information from a scattering of newspapers, he devoured whole shelves.  — Young Titan: The Making of Winston Churchill by Michael Shelden. (Founders #320)

    (7:00) Arnault had understood before anyone else that it was a true industry. — The Taste of Luxury: Bernard Arnault and the Moet-Hennessy Louis Vuitton Story by Nadege Forestier and Nazanine Ravai. (Founders #296)

    (9:00) Arnault is an iron fist in an iron glove. — The Taste of Luxury: Bernard Arnault and the Moet-Hennessy Louis Vuitton Story by Nadege Forestier and Nazanine Ravai.

    The public conception of Sam as a good ol’ country boy wearing a soft velvet glove misses the fact that there’s an iron fist within. —  Sam Walton: The Inside Story of America's Richest Man by Vance Trimble.

    (12:00) People often ask me, “When are you going to retire?” And I answer, “Retire from what?” I’ve never worked a day in my life. Everything I’ve done has been because I’ve loved doing it, because it was enthralling. — Am I Being Too Subtle?: Straight Talk From a Business Rebel by Sam Zell. (Founders #269)

    (16:00) “I am not interested in managing a clothing factory. What you need, and I would like to run, is a craftsman’s workshop, in which we would recruit the very best people in the trade, to reestablish in Paris a salon for the greatest luxury and the highest standards of workmanship. It will cost a great deal of money and entail much risk.” — Christian Dior to Marcel Boussac

    (17:00) Arnault believed that luxury brands could be larger than anyone at the time imagined.

    (20:00) Arnault said this 35 years ago: “My ten-year objective is that LVMH's leading position in the world be further strengthened in the luxury goods sector. I believe that there will be fewer and fewer brand names capable of retaining a worldwide presence and that those of our group will be among them as we will provide them with the means for growth.”

    (25:00) There are huge advantages for the early birds. When you're an early bird, there's a model that I call surfing—when a surfer gets up and catches the wave and just stays there, he can go a long, long time. But if he gets off the wave, he becomes mired in shallows. But people get long runs when they're right on the edge of the wave, whether it's Microsoft or Intel or all kinds of people, including National Cash Register. Surfing is a very powerful model.”  —  the NEW Poor Charlie's Almanack: The Wit and Wisdom of Charlie Munger. (Founders #329)

    (25:00) One thing I learned from having dinner with Charlie was the importance of getting into a great business and STAYING in it. There’s a tendency in human nature to mess up a good thing because of an inability to sit still.

    (25:00) The incredible career of Les Schwab: Les Schwab Pride In Performance: Keep It Going! by Les Schwab. (Founders #330)

    (30:00) Dior in his autobiography: It is widely, and quite erroneously, believed that when the house of Christian Dior was launched, enormous sums were spent on publicity: on the contrary in our first modest budget not a single penny was allotted to it. I trusted to the quality of my dresses to get Christian Dior talked about. Moreover, the relative secrecy in which I chose to work aroused a positive whispering campaign, which was excellent (free) propaganda. Gossip, malicious rumours even, are worth more than the most expensive publicity campaign in the world.

    (31:00) Munger: “There are actually businesses that you will find a few times in a lifetime, where any manager could raise the return enormously just by raising prices-and yet they haven't done it. So they have huge untapped pricing power that they're not using. That is the ultimate no-brainer. Disney found that it could raise those prices a lot and the attendance stayed right up. So a lot of the great record of Eisner and Wells came from just raising prices at Disneyland and Disneyworld and through video cassette sales of classic animated movies. At Berkshire Hathaway, Warren and I raised the prices of See's candy a little faster than others might have. And, of course, we invested in Coca-Cola-which had some untapped pricing power.”

    Charlie Munger: The Complete Investor by Tren Griffin

    (33:00) The benefits Arnault receives from owning commercial real estate: He makes money from his own stores, from leasing space to rivals—and from the appreciation of premium real estate. When LVMH buys a building, it takes the best storefronts for its own brands and often asks rivals to move out when their leases expire.

    (35:00) Arnault is all about details. He has 200,000 employees and he’s paying attention to details about landscaping in the Miami Design District.

    (36:00) If we lose the detail, we lose everything. — Disney's Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow. (Founders #347)

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    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — Gareth

    Be like Gareth. Buy a book: All the books featured on Founders Podcast

    #354 Sam Walton: The Inside Story of America's Richest Man

    #354 Sam Walton: The Inside Story of America's Richest Man

    What I learned from reading Sam Walton: The Inside Story of America's Richest Man by Vance Trimble. 

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    (2:30) Sam Walton built his business on a very simple idea: Buy cheap. Sell low. Every day. With a smile.

    (2:30) People confuse a simple idea with an ordinary person. Sam Walton was no ordinary person.

    (4:30) Traits Sam Walton had his entire life: A sense of duty. Extreme discipline. Unbelievable levels of endurance.

    (5:30) His dad taught him the secret to life was work, work, work.

    (5:30) Sam felt the world was something he could conquer.

    (6:30) The Great Depression was a big leveler of people. Sam chose to rise above it. He was determined to be a success.

    (11:30) You can make a lot of different mistakes and still recover if you run an efficient operation. Or you can be brilliant and still go out of business if you’re too inefficient. — Sam Walton: Made In America by Sam Walton. (Founders #234)

    (15:30) He was crazy about satisfying customers.

    (17:30) The lawyer saw Sam clenching and unclenching his fists, staring at his hands. Sam straightened up. “No,” he said. “I’m not whipped. I found Newport, and I found the store. I can find another good town and another store. Just wait and see!”

    (21:30) Sometimes hardship can enlighten and inspire. This was the case for Sam Walton as he put in hours and hours of driving Ozark mountain roads in the winter of 1950. But that same boredom and frustration triggered ideas that eventually brought him billions of dollars. (This is when he learns to fly small planes. Walmart never happens otherwise)

    (33:30) At the start we were so amateurish and so far behind K Mart just ignored us. They let us stay out here, while we developed and learned our business. They gave us a 10 year period to grow.

    (37:30) And so how dedicated was Sam to keeping costs low? Walmart is called that in part because fewer letters means cheaper signs on the outside of a store.

    (42:30) Sam Walton is tough, loves a good fight, and protects his territory.

    (43:30) His tactics later prompted them to describe Sam as a modern-day combination of Vince Lombardi (insisting on solid execution of the basics) and General George S. Patton. (A good plan, violently executed now, is better than a perfect plan next week.)

    (43:30) Hardly a day has passed without Sam reminding an employee: "Remember Wal-Mart's Golden Rule: Number one, the customer Is always right; number two, if the customer isn't right, refer to rule number one.”

    (46:30) The early days of Wal-Mart were like the early days of Disneyland: "You asked the question, What was your process like?' I kind of laugh because process is an organized way of doing things. I have to remind you, during the 'Walt Period' of designing Disneyland, we didn't have processes. We just did the work. Processes came later. All of these things had never been done before. Walt had gathered up all these people who had never designed a theme park, a Disneyland.

    So we're in the same boat at one time, and we figure out what to do and how to do it on the fly as we go along with it and not even discuss plans, timing, or anything.

    We just worked and Walt just walked around and had suggestions. — Disney's Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow. (Founders #347)

    (1:04:30) Sam Walton said he took more ideas from Sol Price than any other person. —Sol Price: Retail Revolutionary by Robert Price. (Founders #304)

    (1:07:30) Nothing in the world is cheaper than a good idea without any action behind it.

    (1:07:30)  Sam Walton: Made In America  (Founders #234)

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    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — Gareth

    Be like Gareth. Buy a book: All the books featured on Founders Podcast

     

    #353 How To Be Rich by J. Paul Getty

    #353 How To Be Rich by J. Paul Getty

    What I learned from reading How To Be Rich by J. Paul Getty. 

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    "Learning from history is a form of leverage." — Charlie Munger. 

    Founders Notes gives you the superpower to learn from history's greatest entrepreneurs on demand. You can search all my notes and highlights from every book I've ever read for the podcast. 

    Get access to Founders Notes here

    You can also ask SAGE (the Founders Notes AI assistant) any question and SAGE will read all my notes, highlights, and every transcript from every episode for you.

     A few questions I've asked SAGE recently: 

    What are the most important leadership lessons from history's greatest entrepreneurs?

    Can you give me a summary of Warren Buffett's best ideas? (Substitute any founder covered on the podcast and you'll get a comprehensive and easy to read summary of their ideas) 

    How did Edwin Land find new employees to hire? Any unusual sources to find talent?

    What are some strategies that Cornelius Vanderbilt used against his competitors?

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    (2:00) My father was a self-made man who had known extreme poverty in his youth and had a practically limitless capacity for hard work.

    (6:00) I acted as my own geologist, legal advisor, drilling superintendent, explosives expert, roughneck and roustabout.

    (8:00) Michael Jordan: The Life by Roland Lazenby. (Founders #212) 

    (12:00) Control as much of your business as possible. You don’t want to have to worry about what is going on in the other guy’s shop.

    (20:00) Optimism is a moral duty. Pessimism aborts opportunity.

    (21:00) I studied the lives of great men and women. And I found that the men and women who got to the top were those who did the jobs they had in hand, with everything they had of energy and enthusiasm and hard work.

    (22:00) 98 percent of our attention was devoted to the task at hand. We are believers in Carlyle's Prescription, that the job a man is to do is the job at hand and not see what lies dimly in the distance. — Charlie Munger

    (27:00) Entrepreneurs want to create their own security.

    (34:00) Example is the best means to instruct or inspire others.

    (37:00) Long orders, which require much time to prepare, to read and to understand are the enemies of speed. Napoleon could issue orders of few sentences which clearly expressed his intentions and required little time to issue and to understand.

    (38:00) A Few Lessons for Investors and Managers From Warren Buffett by Warren Buffett and Peter Bevelin. (Founders #202) 

    (41:00) Two principles he repeats:

    Be where the work is happening.

    Get rid of bureaucracy.

    (43:00) Years ago, businessmen automatically kept administrative overhead to an absolute minimum. The present day trend is in exactly the opposite direction. The modern business mania is to build greater and ever greater paper shuffling empires.

    (44:00) Les Schwab Pride In Performance: Keep It Going!by Les Schwab (Founders #330) 

    (46:00) The primary function of management is to obtain results through people.

    (50:00) the truly great leader views reverses, calmly and coolly. He is fully aware that they are bound to occur occasionally and he refuses to be unnerved by them.

    (51:00) There is always something wrong everywhere.

    (51:00) Don't interrupt the compounding. It’s all about the long term. You should keep a fortress of cash, reinvest in your business, and use debt sparingly. Doing so will help you survive to reap the long-term benefits of your business.

    (54:00) You’ll go much farther if you stop trying to look and act and think like everyone else.

    (55:00) The line that divides majority opinion from mass hysteria is often so fine as to be virtually invisible.

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    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — Gareth

    Be like Gareth. Buy a book: All the books featured on Founders Podcast

    #352 J. Paul Getty: The Richest Private Citizen in America

    #352 J. Paul Getty: The Richest Private Citizen in America

    What I learned from reading As I See it: The Autobiography of J. Paul Getty by J. Paul Getty. 

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    "Learning from history is a form of leverage." — Charlie Munger. 

    Founders Notes gives you the superpower to learn from history's greatest entrepreneurs on demand. You can search all my notes and highlights from every book I've ever read for the podcast. 

    Get access to Founders Notes here

    You can also ask SAGE (the Founders Notes AI assistant) any question and SAGE will read all my notes, highlights, and every transcript from every episode for you.

     A few questions I've asked SAGE recently: 

    What are the most important leadership lessons from history's greatest entrepreneurs?

    Can you give me a summary of Warren Buffett's best ideas? (Substitute any founder covered on the podcast and you'll get a comprehensive and easy to read summary of their ideas) 

    How did Edwin Land find new employees to hire? Any unusual sources to find talent?

    What are some strategies that Cornelius Vanderbilt used against his competitors?

    Get access to Founders Notes here

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    (2:00) Vice President Nelson Rockefeller did me the honor of saying that my entrepreneurial success in the oil business put me on a par with his grandfather, John D. Rockefeller Sr. My comment was that comparing me to John D. Sr. was like comparing a sparrow to an eagle. My words were not inspired by modesty, but by facts.

    (8:00) On his dad sending him to military school: The strict, regimented environment was good for me.

    (20:00) Entrepreneurs are people whose mind and energies are constantly being used at peak capacity.

    (28:00) Advice for fellow entrepreneurs: Don’t be like William Randolph Hearst. Reinvest in your business. Keep a fortress of cash. Use debt sparingly.

    (30:00) The great entrepreneurs I know have these traits:

    -Devoted their minds and energy to building productive enterprises (over the long term)

    -They concentrated on expanding

    -They concentrated on making their companies more efficient 

    -They reinvest heavily in to their business (which can help efficiency and expansion )

    -Always personally involved in their business

    -They know their business down to the ground

    -They have an innate capacity to think on a large scale

    (34:00) Five wives can't all be wrong. As one of them told me after our divorce: "You're a great friend, Paul—but as a husband, you're impossible.”

    (36:00) My business interests created problems [in my marriages]. I was drilling several wells and it was by no means uncommon for me to stay on the sites overnight or even for two days or more.

    (38:00) A hatred of failure has always been part of my nature and one of the more pronounced motivating forces in my life.  Once I have committed myself to any undertaking, a powerful inner drive cuts in and I become intent on seeing it through to a satisfactory conclusion.

    (38:00) My own nature is such that I am able to concentrate on whatever is before me and am not easily distracted from it.

    (42:00) There are times when certain cards sit unclaimed in the common pile, when certain properties become available that will never be available again. A good businessman feels these moments like a fall in the barometric pressure. A great businessman is dumb enough to act on them even when he cannot afford to. — The Fish That Ate the Whale: The Life and Times of America's Banana King by Rich Cohen. (Founders #255)

    (47:00) [On transforming his company for the Saudi Arabia deal] The list of things to be done was awesome, but those things were done.

    (53:00) Churchill to his son: Your idle and lazy life is very offensive to me. You appear to be leading a perfectly useless existence.

    (54:00) My father's influence and example where the principle forces that formed my nature and character.

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    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — Gareth

    Be like Gareth. Buy a book: All the books featured on Founders Podcast

    #351 The Founder of Rolex: Hans Wilsdorf

    #351 The Founder of Rolex: Hans Wilsdorf

    What I learned from reading about Hans Wilsdorf and the founding of Rolex.

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    Build relationships at the Founders Conference on July 29th-July 31st in Scotts Valley, California

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    "Learning from history is a form of leverage." — Charlie Munger. Founders Notes gives you the superpower to learn from history's greatest entrepreneurs on demand.

    Get access to Founders Notes here

    You can search all my notes and highlights from every book I've ever read for the podcast. 

    You can also ask SAGE any question and SAGE will read all my notes, highlights, and every transcript from every episode for you.

     A few questions I've asked SAGE recently: 

    What are the most important leadership lessons from history's greatest entrepreneurs?

    Can you give me a summary of Warren Buffett's best ideas? (Substitute any founder covered on the podcast and you'll get a comprehensive and easy to read summary of their ideas) 

    How did Edwin Land find new employees to hire? Any unusual sources to find talent?

    What are some strategies that Cornelius Vanderbilt used against his competitors?

    Get access to Founders Notes here

    ----

    (0:01) At the age of twelve I was an orphan.

    (1:00) My uncles made me become self-reliant very early in life. Looking back, I believe that it is to this, that much of my success is due.

    (9:00) The idea of wearing a watch on one's wrist was thought to be contrary to the conception of masculinity.

    (10:00) Prior to World War 1 wristwatches for men did not exist.

    (11:00) Business is problems. The best companies are just effective problem solving machines.

    (12:00) My personal opinion is that pocket watches will almost completely disappear and that wrist watches will replace them definitively! I am not mistaken in this opinion and you will see that I am right." —Hans Wilsdorf, 1914

    (14:00) The highest order bit is belief: I had very early realized the manifold possibilities of the wristlet watch and, feeling sure that they would materialize in time, I resolutely went on my way. Rolex was thus able to get several years ahead of other watch manufacturers who persisted in clinging to the pocket watch as their chief product.

    (16:00) Clearly, the companies for whom the economics of twenty-four-hour news would have made the most sense were the Big Three broadcasters. They already had most of what was needed— studios, bureaus, reporters, anchors almost everything but a belief in cable.   —  Ted Turner's Autobiography (Founders #327)

    (20:00) Business Breakdowns #65 Rolex: Timeless Excellence

    (27:00)   Rolex was effectively the first watch brand to have real marketing dollars put behind a watch. Rolex did this in a concentrated way and they've continued to do it in a way that is simply just unmatched by others in their industry.

    (28:00) It's tempting during recession to cut back on consumer advertising. At the start of each of the last three recessions, the growth of spending on such advertising had slowed by an average of 27 percent. But consumer studies of those recessions had showed that companies that didn't cut their ads had, in the recovery, captured the most market share. So we didn't cut our ad budget. In fact, we raised it to gain brand recognition, which continued advertising sustains. — Four Seasons: The Story of a Business Philosophy by Isadore Sharp. (Founders #184)

    (32:00) Social proof is a form of leverage. — Poor Charlie's Almanack: The Wit and Wisdom of Charlie Munger. (Founders #329)

    (34:00) What really matters is Hans understood the opportunity better than anybody else, and invested heavily in developing the technology to bring his ideas to fruition.

    (35:00) On keeping the main thing the main thing for decades: In developing and extending my business, I have always had certain aims in mind, a course from which I never deviated.

    (41:00) Rolex wanted to only be associated with the best. They ran an ad with the headline: Men who guide the destinies of the world, where Rolex watches.

    (43:00) Opportunity creates more opportunites. The Oyster unlocked the opportunity for the Perpetual.

    (44:00) The easier you make something for the customer, the larger the market gets: “My vision was to create the first fully packaged computer. We were no longer aiming for the handful of hobbyists who liked to assemble their own computers, who knew how to buy transformers and keyboards. For every one of them there were a thousand people who would want the machine to be ready to run.” — Steve Jobs

    (48:00) More sources:

    Rolex Jubilee: Vade Mecum by Hans Wilsdorf

    Rolex Magazine: The Hans Wilsdorf Years

    Hodinkee: Inside the Manufacture. Going Where Few Have Gone Before -- Inside All Four Rolex Manufacturing Facilities 

    Vintage Watchstraps Blog: Hans Wilsdorf and Rolex

    Business Breakdowns #65 Rolex: Timeless Excellence

    Luxury Strategy: Break the Rules of Marketing to Build Luxury Brands by Jean Noel Kapferer and Vincent Bastien 

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    #350 How To Sell Like Steve Jobs

    #350 How To Sell Like Steve Jobs

    What I learned from reading The Presentation Secrets of Steve Jobs: How to Be Insanely Great in Front of Any Audience by Carmine Gallo 

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    (1:00) You've got to start with the customer experience and work back toward the technology—not the other way around.  —Steve Jobs in 1997

    (6:00) Why should I care = What does this do for me?

    (6:00) The Match King: Ivar Kreuger, The Financial Genius Behind a Century of Wall Street Scandals by Frank Partnoy.  (Founders #348)

    (7:00) Easy to understand, easy to spread.

    (8:00) An American Saga: Juan Trippe and His Pan Am Empire by Robert Daley 

    (8:00) The Fish That Ate the Whale: The Life and Times of America's Banana King by Rich Cohen. (Founders #255)

    (9:00)  love how crystal clear this value proposition is. Instead of 3 days driving on dangerous road, it’s 1.5 hours by air. That’s a 48x improvement in time savings. This allows the company to work so much faster. The best B2B companies save businesses time.

    (10:00) Great Advertising Founders Episodes:

    Albert Lasker (Founders #206)

    Claude Hopkins (Founders #170 and #207)

    David Ogilvy (Founders #82, 89, 169, 189, 306, 343) 

    (12:00) Advertising which promises no benefit to the consumer does not sell, yet the majority of campaigns contain no promise whatever. (That is the most important sentence in this book. Read it again.) — Ogilvy on Advertising 

    (13:00) Repeat, repeat, repeat. Human nature has a flaw. We forget that we forget.

    (19:00) Start with the problem. Do not start talking about your product before you describe the problem your product solves.

    (23:00) The Invisible Billionaire: Daniel Ludwig by Jerry Shields. (Founders #292)

    (27:00) Being so well known has advantages of scale—what you might call an informational advantage.

    Psychologists use the term social proof. We are all influenced-subconsciously and, to some extent, consciously-by what we see others do and approve.

    Therefore, if everybody's buying something, we think it's better.

    We don't like to be the one guy who's out of step.

    The social proof phenomenon, which comes right out of psychology, gives huge advantages to scale.

    —  the NEW Poor Charlie's Almanack: The Wit and Wisdom of Charlie Munger (Founders #329)

    (29:00) Marketing is theatre.

    (32:00) Belief is irresistible. — Shoe Dog: A Memoir by the Creator of Nike by Phil Knight.  (Founders #186)

    (35:00) I think one of the things that really separates us from the high primates is that we’re tool builders. I read a study that measured the efficiency of locomotion for various species on the planet. The condor used the least energy to move a kilometer. And, humans came in with a rather unimpressive showing, about a third of the way down the list. It was not too proud a showing for the crown of creation. So, that didn’t look so good. But, then somebody at Scientific American had the insight to test the efficiency of locomotion for a man on a bicycle. And, a man on a bicycle, a human on a bicycle, blew the condor away, completely off the top of the charts.

    And that’s what a computer is to me. What a computer is to me is it’s the most remarkable tool that we’ve ever come up with, it’s the equivalent of a bicycle for our minds.

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    #349 How Steve Jobs Kept Things Simple

    #349 How Steve Jobs Kept Things Simple

    What I learned from reading Insanely Simple: The Obsession That Drives Apple's Success by Ken Segall. 

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    Can you give me a summary of Warren Buffett's best ideas? (Substitute any founder covered on the podcast and you'll get a comprehensive and easy to read summary of their ideas) 

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    ----

    (1:30) Steve wanted Apple to make a product that was simply amazing and amazingly simple.

    (3:00) If you don’t zero in on your bureaucracy every so often, you will naturally build in layers. You never set out to add bureaucracy. You just get it. Period. Without even knowing it. So you always have to be looking to eliminate it.  — Sam Walton: Made In America by Sam Walton. (Founders #234)

    (5:00) Steve was always easy to understand. He would either approve a demo, or he would request to see something different next time. Whenever Steve reviewed a demo, he would say, often with highly detailed specificity, what he wanted to happen next.  — Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs by Ken Kocienda. (Founders #281)

    (7:00) Watch this video. Andy Miller tells GREAT Steve Jobs stories

    (10:00) Many are familiar with the re-emergence of Apple. They may not be as familiar with the fact that it has few, if any parallels.
    When did a founder ever return to the company from which he had been rudely rejected to engineer a turnaround as complete and spectacular as Apple's? While turnarounds are difficult in any circumstances they are doubly difficult in a technology company. It is not too much of a stretch to say that Steve founded Apple not once but twice. And the second time he was alone. 

    —  Return to the Little Kingdom: Steve Jobs and the Creation of Appleby Michael Moritz.

    (15:00) If the ultimate decision maker is involved every step of the way the quality of the work increases.

    (20:00) "You asked the question, What was your process like?' I kind of laugh because process is an organized way of doing things. I have to remind you, during the 'Walt Period' of designing Disneyland, we didn't have processes. We just did the work. Processes came later. All of these things had never been done before. Walt had gathered up all these people who had never designed a theme park, a Disneyland. So we're in the same boat at one time, and we figure out what to do and how to do it on the fly as we go along with it and not even discuss plans, timing, or anything. We just worked and Walt just walked around and had suggestions." — Disney's Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow. (Founders #347)

    (23:00) The further you get away from 1 the more complexity you invite in.

    (25:00) Your goal: A single idea expressed clearly.

    (26:00) Jony Ive: Steve was the most focused person I’ve met in my life

    (28:00) Editing your thinking is an act of service.

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    Michael Jordan In His Own Words

    Michael Jordan In His Own Words

    What I learned from reading Driven From Within by Michael Jordan and Mark Vancil. 

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    Episode Outline: 

    Players who practice hard when no one is paying attention play well when everyone is watching.

    It's hard, but it's fair. I live by those words. 

    To this day, I don't enjoy working. I enjoy playing, and figuring out how to connect playing with business. To me, that's my niche. People talk about my work ethic as a player, but they don't understand. What appeared to be hard work to others was simply playing for me.

    You have to be uncompromised in your level of commitment to whatever you are doing, or it can disappear as fast as it appeared. 

    Look around, just about any person or entity achieving at a high level has the same focus. The morning after Tiger Woods rallied to beat Phil Mickelson at the Ford Championship in 2005, he was in the gym by 6:30 to work out. No lights. No cameras. No glitz or glamour. Uncompromised. 

    I knew going against the grain was just part of the process.

    The mind will play tricks on you. The mind was telling you that you couldn't go any further. The mind was telling you how much it hurt. The mind was telling you these things to keep you from reaching your goal. But you have to see past that, turn it all off if you are going to get where you want to be.

    I would wake up in the morning thinking: How am I going to attack today?

    I’m not so dominant that I can’t listen to creative ideas coming from other people. Successful people listen. Those who don’t listen, don’t survive long.

    In all honesty, I don't know what's ahead. If you ask me what I'm going to do in five years, I can't tell you. This moment? Now that's a different story. I know what I'm doing moment to moment, but I have no idea what's ahead. I'm so connected to this moment that I don't make assumptions about what might come next, because I don't want to lose touch with the present. Once you make assumptions about something that might happen, or might not happen, you start limiting the potential outcomes. 

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    Founders
    en-usMay 12, 2024

    #348 The Financial Genius Behind A Century of Wall Street Scandals: Ivar Kreuger

    #348 The Financial Genius Behind A Century of Wall Street Scandals: Ivar Kreuger

    What I learned from reading The Match King: Ivar Kreuger, The Financial Genius Behind a Century of Wall Street Scandals by Frank Partnoy. 

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    Episode Outline: 

    1. Ivar was charismatic. His charisma was not natural. Ivar spent hours every day just preparing to talk. He practiced his lines for hours like great actors do.

    2. Ivar’s first pitch was simple, easy to understand, and legitimate: By investing in Swedish Match, Americans could earn profits from a monopoly abroad.

    3. Joseph Duveen noticed that Europe had plenty of art and America had plenty of money, and his entire astonishing career was the product of that simple observation. — The Days of Duveen by S.N. Behrman.  (Founders #339 Joseph Duveen: Robber Baron Art Dealer)

    4. Ivar studied Rockefeller and Carnegie: Ivar's plan was to limit competition and increase profits by securing a monopoly on match sales throughout the world, mimicking the nineteenth century oil, sugar, and steel trusts.

    5. When investors were manic, they would purchase just about anything. But during the panic that inevitably followed mania, the opposite was true. No one would buy.

    6. The problem isn’t getting rich. The problem is staying sane. — Charlie Munger

    7. Ivar understood human psychology. If something is limited and hard to get to that increases desire. This works for both products (like a Ferrari) and people (celebrities). Ivar was becoming a business celebrity.

    8.  I’ve never believed in risking what my family and friends have and need in order to pursue what they don't have and don't need. — The Essays of Warren Buffett by Warren Buffett and Lawrence Cunningham. (Founders #227)

    9. Great ideas are simple ideas: Ivar hooked Durant with his simple, brilliant idea: government loans in exchange for match monopolies.

    10. Ivar wrote to his parents, "I cannot believe that I am intended to spend my life making money for second-rate people. I shall bring American methods back home. Wait and see - I shall do great things. I'm bursting with ideas. I am only wondering which to carry out first."

    11. Ivar’s network of companies was far too complex for anyone to understand: It was like a corporate family tree from hell, and it extended into obscurity.

    12. “Victory in our industry is spelled survival.”   —Steve Jobs

    13. Ivar's financial statements were sloppy and incomplete. Yet investors nevertheless clamored to buy his securities.

    14. As more cash flowed in the questions went away. This is why Ponzi like schemes can last so long. People don’t want to believe. They don’t want the cash to stop.

    15. A Man for All Markets: From Las Vegas to Wall Street, How I Beat the Dealer and the Market by Ed Thorp. (Founders #222)

    16.  A summary of Charlie Munger on incentives:

    1. We all underestimate the power of incentives.
    2. Never, ever think about anything else before the power of incentives.
    3. The most important rule: get the incentives right.

    17. This is nuts! Fake phones and hired actors!

    Next to the desk was a table with three telephones. The middle phone was a dummy, a non-working phone that Ivar could cause to ring by stepping on a button under the desk. That button was a way to speed the exit of talkative visitors who were staying too long. Ivar also used the middle phone to impress his supporters. When Percy Rockefeller visited Ivar pretended to receive calls from various European government officials, including Mussolini and Stalin. That evening, Ivar threw a lavish party and introduced Rockefeller to numerous "ambassadors" from various countries, who actually were movie extras he had hired for the night.

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    Related Episodes

    #169 David Ogilvy (The King of Madison Avenue)

    #169 David Ogilvy (The King of Madison Avenue)

    What I learned from reading The King of Madison Avenue: David Ogilvy and the Making of Modern Advertising by Kenneth Roman. 

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    One characteristic of geniuses, said Einstein, is they are passionately curious. Ogilvy’s great secret was an inquiring mind.In conversation, he never pontificated; he interrogated.

    There were piles of books all over his house, most about successful leaders in business and government. He was interested in how they used their leadership. How they made their money. He was interested in people — people who had accomplished remarkable things.

    Reading Ogilvy’s short autobiography is like having dinner with a charming raconteur.

    His Scottish grandfather is portrayed as cold — hearted, formidable, and successful — and his hero. 

    When you write a book about advertising, you’re competing with midgets. When you write an autobiography, you’re competing with giants.

    He took the occasion to remind everyone that he was not a big shot at school. I wasn’t a scholar. I detested the philistines who ruled the roost. I was an irreconcilable rebel — a misfit. In short, I was a dud. Fellow duds, take heart! There is no correlation between success at school and success in life.

    If you can’t advertise yourself, what hope do you have of being able to advertise anything else?

    Although he entered advertising to make money, Ogilvy had become interested — obsessively interested — in the business itself. He said he had read every book that had been written on the subject, and, as a young man, had reason to believe he would be good at it and would enjoy it. Since American advertising was years ahead of advertising anywhere else, he decided to study the trade where it was done best.

    Nobody, at any level, should be allowed to have anything to do with advertising until he has read this book seven times (Scientific Advertising by Claude Hopkins). Every time I see a bad advertisement, I say to myself, “The man who wrote this copy has never read Claude Hopkins.”

    In print, it should lead with a headline that offers a consumer benefit. Often it should rely on long text packed with facts. “The more you tell, the more you sell,” as he would later preach.

    David also learned something about writing from his time in the intelligence service. Stephenson was a master of the terse note. Memos to him were returned swiftly to the sender with one of three words written at the top of the page: YES, NO, or SPEAK, meaning to come see him.

    Here Ogilvy describes himself as of the day he started the agency: “He is 38 and unemployed. He dropped out of college. He has been a cook, a salesman and a diplomat. He knows nothing about marketing and has never written any copy. He professes to be interested in advertising as a career and is ready to go to work for $5,000 a year. I doubt if any American agency will hire him.

    Like De Gaulle, he felt that praise should be a rare commodity lest you devalue the currency.

    He had a near psychopathic hatred of laziness in all its forms. He was the least lazy person I have ever encountered. His advertising philosophy was shot through with intolerance of sloth. Lazy people accept mediocrity, which he hated.

    You cannot bore people into buying. Committees can criticize advertisements, but they cannot create them. Compromise has no place in advertising. Whatever you do, go the whole hog. You can’t save souls in an empty church.

    American Express built its business in part with an effective direct mail letter that started: “Quite frankly, the American Express Card is not for everyone.”

    I am a lousy copywriter. But a good editor.

    My crusade is in favor of advertising which sells. My war cry is: “We Sell. Or Else.” This has been my philosophy for 50 years, and I have never wavered from it, no matter what the temptations have been.

    Be happy while you’re living, for you’re a long time dead.

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    #16 Titan: The Life of John D. Rockefeller

    #16 Titan: The Life of John D. Rockefeller

    What I learned from reading Titan: The Life of John D. Rockefeller by Ron Chernow. 

    [0:01] Rockefeller was a unique hybrid in American business, both the instinctive first-generation entrepreneur who founded the company and the analytical second-generation manager who extends and develops it. 

    [0:30] Having created an empire of unfathomable complexity, he was smart enough to see that he had to submerge his identity in the organization. 

    [0:43] Don’t say that I out to do this or that. We ought to do it. Never forget that we are partners. Whatever is done for the general good is done for the good of us all. —John D. Rockefeller. 

    [0:55] He preferred outspoken colleagues to weak-kneed sycophants. 

    [1:14] That he created one of the first multinational corporations, selling kerosene around the world and setting a business pattern for the next century, was arguable his greatest feat. 

    [2:48] The spot chosen for the new refinery tells much about Rockefeller’s approach to business. . . Able to ship by water or over land, Rockefeller gained the critical leverage he needed to secure preferential rates on transportation which was why he agonized over plant locations throughout his career. 

    [6:02] This is before the invention of the car. Kerosene was the main byproduct of oil. People used it to have lighting in their houses. Before Rockefeller, only rich people were able to do this. After Rockefeller, everyone could do it. 

    [6:41] There’s a lot of people making money in refining. People hear about other people making money in refining. They follow in like lemmings and this causes refining capacity to be triple the amount that is actually needed. By then 90% of refineries were operating in the red. 

    [7:46] “So many wells were flowing that the price of oil kept falling, yet they went right on drilling.” — John D. Rockefeller. 

    [8:08] “Often-times the most difficult competition comes, not from the strong, the intelligent, the conservative competitor, but from the man who is holding on by the eyelids and is ignorant of his costs, and anyway he's got to keep running or bust!” —John D. Rockefeller 

    [8:57] As someone who tended toward optimism, seeing opportunity in every disaster, he studied the situation exhaustively instead of bemoaning his bad luck. 

    [10:55] Rockefeller is hated for the creation of a cartel. He is hated for succeeding at it. There are many people trying to do very similar things. They would criticize Rockefeller for what they were attempting to do themselves. 

    [14:46] From the outset, Rockefeller’s plans had a wide streak of megalomania. He said, “The Standard Oil company will someday refine all the oil and make all the barrels.” 

    [15:35] Rockefeller decided that the leading men [executives] would receive no salary but would profit solely from the appreciation of their shares and rising dividends which Rockefeller thought a more potent stimulus to work. 

    [17:10] He was pretty crazy. He had three daughters and a son. By the time he had his son, he had more money than he could spend in a lifetime. His son remembers growing up and only wearing dresses because his dad refused to buy new clothes. 

    [17:38] Rockefeller never allowed his office decor to flaunt the prosperity of the business, lest it arouse unwanted curiosity. 

    [19:33] His strategy would be to subjugate one part of the battlefield, consolidate his forces, and then move briskly onto the next conquest. 

    [19:54] The year revealed both his finest and most problematic qualities as a businessman: His visionary leadership, his courageous persistence, his capacity to think in strategic terms, but also his lust for domination, his messianic, self-righteousness, and his contempt for those shortsighted mortals who made the mistake of standing in his way. 

    [20:50] Rockefeller had such a fanatical desire to control expenses. He’d show up to work at 6:30 in the morning and leave at 10 at night and the entire time he was rooting out inefficiencies. If he could save a penny he would. As a result, even if someone was in the same business Rockefeller’s business was much more profitable —even before he built his cartel. 

    [23:34] Rockefeller was extremely secretive. He equated silence with strength. He didn’t like people who bragged or told other people what their intentions were. 

    [25:06] The depressed atmosphere only strengthened his resolve. 

    [28:57] One Rockefeller biographer called the drawback an instrument of competitive cruelty unparalleled in industry. 

    [30:55] One other factor tempted the railroads to come to terms with Rockefeller. In a far-sighted, tactical maneuver he had begun to accumulate hundreds of tank cars —what you would ship oil in if you don't want to use barrels—which would be in perpetual and perpetually short supply. 

    [32:05] One of Rockefeller’s strengths in bargaining situations was that he figured out what he wanted and what the other party wanted and crafted mutually advantageous terms. Instead of ruining the railroads, Rockefeller tried to help them prosper albeit in a way that fortified his own position. 

    [37:57] This is the insane part. Between February 17th and March 28th, Rockefeller swallowed up 22 of his 26 competitors. This makes him the world’s largest oil refiner at 31 years old. 

    [40:32] Rockefeller was dedicated to secrecy: Many of these competitors didn’t even know they were being bought by Standard Oil. 

    [47:24] Rockefeller would constantly overpay for competitors just to knock them out of the business. 

    [47:58] He was now living a fantasy of extravagant wealth that would have dwarfed the most feeble daydreams of his father. Few people beyond the oil business had ever heard of him. 

    [48:26] It is very hard to compete with somebody you don’t even know exists. 

    [48:56] It is a lot smarter to make money quietly so you don’t invite competition. 

    [49:11] The Prize: The Epic Quest for Oil, Money & Power

    [49:52] Books are the original links: If you read Sam Walton's book you realize he was the Jeff Bezos of his day. Or said another way Jeff Bezos is the Sam Walton of his day. Bezos read Sam Walton’s book, was inspired, and outright copied a lot of Sam’s ideas. 

    [50:51] The reason I think it is so interesting to explore the history of entrepreneurship is that you see the same ideas over and over again just applied in different fields. 

    [56:53] Taking for granted the growth of his empire, he hired talented people as found, not as needed. 

    [57:10] Many employees said he never lost his temper racist voice, uttered a profane or slang word, or acted discourteously. 

    [57:20] Rockefeller seldom granted appointments to strangers and preferred to be approached in writing. 

    [57:25] He constantly expounds on this idea that you shouldn't waste time nor money. That they were very much interrelated. He didn't waste his time talking to people...what people call networking now. He just worked. He came up with his ideas and then worked every day to enact those ideas. 

    [58:08] He wants the sort of person to persist in a flawed situation. 

    [58:15] Rockefeller was the sort of stubborn person who only grew more determined with rejection. 

    [59:51] Success comes from keeping the ears open and the mouth closed. 

    [1:00:02] A man of words and not of deeds is like a garden full of weeds. 

    [1:01:00] Do not many of us who fail to achieve big things fail because we lack concentration--the art of concentrating the mind on the thing to be done at the proper time and to the exclusion of everything else? 

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    #162 Chuck Yeager

    #162 Chuck Yeager

    What I learned from reading Yeager: An Autobiography by General Chuck Yeager. 

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    [10:14] I was a competitive kid. I always tried to do my best. I never thought of myself as being poor or deprived in any way. We managed to scrape by. Kids learned self-sufficiency. Mom and Dad taught us by example. They never complained. I had certain standards that I lived by. Whatever I did, I determined to do the best I could at it.  

    [13:22] The sense of speed and exhilaration makes you so damned happy that you want to shout for joy. 

    [17:15]  In nearly every case the worst pilots die by their own stupidity. 

    [26:04] I sensed that he was a very strong and determined person, a poor boy who had started with nothing and would show the world what he was really made of

    [38:48] Every muscle in my body is hammering at me. I just want to let go of his guy and drop in my tracks—either to sleep or to die. I don’t know why I keep hold of him and struggle to climb. It’s the challenge, I guess, and a stubborn pride knowing that most guys would’ve let go of Pat before now. 

    [40:57] Chuck is the most stubborn bastard in the world, who doesn’t dabble in gray areas. He sees in black and white. He simply said, “I’m not going home.”  

    [45:26] The Germans began to come up to challenge us and ran into a goddamn West Virginia buzzsaw. 

    [50:30] If you love the hell out of what you’re doing, you’re usually pretty good at it, and you wind up making your own breaks. I wasn’t a deep, sophisticated person, but I lived by a basic principle: I did only what I enjoyed. I wouldn’t let anyone derail me by promises of power or money into doing things that weren’t interesting to me. 

    [55:38] Yeager would rely on himself. I couldn’t teach him enough.  

    [1:03:31]  My life was flying and pilots. I didn’t spend a whole helluva lot of time doing or thinking about anything else. We were an obsessed bunch, probably because we were so isolated. 

    [1:17:29] Living to a ripe old age is not an end in itself; the trick is to enjoy the years remaining. And unlike flying, learning how to take pleasure from living can’t be taught. Unfortunately, many people do not consider fun an important item on their daily agenda. For me, that was always high priority in whatever I was doing.  

    [1:18:22] I’ve never lost the curiosity about things that interest me. I’m very good at the activities I most enjoy, and that part has made my life that much sweeter. I haven’t yet done everything, but by the time I’m finished, I won’t have missed much. If I auger in tomorrow, it won’t be with a frown on my face. I’ve had a ball. 

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    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — Gareth

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    #170 Claude Hopkins (A Life in Advertising)

    #170 Claude Hopkins (A Life in Advertising)

    What I learned from reading My Life in Advertising by Claude Hopkins. 

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    Any man who by a lifetime of excessive application learns more about anything than others owes a statement to successors. The results of research should be recorded. Every pioneer should blaze his trail. That is all I have tried to do. [0:19]

    There are few pages in “My Life in Advertising” which do not repay careful study—and which do not merit rereading. Before your eyes, a successful advertising life is lived—with all that went to make it successful. The lessons taught are taught exactly as they were learned. They are dished up dripping with life. It is not a book, it is an experience—and experience has always been the great teacher. [2:49] 

    The man who does two or three times the work of another learns two or three times as much. He makes more mistakes and more successes, and he learns from both. If I have gone higher than others in advertising, or done more, the fact is not due to exceptional ability, but to exceptional hours. [11:00]

    To poverty I owe the fact that I never went to college. I spent those four years in the school of experience. [15:16] 

    If a thing is useful they call it work, if useless they call it play. One is as hard as the other. One can be just as much a game as the other. [20:27] 

    A young man can come to regard his life work as the most fascinating game that he knows. And it should be. The applause of athletics dies in a moment. The applause of success gives one cheer to the grave. [23:16] 

    A good product is its own best salesman. It is uphill work to sell goods, in print or in person, without samples. [27:02] 

    I consider business as a game and I play it as a game. That is why I have been, and still am, so devoted to it. [33:44] 

    I sold more carpet sweepers by my one-cent letters than fourteen salesmen on the road combined. [45:31]

    No argument in the world can ever compare with one dramatic demonstration. [50:10]

    We must treat people in advertising as we treat them in person. Center on their desires. [53:46] 

    Again and again I have told simple facts, common to all makers in the line—too common to be told. The maker is too close to his product. He sees in his methods only the ordinary. He does not realize that the world at large might marvel at those methods, and that facts which seem commonplace to him might give him vast distinction. [56:57] 

    Serve better than others, offer more than others, and you are pretty sure to win. [57:45] 

    There are other ways, I know, to win in selling and in advertising. But they are slow and uncertain. Ask a person to take a chance on you, and you have a fight. Offer to take a chance on him, and the way is easy. [57:52] 

    So far as I know, no ordinary human being has ever resisted Albert Lasker. He has commanded what he would in this world. Nothing he desired has ever been forbidden him. So I yielded, as all do, to his persuasiveness. [1:00:07] 

    The greatest two faults in advertising lie in boasts and in selfishness. [1:01:01] 

    It is curious how we all desire to excel in something outside of our province. That leads many men astray. Men make money in one business and lose it in many others. They seem to feel that one success makes them superbusiness men. [1:04:04] 

    I earned in commissions as high as $185,000 in a year. ($4,000,000 in today's dollars) All earned at a typewriter which I operated myself, without a clerk or secretary. [1:06:33] 

    Most success comes through efficiency. Most failures are due to waste. [1:10:22] 

    Human nature does not change. The principles set down in this book are as enduring as the Alps. [1:17:01] 

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    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — Gareth

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    #194 Ernest Hemingway (Writer, Sailor, Soldier, Spy)

    #194 Ernest Hemingway (Writer, Sailor, Soldier, Spy)

    What I learned from reading Writer, Sailor, Soldier, Spy: Ernest Hemingway's Secret Adventures, 1935-1961 by Nicholas Reynolds. 

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    I have listened to every episode released and look forward to every episode that comes out. The only criticism I would have is that after each podcast I usually want to buy the book because I am interested so my poor wallet suffers. ” — Gareth

    Be like Gareth. Buy a book: All the books featured on Founders Podcast