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    • Cable Cowboy: John Malone's Controversial Rise to Industry DominanceJohn Malone, a cable industry pioneer, leveraged long-term value building, strategic deal-making, and equity ownership for managers to dominate the industry, despite antitrust concerns and controversy.

      John Malone, a cable industry titan, amassed monopoly power through bullying tactics and long-term value building, leading to antitrust injuries for competitors and consumers. Malone's philosophy emphasized leveraged cash flow, owning the "pipes" and the content, streamlined operations, risk management, and deal-making. His approach allowed him to negotiate financial upsides and dominate the industry, as described in the book "Cable Cowboy" by Mark Robichaux. Additionally, Malone believed that giving managers equity ownership would help them focus on economics rather than control battles. This cowboy-like entrepreneurial spirit characterized the early days of the cable industry, filled with underfunded visionaries trying to build antenna services. Malone's tactics and philosophy transformed the industry landscape, making him a controversial figure.

    • John Malone's Transformative Impact on Cable TelevisionJohn Malone, a business icon, expanded TCI from a rural antenna network into a major high-speed internet provider, making over 500 acquisitions and employing complex financial strategies to maximize profits.

      John Malone, a dominant business figure, played a pivotal role in the evolution of cable television in the United States. Over a period of five decades, Malone transformed a rural antenna network into a high-speed internet provider for Americans. His journey, marked by his formidable company-building skills, was compared to industrial titans like Andrew Carnegie and JPMorgan. Malone's business tactics, which included aggressive expansion through acquisitions and complex financial deals, were often controversial. He was seen as a monopolistic bully by critics, consumers, and competitors. Despite this, Malone's influence on the cable industry was significant. He expanded TCI's reach and assets more than tenfold, making nearly 500 acquisitions in the process. Malone's financial alchemy was intentionally complex, obscuring the company's true performance. This strategy was reflective of his belief in maximizing profits, which was a driving force behind his business decisions. Malone's legacy continues to shape the media and telecommunications landscape.

    • John Malone's unconventional approach to building wealthJohn Malone's exceptional intelligence, determination, and willingness to take risks were crucial factors in his success in building a multibillion-dollar fortune by joining an obscure cable company instead of a lucrative job offer.

      John Malone, the cable television industry pioneer, had an unconventional approach to building wealth and success. He believed that the achievement of wealth was a moral pursuit, and he was willing to take significant risks and endure hardships to achieve it. This was evident when he turned down a lucrative job offer from Steve Ross to join an obscure cable company, TCI, for a fraction of the salary. Malone saw the potential in TCI and the opportunity to become extremely wealthy if he could make it work. Despite the challenges, he was drawn to the irresistible chance to create something that could be the foundation of his multibillion-dollar fortune. This story highlights Malone's exceptional intelligence, determination, and willingness to take risks, which were crucial factors in his success.

    • Bob Magness's Opportunity in CATV IndustryBob Magness identified an opportunity in the CATV industry despite financial struggles and built a successful business empire through relentless determination, constant risk-taking, and listening to customers.

      Bob Magness, the founder of Tele-Communications Inc. (TCI), built his successful business empire through relentless determination, constant risk-taking, and a knack for listening to customers. Despite having a debt load of $132,000,000 and annual revenue of only $19,000,000 in 1972, Magness saw an opportunity in the Community Antenna Television (CATV) industry. He discovered this industry in a chance encounter in 1952 and realized that by building a CATV system in a small town, he could charge neighbors a monthly fee for television service, effectively pirating programming from TV stations without paying them. Magness's ability to listen to customers and anticipate their needs allowed him to identify this opportunity and turn it into a lucrative business. His unconventional methods, driven by his determination to succeed, ultimately led to TCI's growth into a company with over 200 cable systems in the top 100 markets.

    • Betting it all on a risky ventureRisks and bold decisions can lead to significant financial success, but it's crucial to consider the long-term impact on personal and professional life.

      Having a supportive spouse and taking bold risks can lead to significant financial success, even if it means making difficult decisions with long-term consequences. Bob and Betsy's story illustrates this concept as they bet their ranch on cable television, selling their cattle, mortgaging their house, and borrowing money from family. This investment ultimately led to the creation of TCI, a company that would generate immense wealth for future generations. However, the story also highlights the toll that such extreme behavior and constant growth can take on an entrepreneur's personal life, as evidenced by Bob's heavy drinking to cope with the stress and anxiety. This anecdote serves as a reminder that while taking risks and pursuing entrepreneurial endeavors can lead to great rewards, it's essential to consider the long-term impact on both personal and professional life.

    • The power of enduring pain and hardshipJohn Malone's success story underscores the importance of persevering through tough times to achieve great success. Despite significant personal sacrifices and financial losses, Malone's unwavering determination led him to build TCI into a cable industry giant.

      The capacity to endure pain and hardship is a crucial factor in achieving great success. John Malone's story illustrates this point vividly. Despite the immense pressure and personal sacrifices required to build and grow TCI into a cable industry giant, Malone persevered through the tough times, even when faced with significant financial losses and personal hardships. His unwavering determination was shaped in part by his father's high expectations and demanding nature, which instilled in him a relentless drive to prove his worth. Ultimately, Malone's ability to endure pain and setbacks allowed him to turn TCI into a multi-billion dollar business, leaving a lasting impact on the cable industry and the lives of his heirs.

    • Identifying opportunities in unrelated industries through deep industry knowledgeDeep industry knowledge can lead to identifying unique opportunities in seemingly unrelated industries. Economies of scale and growth can provide significant cost advantages.

      John Malone, an unusual businessman, identified the potential of the cable industry by observing similarities between it and the industry he was deeply knowledgeable about – consulting. Malone, who was offered the opportunity to run a cable equipment operator after consulting for one, saw the potential for economies of scale and lower costs as the company grew. This strategy, reminiscent of Rockefeller's ruthless efficiency and hyper competence, allowed Malone to buy programming from networks at lower costs as his company grew in size. The lesson here is that having deep knowledge in one industry can lead to identifying opportunities in seemingly unrelated industries. Additionally, Malone's ability to identify and capitalize on the potential of economies of scale demonstrates the power of growth and expansion in business.

    • Effective business leaders focus on cost management and efficiencyLeaders like Malone and Buffett prioritize cost-cutting and resourcefulness to drive business success, even during economic struggles.

      Effective business leaders, like Malone and Buffett, are meticulous in managing costs and are resourceful in finding ways to curtail expenses, even when their operations are already lean. Malone's intense focus on efficiency and disdain for wasting resources set him apart from poorly managed subsidiaries like NTA, which bled money through extravagant spending. Buffett's shareholder letters echoed this sentiment, highlighting the difference between high and low cost operations and the resourcefulness of efficient managers. Despite the initial economic struggles and high debt at TCI during Malone's tenure, his relentless focus on cost-cutting ultimately set the stage for the company's success. The anecdote about Malone's frustration with NTA's executives and their extravagant spending, as described in the text, underscores the importance of this trait in effective business leadership.

    • John Malone's early business struggles and unconventional strategiesJohn Malone's long-term focus, industry insights, and determination led him to expand TCI's business model, but antitrust issues forced him to break up the company, ultimately leading to his success.

      John Malone, the cable industry pioneer, faced financial instability in the early days of FedEx and TCI. To keep his companies afloat, he focused on controlling expenses, avoiding profits, and leveraging tax shelters. Malone's unconventional approach to business, which prioritized long-term value over short-term earnings, eventually paid off when institutional investors recognized TCI's potential. This long-term perspective, combined with his industry insights, led Malone to expand TCI's business model beyond cable infrastructure to include content ownership. However, this ambitious plan resulted in antitrust issues, prompting Malone to preemptively break up his company. Ultimately, Malone's success can be attributed to his determination, innovative thinking, and ability to stay in the game long enough to get lucky.

    • John Malone's quick decisions and strategic partnershipsJohn Malone's quick decisions and strategic partnerships, such as investing in BET and securing distribution, contributed to his success in the cable industry. His frugal business approach and willingness to wait for market downturns also set him apart from competitors.

      John Malone's quick decision-making and strategic partnerships played a significant role in his success in the cable industry. In 1979, Malone invested in Robert Johnson's Black Entertainment Television (BET) with an offer of $180,000 for 20% equity and a loan for the rest, securing immediate distribution for the channel. Malone's ability to act fast and guarantee distribution was a powerful tool, allowing him to expand his reach and gain a competitive edge. Malone's frugality and lean business approach, as well as his willingness to wait for market downturns to make deals, further contributed to his success. Malone's approach was reminiscent of Bill Bowerman's philosophy in coaching, emphasizing the importance of rest and recovery and taking advantage of competitors' mistakes. Malone's spartan business practices and Wild West image set him apart from the more conventional cable companies, earning him the title of "Cable Cowboy." Overall, Malone's quick decision-making, strategic partnerships, and frugal business approach were key factors in his success in the cable industry.

    • Cable industry titan John Malone's nickname 'TCI' seen as compliment to his asset accumulation and distribution control philosophyJohn Malone, through decentralization, a tight-knit team, and demanding equity, built a vast distribution network and revolutionized the cable industry, prioritizing profits over customer satisfaction.

      John Malone, the cable industry titan, embraced the derisive nickname "TCI," viewing it as a compliment to his philosophy of building wealth through the accumulation of valuable assets and control of distribution. Malone prioritized decentralization, creating a tight-knit team, and demanding equity in return for access to his vast distribution network. He kept his business affairs private and believed that maximizing profits by charging high prices and minimizing costs was a sound strategy, even if it came at the expense of customers. This approach, while controversial, helped Malone amass a significant fortune and revolutionize the cable industry.

    • John Malone's Pursuit of Personal FreedomMedia magnate John Malone prioritized personal freedom over cable industry regulation, leading to the creation of Liberty Media and financial success.

      John Malone, a media magnate, prioritized his personal wealth and freedom over the regulatory-controlled cable industry, leading him to spin off Liberty Media and leave TCI. Malone, who felt underappreciated and undercompensated compared to his peers, was driven by Ted Turner's words and his desire for ownership and control. He saw Liberty as a means to achieve both personal and financial freedom, leaving behind the burdens of cable regulation and politics. This strategic move proved beneficial for Malone, as he became the most advanced player in the industry while making the least amount of money. His decision to prioritize his life goals and create Liberty Media was a testament to his intelligence and ambition.

    • The importance of self-reflection and making changesRealize when daily activities don't align with overall goals, reflect, and make necessary changes to live intentionally and stay true to oneself.

      John Malone, a media mogul, realized the importance of aligning his goals and actions to live a fulfilling life. When he felt disconnected from his work and identified as a deal maker rather than a manager, he made the difficult decision to sell TCI, the company he had built. Malone's experience highlights the importance of self-reflection and making changes when necessary to ensure that one's daily activities align with their overall goals. The quote from Steve Jobs, "If you live each day as if it was your last, someday you'll most certainly be right," emphasizes the importance of living intentionally and making the most of each day. Malone's story also underscores the significance of staying true to oneself and recognizing one's strengths and weaknesses in both personal and professional contexts.

    • John Malone's personal struggles and mentor's loss shaped his business philosophyJohn Malone's experiences with his father's expectations and loss of mentor Bob instilled a deep appreciation for ownership and economics in business, emphasizing their importance over control for successful collaboration and value creation

      John Malone's drive to please his father and the loss of his mentor, Bob, significantly influenced his professional journey. Malone's insecurities and deep emotional connection to Bob led him to feel uncertain about his ability to succeed without his guidance. The second lesson is the importance of ownership and economics in business. Malone believed that those who truly own a business prioritize economics over control, making it easier for entrepreneurs to collaborate and create value. This insight was highlighted during his tenure at TCI and his realization of the differences between his approach and that of AT&T's management post-acquisition.

    • The importance of industry foundersIndustry founders' experience, knowledge, and passion drive innovation and continued success in their industries.

      The involvement of industry founders plays a significant role in the success and innovation of an industry. John Malone's story in the cable industry serves as a prime example of this. Malone, a pioneer in the industry, saw the industry change as corporations took over, and the original founders were no longer actively involved. Mark Andreessen's advice, which was mentioned in the discussion, suggests that young people should look for industries where the founders are still present. Malone, despite selling his company and being speculated to retire, continued to build and innovate, showing that his passion for the industry was far from over. This story emphasizes the importance of having industry pioneers involved in shaping the future of an industry. It's a reminder that their experience, knowledge, and drive can lead to significant advancements and continued success. So, if you're an entrepreneur or someone looking to enter a new industry, consider the role of industry founders and their impact on the industry's future.

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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.

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    (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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    (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:

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    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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    (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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    "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.

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    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: 

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

    Get access to the World’s Most Valuable Notebook for Founders

    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?

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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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    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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    (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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    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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    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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    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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    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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    #347 How Walt Disney Built His Greatest Creation: Disneyland

    #347 How Walt Disney Built His Greatest Creation: Disneyland

    What I learned from reading Disney's Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow. 

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    (8:00) When in 1955 we heard that Disney had opened an amusement park under his own name, it appeared certain that we could not look forward to anything new from Mr. Disney.

    We were quite wrong.

    He had, instead, created his masterpiece.

    (13:00) This may be the greatest product launch of all time: He had run eight months of his television program. He hadn't named his new show Walt Disney Presents or The Wonderful World of Walt Disney.

    It was called simply Disneyland, and every weekly episode was an advertisement for the still unborn park.

    (15:00) Disneyland is the extension of the powerful personality of one man.

    (15:00) The creation of Disneyland was Walt Disney’s personal taste in physical form.

    (24:00) How strange that the boss would just drop it. Walt doesn’t give up. So he must have something else in mind.

    (26:00) Their mediocrity is my opportunity. It is an opportunity because there is so much room for improvement.

    (36:00) Roy Disney never lost his calm understanding that the company's prosperity rested not on the rock of conventional business practices, but on the churning, extravagant, perfectionist imagination of his younger brother.

    (41:00) Walt Disney’s decision to not relinquish his TV rights to United Artists was made in 1936. This decision paid dividends 20 years later. Hold on. Technology -- developed by other people -- constantly benefited Disney's business. Many such cases in the history of entrepreneurship.

    (43:00) Walt Disney did not look around. He looked in. He looked in to his personal taste and built a business that was authentic to himself.

    (54:00) "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."

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    Related Episodes

    #238 Jay Z: Decoded

    #238 Jay Z: Decoded

    What I learned from reading Decoded by Jay Z. 

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    [1:39] I would practice from the time I woke in the morning until I went to sleep

    [2:10] Even back then I though I was the best.

    [2:57] Bourdain: The Definitive Oral Biography  (Founders #219)

    [4:32] Belief becomes before ability.

    [5:06] Michael Jordan: The Life (Founders #212)

    [5:46] The public praises people for what they practice in private.

    [7:28]  Lock yourself in a room doing five beats a day for three summers.

    [7:50] Sam Walton: Made In America  (Founders #234)

    [9:50] He was disappointed in the world, so he built one of his own — from Steven Spielberg: A Biography (Founders #209)

    [12:47] The Pmarca Blog Archive Ebook by Marc Andreessen (Founders #50)

    [13:35] I'm not gonna say that I thought I could get rich from rap, but I could clearly see that it was gonna get bigger before it went away. Way bigger.

    [21:10] Over 20 years into his career and dude ain’t changed. He’s got his own vibe. You gotta love him for that. (Rick Rubin)

    [21:41] Against The Odds: An Autobiography by James Dyson (Founders #200)

    [25:27] I believe you can speak things into existence.

    [27:20] Picking the right market is essential.

    [29:29] All companies that go out of business do so for the same reason – they run out of money. —Don Valentine 

    [29:42] There are two things in business that matter, and you can learn this in two minutes- you don’t have to go to business school for two years: high gross margins and cash flow. The other financial metrics you can forget. —Don Valentine 

    [31:54] I went on the road with Big Daddy Kane for a while. I got an invaluable education watching him perform.

    [33:12] Everything I do I learned from the guys who came before me. —Kobe

    [34:15] I truly hate having discussions about who would win one on one or fans saying you’d beat Michael. I feel like Yo (puts his hands up like stop. Chill.) What you get from me is from him. I don’t get 5 championships without him because he guided me so much and gave me so much great advice.

    [34:50] Steve Jobs: The Exclusive Biography (Founders #214)

    [37:20] This is a classic piece of OG advice. It's amazing how few people actually stick to it.

    [38:04] Nuts!: Southwest Airlines' Crazy Recipe for Business and Personal Success(Founders #56)

    [39:04] The key to staying on top of things is to treat everything like it's your first project.

    [41:10] The Founders: The Story of Paypal and the Entrepreneurs Who Shaped Silicon Valley (Founders #233)

    [44:46] We (Jay Z, Bono, Quincy Jones) ended up trading stories about the pressure we felt even at this point in our lives.

    [45:22] Competition pushes you to become your best self. Jordan said the same thing about Larry Bird and Magic Johnson.

    [46:43] If you got the heart and the brains you can move up quickly. There's no way to quantify all of this on a spreadsheet, but it's the dream of being the exception.

    [52:26] He (Russell Simmons) changed the business style of a whole generation. The whole vibe of startup companies in Silicon Valley with 25 year old CEOs wearing shell toes is Russell's Def Jam style filtered through different industries.

    [54:17] Jay Z’s approach is I'm going to find the smartest people that that know more than I do, and I'm gonna learn everything I can from them.

    [54:49] He (Russell Simmons) knew that the key to success was believing in the quality of your own product enough to make people do business with you on your terms. He knew that great product was the ultimate advantage in competition.

    [55:08] In the end it came down to having a great product and the hustle to move it.

    [56:37] Learn how to build and sell and you will be unstoppable. The Almanack of Naval Ravikant: A Guide to Wealth and Happiness (Founders #191)

    [58:30] We gave those brands a narrative which is one of the reasons anyone buys anything. To own not just a product, but to become part of a story.

    [59:30] The best thing for me to do is to ignore and outperform.

    [1:01:16] Poor Charlie's Almanack: The Wit and Wisdom of Charles T. Munger. (Founders #90)

    [1:06:01] Tao of Charlie Munger: A Compilation of Quotes from Berkshire Hathaway's Vice Chairman on Life, Business, and the Pursuit of Wealth With Commentary  (Founders #78)

    [1:08:42] Jony Ive: The Genius Behind Apple's Greatest Products(Founders #178)

    [1:11:46] Long term success is the ultimate goal.

    [1:12:58] Runnin' Down a Dream: How to Succeed and Thrive in a Career You Love - Bill Gurley

    [1:15:11] I have always used visualization the way athletes do, to conjure reality.

    [1:18:14] The thing that distinguished Jordan wasn't just his talent, but his discipline, his laser-like commitment to excellence.

    [1:19:42] The gift that Jordan had wasn't just that he was willing to do the work, but he loved doing it because he could feel himself getting stronger and ready for anything. That is the kind of consistency that you can get only by adding dead serious discipline of whatever talent you have.

    [1:21:37] when you step outside of school and you have to teach yourself about life, you develop a different relationship to information. I've never been a purely linear thinker. You can see it to my rhymes. My mind is always jumping around restless, making connections, mixing, and matching ideas rather than marching in a straight line,

    [1:27:41] Samuel Bronfman: The Life and Times of Seagram’s Mr. Sam (Founders #116)

    [1:34:15] The real bullshit is when you act like you don't have contradictions inside you. That you're so dull and unimaginative that your mind never changes or wanders into strange, unexpected places.

    [1:36:25] There are extreme levels of drive and pain tolerance in the history of entrepreneurship.

    [1:38:45] Hit Men: Power Brokers and Fast Money Inside the Music Business

    [1:42:24]  I love sharp people. Nothing makes me like someone more than intelligence.

    [1:44:17] They call it the game, but it's not. You can want success all you want but to get it you can't falter. You can't slip. You can't sleep— one eye open for real and forever.

    [1:51:49] The thought that this cannot be life is one that all of us have felt at some point or another. When a bad decision and bad luck and bad situations feel like too much to bear those times. When we think this, this cannot be my story, but facing up to that kind of feeling can be a powerful motivation to change.

    [1:54:18] Technology is making it easier to connect to other people, but maybe harder to keep connected to yourself.

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    #135 Joseph Pulitzer (Politics & Media)

    #135 Joseph Pulitzer (Politics & Media)

    What I learned from reading Pulitzer: A Life in Politics, Print, and Power by James McGrath Morris.

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    [0:20]  Joseph Pulitzer was the midwife to the birth of the modern mass media. Pulitzer’s lasting achievement was to transform American journalism into a medium of mass consumption and immense influence. 

    [3:04] He was the pioneer of the modern media industry.  

    [5:06] Teddy Roosevelt tried to have Joseph Pulitzer put in jail.  

    [7:11] How one of Pulitzer’s adult sons viewed him: One of the strange differences between us two is the fact that you have never come near learning how to enjoy life. 

    [9:42] Joseph favored reading works of history and biography.  

    [10:12] Joseph understood fully the extent of the calamity [his father’s death]. He had been 9 years old when his older brother died, 10 when his younger brother and sister died, 11 when his father died, and 13 at the death of his last sister. 

    [11:50] At 17 years old Joseph escapes to America. A group of wealthy Boston businessmen recruit thousands of young Europeans to fight for the Union in the American Civil War. This scheme became Pulitzer’s escape route. 

    [13:18] Describing how he came to the United States: He was friendless, homeless, tongueless, and guideless.  

    [14:05]  One of the places he slept when he was homeless was in the lobby of a hotel. They kept kicking him out. Later in life he buys the hotel. 

    [14:44] What he said about his job of tending mules: Never in my life did I have a more trying task. The man who has not cared for 16 mules does not know what work and trouble are.  

    [15:18] Pulitzer was a voracious reader. When he was not working he spent every free minute improving his mind.  

    [17:12]  Edwin Land said, "Anything worth doing is worth doing to excess". Joseph Pulitzer would have agreed with that. 

    [19:15]He was so industrious that he became a positive annoyance to others who felt less inclined to work. Pulitzer was unwilling to put forward anything but his best effort. 

    [25:10] In only 5 years he had grown from a bounty hunting Hungarian teenager to an American lawmaker.  

    [28:54] There are only two or three human stories and they go on repeating themselves as fiercely as if they have never happened before.  

    [38:10] He is 30 years old and depressed. In the best of circumstances the loss of one’s only surviving parent inspires self-reflection, for Joseph with no specific profession or even a home, such introspection was demoralizing.  

    [40:45] It is hard to understand how much money newspapers made, especially at this time. William Randolph Hearst’s net worth would be the equivalent of $30 billion today.  

    [48:34] One did not work with Pulitzer. For him, surely. Against him, often. But not with him.  

    [51:44] Pulitzer was extremely ambitious. He was not satisfied to be the 500th best newspaper. He wanted to be number 1.  

    [1:06:20] When we think that, a hundred years hence, not one of us now living will be alive to care or to know, to enjoy or to suffer, what does it all amount to? To a puff of smoke which makes a few rings and then disappears into nothingness and yet we make tragedies of our lives, most of us not even making them serious comedies. 

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    #132 Edwin Land (Steve Jobs's Hero)

    #132 Edwin Land (Steve Jobs's Hero)

    What I learned from reading The Instant Image: Edwin Land and the Polaroid Experience by Mark Olshaker. 

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    [1:42] The word “problem” had completely departed from Edwin land's vocabulary to be replaced by the word “opportunity”. 

    [2:01] What was it about this man and his company that allowed such confidence and seeming lack of concern with the traditional top priorities of American business? 

    [2:38] There is something unique about Polaroid having to do both with the human dimension of the company, and with a unity of vision of its founder and guiding genius.  

    [3:36] Perhaps the single most important aspect of Land's character is his ability to regard things around him in a new and totally different way.  

    [4:14] Right from the beginning of his career Land had paid scant attention to what experts had to say, trusting his own instincts instead.  

    [4:49] Land has always believed that for any item sufficiently ingenious and intriguing, a new market could be created. Conventional wisdom has little capacity with which to evaluate a market that did not exist prior to the product that defines it. 

    [5:21] He feels that creativity is an individual thing. Not generally applicable to group generation. 

    [5:52] Land is a man deeply caught up in the creative potential of the individual. 

    [6:33] An institution is the lengthened shadow of one man. 

    [7:43] Apple founder Steve Jobs once hailed Edwin Land, the founder of Polaroid and the father of instant photography, as "a national treasure" and once confessed to a reporter that meeting Land was "like visiting a shrine." By his own admission, Jobs modeled much of his own career after Land’s. Both Jobs and Land stand out today as unique and towering figures in the history of technology. Neither had a college degree, but both built highly successful and innovative organizations. Jobs and Land were both perfectionists with an almost fanatic attentiveness to detail, in addition to being consummate showmen and instinctive marketers. In many ways, Edwin Land was the original Steve Jobs.  

    [8:36] There's a rule that they don't teach you at the Harvard business school. It is, if anything is worth doing it's worth doing to excess

    [11:22] Steve Jobs: I always thought of myself as a humanities person as a kid, but I liked electronics. Then I read something that one of my heroes, Edwin Land of Polaroid, said about the importance of people who could stand at the intersection of humanities and sciences. And I decided that's what I wanted to do.  

    [12:51] In a world full of cooks, Edwin Land was a chef. [Link to The Cook and The Chef: Elon Musk’s Secret Sauce]  

    [19:34] Land was asked what he wanted to be when he was younger: I had two goals. To be the world's greatest scientist and to be the world's greatest novelist. 

    [21:28] Everyone acknowledged that the future of Polaroid corporation would be determined by what went on in the brain of Edwin Land. 

    [22:01] My motto is very personal and may not fit anyone else or any other company. It is: Don't do anything that someone else can do.  

    [22:54] Fortunately our company has been one which has been dedicated throughout its life to making only things which others can not make.  

    [25:06] Land had far more faith in his own potential, and that of the company he inspired, than did any of the experts looking in from the outside.  

    [27:30] Polaroid failed to build a successful company by selling to other businesses: Each [product] would have involved millions of dollars in revenue for the company, but each invention involved a certain degree of transformation of an existing industry controlled by an existing power structure. From this Land realizes he needs to control the relationship with the customer. He realizes he needs to sell directly to the end user

    [36:16] Edwin Land is inspired by, and learned from, people that came before him. One example of this is Alexander Graham Bell. Edwin Land is not worried about the marketing [of a new product] because Bell went through the same thing: Land apparently lost little sleep over the initial situation, calling to mind that the same sort of reaction had greeted the public introduction of Bell's telephone, 70 years earlier. The telephone had been a dominant symbol in Land's thinking. He began making numerous connections between his camera and the telephone.  

    [40:16] Over the years, I have learned that every significant invention has several characteristics. By definition it must be startling, unexpected, and must come into a world that is not prepared for it. If the world were prepared for it, it would not be much of an invention.  

    [40:46] It is the public's role to resist [a new invention, a new product/service]. 

    [41:29] It took us a lifetime to understand that if we're to make a new commodity —a commodity of beauty —then we must be prepared for the extensive teaching program needed to prepare society for the magnitude of our invention

    [45:12] Only the individual— and not the large group— can see a part of the world in a totally new and different way.  

    [48:08] Land's view is that a company should be scientifically daring and financially conservative. 

    [50:30] To understand more about every aspect of light, Edwin Land read every single book on light that was available in the New York City Public Library. That reminded me of one of my favorite lectures ever: Running Down A Dream: How to Succeed and Thrive in a Career You Love

    [51:59] Land on the problem with formal education: Young people for the most part —unless they are geniuses— after a very short time in college, give up any hope of being individually great. 

    [54:16] Among all the components and Land's intellectual arsenal, the chief one seems to be simple concentration.  

    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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    #239 The Wright Brothers

    #239 The Wright Brothers

    What I learned from rereading The Wright Brothers by David McCullough.

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    [3:40] Relentlessly Resourceful by Paul Graham

    [4:11] If I were running a startup, this would be the phrase I'd tape to the mirror. "Make something people want" is the destination, but "Be relentlessly resourceful" is how you get there.

    [5:35] Everybody engaged in complicated work needs colleagues. Just the discipline of having to put your thoughts in order with somebody else is a very useful thing. —Charlie Munger

    [6:44] No bird soars in a calm.

    [10:30] Neither ever chose to be anything other than himself.

    [11:36] Wilbur was a little bothered by what others might be thinking or saying.

    [11:46] What the two had in common above all was a unity of purpose and unyielding determination.

    [15:09] Every mind should be true to itself —should think, investigate and conclude for itself.

    [17:53] My Life in Advertising (Founders #170)

    [19:33] Overdrive: Bill Gates and the Race to Control Cyberspace (Founders #174)

    [19:39] Hard Drive: Bill Gates and the Making of the Microsoft Empire (Founders #140)

    [23:56] I wish to avail myself of all that is already known.

    [30:32] Like the inspiring lectures of a great professor, the book had opened his eyes and started him thinking in ways he never had.

    [34:29] In no way did any of this discourage or deter Wilbur and Orville Wright, any more than the fact that they had had no college education, no formal technical training, no experience working with anyone other than themselves, no friends in high places, no financial backers, no government subsidies, and little money of their own. Or the entirely real possibility that at some point, like Otto Lilienthal, they could be killed.

    [36:07] When once this idea has invaded the brain it possesses it exclusively.

    [38:23] I’ve never found anybody that didn’t want to help me if I asked them for help. I called up Bill Hewlett when I was 12 years old. He answered the phone himself. I told him I wanted to build a frequency counter. I asked if he had any spare parts I could have. He laughed. He gave me the parts. And he gave me a summer job at HP working on the assembly line putting together frequency counters. I have never found anyone who said no, or hung up the phone. I just ask. Most people never pick up the phone and call. And that is what separates the people who do things, versus the people who just dream about them. You have to act. —Steve Jobs

    [41:47] You wanted to start a company. You knew that it was going to be hard. What are you complaining for?

    [42:17] Jay Z: Decoded (Founders #238)

    [42:56] They had their whole heart and soul in what they were doing.

    [46:28] You should follow your energy.

    [53:49] The Wright brothers have blinders on mentality. They don't care what other people say. They just say I'm working at this. I don't care what other people think.

    [54:16] The brothers proceeded entirely on their own and in their own way.

    [58:21] This is the blueprint they are using: Test. Iterate. Test. Iterate. Work long hours. Concentrate and ignore the naysayers.

    [1:00:31] Wilbur was always ready to jump into an argument with both sleeves rolled up. He believed in a good scrap. He believed it brought out new ways of looking at things and helped round off corners.

    [1:00:57] Amazon Unbound: Jeff Bezos and the Invention of a Global Empire (Founders #180)

    [1:02:26] Pour gasoline on promising sparks.

    [1:04:14] It is very bad policy to ask one flying machine man, about the experiments of another, because every flying machine man thinks that his method is the correct one.

    [1:08:46] Stephen King On Writing: A Memoir of the Craft (Founders #210)

    [1:10:26] They were always thinking of the next thing to do. They didn't waste much time worrying about the past.

    [1:11:05] 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. — Driven From Within (Founders #213)

    [1:12:56] They would have to learn to accommodate themselves to the circumstances.

    [1:20:42] The best dividends on labor invested have invariably come from seeking more knowledge rather than more power.

    [1:27:37] He went his way always in his own way.

    [1:31:45] A man who works for the immediate present and its immediate rewards is nothing but a fool.

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    #248 John D. Rockefeller (Titan)

    #248 John D. Rockefeller (Titan)

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

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    [2:15]  Rockefeller trained himself to reveal as little as possible

    [4:22] Once Rockefeller set his mind to something he brought awesome powers of concentration to bear.

    [4:44] My whole life has been spent trying to teach people that intense concentration for hour after hour can bring out in people resources they didn’t know they had. —Edwin Land

    [9:00] When playing checkers or chess, he showed exceptional caution, studying each move at length, working out every possible countermove in his head. "I'll move just as soon as I get it figured out," he told opponents who tried to rush him. "You don't think I'm playing to get beaten, do you?"

    [9:20] To ensure that he won, he submitted to games only where he could dictate the rules. Despite his slow, ponderous style, once he had thoroughly mulled over his plan of action, he had the power of quick decision.

    [14:49] When John was child, Bill would urge him to leap from his high chair into his waiting arms. One day he dropped his arms letting his astonished son crash to the floor. Remember, Bill lectured him, never trust anyone completely. Not even me.

    [15:32] The Chief: The Life of William Randolph Hearst by David Nasaw (Founders #145) He didn't care what people thought of him and despised society.

    [16:13] Rockefeller analyzed work, broke it down into component parts, and figured out how to perform it most economically.

    [18:49] He was a confirmed exponent of positive thinking.

    [19:10] Rockefeller was the sort of stubborn person who only grew more determined with rejection.

    [25:14] Rockefeller wasn't one to dawdle in an unprofitable concern. His career had few wasted steps, and he never vacillated when the moment ripened for advancement.

    [26:20] He's constantly praising adversity in early life as giving him strength to deal with all the stuff he had to deal with later on his life.

    [26:49] Pulitzer: A Life in Politics, Print, and Power by James McGrath Morris. (Founders #135) He was so industrious that he became a positive annoyance to others who felt less inclined to work.

    [27:17] Your future hangs on every day that passes.

    [36:13] If it is of critical importance to your business you have to do it yourself.

    [36:42] In-N-Out Burger: A Behind-the-Counter Look at the Fast-Food Chain That Breaks All the Rules by Stacy Perman. (Founders #244)

    [38:36] He would never experience a single year of loss.

    [39:30] Two quotes from Charlie Munger:

    The wise ones bet heavily when the world offers them that opportunity. They bet big when they have the odds. And the rest of the time, they don't. It's just that simple. Poor Charlie's Almanack: The Wit and Wisdom of Charles T. Munger. (Founders #90)

    You should remember that good ideas are rare—when the odds are greatly in your favor, bet heavily. Tao of Charlie Munger: A Compilation of Quotes from Berkshire Hathaway's Vice Chairman on Life, Business, and the Pursuit of Wealth With Commentary by David Clark (Founders #78)

    [41:03] He's gonna to have a massive advantage over other people who only wanted to book short-term profits.

    [42:01]  The Clarks were the first of many business partners to underrate the audacity of the quietly calculating Rockefeller, who bided his time as he figured out how to get rid of them.

    [44:27] He's super frugal on one end of the spectrum. Extremely frugal! Not going to let his business waste a penny. But he's also —on the very other end of the spectrum— willing to spend and to borrow and to go big. I will borrow every single dollar the banks will give me. He is the weird combination of extreme frugality and extreme boldness.

    [46:08]  Conspiracy: Peter Thiel, Hulk Hogan, Gawker, and the Anatomy of Intrigue by Ryan Holiday (Founders 31)  On that day his partners “woke up and saw for the first time that my mind had not been idle while they were talking so big and loud,” he would say later. They were shocked. They’d seen their empire dismantled and taken from them by the young man they had dismissed. Rockefeller had wanted it more.

    [47:13] On that day his partners “woke up and saw for the first time that my mind had not been idle while they were talking so big and loud,” he would say later. They were shocked. They’d seen their empire dismantled and taken from them by the young man they had dismissed. Rockefeller had wanted it more.

    [47:37] He would never again feel his advancement blocked by shortsighted, mediocre men.

    [48:16] From this point forward, there would be no zigzags or squandered energy, only a single-minded focus on objectives that would make him both the wonder and terror of American business.

    [48:38] Random Reminiscences of Men and Events by John D. Rockefeller. (Founders #148) We devoted ourselves exclusively to the oil business and its products. That company never went into outside ventures, but kept to the enormous task of perfecting its own organization.

    [55:02] He always kept plentiful cash reserves. He won many bidding contests simply because his war chest was deeper.

    [55:46] Alexander the Great: The Brief Life and Towering Exploits of History's Greatest Conqueror--As Told By His Original Biographers by Arrian, Plutarch, and Quintus Curtius Rufus. (Founders #232)

    [1:05:37] Twenty-nine-year-old John D. Rockefeller demanded that seventy four-year-old Commodore Vanderbilt, the emperor of the railroad world, come to him. This refusal to truckle, bend, or bow to others, this insistence on dealing with other people on his own terms, time, and turf, distinguished Rockefeller throughout his career.

    [1:11:07] The House of Morgan: An American Banking Dynasty and the Rise of Modern Finance by Ron Chernow. (Founders #139)

    [1:14:16] This is the investment opportunity of a lifetime and they're running in the opposite direction.

    [1:23:37] His master plan was to be implemented in a thousand secret, disguised, and indirect ways.

    [1:26:37] I have ways of making money you know nothing about.

    [1:30:59] You don't have any ambition to drive fast horses, do you?

    [1:32:59] Risk Game: Self Portrait of an Entrepreneur by Francis Greenburger. (Founders #243)

    [1:34:42] He was now living a fantasy of extravagant wealth and few people beyond the oil business had ever even heard of him.

    [1:35:33] Big Brown: The Untold Story of UPS by Greg Niemann. (Founders #192)

    [1:36:00] American high society in the 20th century would be loaded with descendants of those refiners who opted for stock.

    [1:39:02]  Enzo Ferrari: Power, Politics, and the Making of an Automobile Empire by Luca Dal Monte (Founders #98)

    [1:39:30] Success comes from keeping the ears open and the mouth closed.

    [1:40:22] 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?

    [1:42:31] Copy This!: How I turned Dyslexia, ADHD, and 100 square feet into a company called Kinkos by Paul Orfalea. (Founders #181)

    [1:42:40] Part of the Standard Oil gospel was to train your subordinate to do your job. As Rockefeller instructed a recruit, "Has anyone given you the law of these offices? No? It is this: nobody does anything if he can get anybody else to do it. As soon as you can, get some one whom you can rely on, train him in the work, sit down, cock up your heels, and think out some way for the Standard Oil to make some money.” True to this policy, Rockefeller tried to extricate himself from the intricate web of administrative details and dedicate more of his time to broad policy decisions.

    [1:49:50] He entered retirement just at the birth of the American automobile industry. The automobile would make John D. Rockefeller far richer in retirement than at work.

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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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