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    #273 Kobe Bryant (Mamba Mentality)

    en-usOctober 26, 2022
    What does Kobe Bryant emphasize about achieving greatness?
    How did Paul Gasol describe working with Kobe?
    What unconventional methods did Kobe use to train?
    Who served as Kobe's mentor in basketball?
    Why is learning from historical greats important according to Kobe?

    Podcast Summary

    • Lessons from Kobe Bryant's 'Mamba Mentality'To achieve greatness, have a deep passion, make sacrifices, learn from the past, and stay dedicated to your craft.

      Learning from the discussion about Kobe Bryant's book "Mamba Mentality, How I Play" is that greatness requires a deep passion and obsession, as well as significant sacrifices. Kobe emphasizes the importance of learning from those who came before and dedicates a large portion of the book to studying the greats. His teammate, Paul Gasol, shares how Kobe's relentless focus on winning and attention to detail made working with him a transformative experience. Ultimately, the journey to greatness is not an easy one, but those who are willing to put in the effort, make the sacrifices, and stay dedicated to their craft can achieve remarkable results. As Kobe writes in the dedication, "May you find the power and understanding in the journey of others to help create your own. Just make it better than this one."

    • The Importance of Dedication and Hard Work in Achieving GreatnessKobe Bryant's unparalleled determination and work ethic set him apart, inspiring us to push ourselves and learn from history.

      Dedication and hard work are key to becoming a great player and person. Kobe Bryant's unparalleled determination and work ethic set him apart from others. He pushed himself and those around him to be their best, both on and off the court. Phil Jackson, in the book's introduction, emphasizes that talent alone is not enough, and internal drive and the willingness to learn from history are essential. Kobe's desire to learn from great players before him, such as Jerry West, further fueled his journey to greatness. The anecdotes shared in the text illustrate that Kobe challenged himself and those around him to match his intensity and desire to win. This mindset, present from a young age, was a defining characteristic of Kobe's extraordinary personality. The book is sure to inspire readers with its reflection of these qualities. As Phil Jackson puts it, "it's one thing to have talent, but another to have the drive to learn the nuances."

    • Learning and Improvement Drives Kobe's SuccessKobe's success stemmed from his eagerness to learn, focus on long-term benefits, internal motivation, guidance from mentors, and combination of mental and physical training.

      Kobe Bryant's success on the basketball court was a result of his relentless drive to learn and improve, both physically and mentally. He had a short learning curve due to his eagerness to incorporate new skills into his game and his focus on the long-term benefits. Bryant was motivated by an internal desire to be the best, and he sought guidance from mentors like Jerry West and Elgin Baylor. He also emphasized the importance of reading and learning from the experiences of greats who came before him. Bryant's philosophy never changed, and he believed in sticking with what works, even if it's unpopular. By combining his mental and physical training, Bryant was able to achieve greatness on the basketball court.

    • Learning from Kobe Bryant's Mindset: A Relentless Obsession to ImproveStay obsessed and driven to excel, even as your routine and circumstances change. Build relationships and ask questions to learn from historical greats.

      Learning from Kobe Bryant's mindset is his relentless obsession to improve and learn, no matter the cost or situation. He was always curious and asked countless questions to gain knowledge and fill his head with history, game strategies, and life experiences. Kobe's routine and schedule were grueling, but his obsession to perform at his best never wavered. He took short naps whenever he felt tired and even incorporated unconventional methods like tap dancing to strengthen his ankles. The key takeaway is that your obsession and drive to excel should remain constant, even as your routine and circumstances change. Kobe's approach to learning from historical greats, such as Jerry West and Magic Johnson, through building relationships and asking questions, is a valuable lesson for anyone looking to succeed in their field.

    • Learning from basketball greatsHard work, focus, and recognizing team strengths lead to success. Learn from those who came before you.

      Learning from those who came before you can provide valuable insights and strategies for success. The speaker shares his experiences of learning from basketball greats like Kareem Abdul-Jabbar and Muhammad Ali. He emphasizes the importance of hard work and focus in the face of adversity, as both Kareem and Ali did. The speaker also highlights the importance of recognizing and utilizing the strengths of each team member, as demonstrated by Bill Russell's focus on rebounding and running the floor. Overall, the speaker encourages the importance of continuous learning and adaptation from the experiences and wisdom of those who have achieved success before.

    • The importance of learning the fundamentals and staying true to oneselfEffective coaching and learning involve understanding the basics and staying authentic, with the help of a mentor or personal 'Yoda'.

      Effective coaching and learning involve teaching and understanding the fundamentals, as well as being patient and detail-oriented. Kobe Bryant's mentor, Tex Winter, served as his personal "Yoda," teaching him the intricacies of basketball and instilling in him the importance of hard work and dedication. This idea of learning the rules and regulations that govern one's industry to gain an advantage is a recurring theme in the book, emphasizing the importance of knowledge and awareness. Authenticity and staying true to oneself, even in the face of criticism, are also essential for success. By focusing on these principles, individuals can grow and excel in their chosen fields.

    • The competitive spirit of successful peopleSuccessful people take their pursuits seriously and refuse to accept anything less than the best, inspiring others to do the same.

      Successful people, whether they're entrepreneurs or athletes, have a fierce competitive spirit that drives them to win. This was evident in the autobiographies and interviews of entrepreneurs, and it was also clear in the case of Coach K from Duke University. Coach K's intensity and refusal to lose resonated with athletes like Kobe Bryant and LeBron James, who admired his competitive spirit and sought to emulate it. In the context of the Redeem Team, the United States' loss in basketball in 2004 was a source of great pride and motivation to assemble a team of top players and win the gold medal in 2008. Coach K's unwavering commitment to winning, even at the end of his career, inspired his team and helped them achieve their goal. Successful people take their pursuits seriously and refuse to accept anything less than the best.

    • Dedication and understanding fundamentals are crucial for successSuccess requires dedication and a solid foundation of knowledge. Mentors won't waste time on those lacking commitment or understanding of basics, giving an edge to those who possess these qualities.

      Passion and dedication are essential for success, especially when seeking mentorship from established figures. Kobe Bryant emphasizes that these individuals won't waste their time on those who don't show the same level of commitment and drive for excellence. The story of Andrew Preston and Sam Zemuri illustrates this idea, as Preston recognized the young entrepreneur's potential based on his dedication to his business. Furthermore, understanding the fundamentals is crucial for success, as many individuals lack this knowledge, giving those who possess it an advantage. As Kobe reflects on his career, he emphasizes the importance of internal motivation and setting high expectations for oneself. In essence, displaying a strong work ethic and understanding the basics are key to making an impact and learning from those who have already achieved greatness.

    • Identifying and addressing weaknesses is crucial for successKobe Bryant's approach to failure was to learn from mistakes and continuously improve, leading him to a flawless game.

      Identifying and addressing weaknesses is key to success. Kobe Bryant, in his biography, shares an experience from his NBA career where he let air balls fly during a crucial game, which led him to realize his need for strength. Instead of dwelling on the loss, he immediately got to work, focusing on building his strength through intense weight training. Bryant's determination and short memory fueled him to continuously improve, leading him to a career with no weaknesses and a nightmare to go up against. The emotional rollercoaster of success and failure is inevitable, but Bryant's approach was to learn from mistakes and keep pushing forward. For almost a decade, he dedicated himself to addressing weaknesses and adding to his skill set, ultimately achieving a flawless game. This mindset of constant improvement, no matter the success or failure, is a powerful lesson for anyone striving for greatness.

    • Staying Calm, Focused, and Committed to Learning for SuccessMaintain mental calm and focus, continuously learn and improve, and stay dedicated to excellence for success in any field, as shown by Kobe Bryant and Michael Jordan.

      Maintaining mental calm and focus, as well as a relentless drive for learning and improvement, are crucial for success and longevity in any field. The speaker shares his personal experience of staying centered amidst the highs and lows of a basketball career, and cites Kobe Bryant as an example of a constant learner who sought to refine his skills even at the height of his success. Additionally, the speaker emphasizes the importance of an uncompromising dedication to excellence, drawing from Michael Jordan's autobiography. These principles can be applied to various aspects of life, from sports to business to personal growth. The speaker strongly recommends the book for its inspiring stories and valuable insights.

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    (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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    #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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    #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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    (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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    Related Episodes

    #296 Bernard Arnault (The Richest Man in the World)

    #296 Bernard Arnault (The Richest Man in the World)

    What I learned from reading The Taste of Luxury: Bernard Arnault and the Moet-Hennessy Louis Vuitton Story by Nadege Forestier and Nazanine Ravai.

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    [1:16] I am the boss. I shall be here on Monday morning and I shall be running the company in person.

    [4:30] The Taste of Luxury: Bernard Arnault and the Moet-Hennessy Louis Vuitton Story by Nadege Forestier and Nazanine Ravai

    [5:01] I highly recommend listening to Acquired’s episode on LVMH. It is excellent.

    [5:16] Business Breakdowns episode LVMH: The Wolf in Cashmere’s Conglomerate

    [6:16] Napoleon: A Concise Biography by David Bell. (Founders #294)

    [6:18] Mind of Napoleon: A Selection of His Written and Spoken Words by Napoleon and J. Christopher Herold.

    [7:20] 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. — Driven From Within by Michael Jordan (Founders #213)

    [9:00] “I am very competitive. I always want to win.” —Bernard Arnault

    [10:39] What I'm interested is in doing.

    [11:43] He believed in extreme discretion.

    [11:56] I Had Dinner With Charlie Munger (Founders #295)

    [16:17] Beneath his civilized appearance there lurked the spirit of an adventurer. He wanted more.

    [17:45] He wanted to go far. He had an iron will. At a laboriously won tennis match he said “I may lose once but I never lose twice.” —Bernard Arnault

    [19:45] Problems are just opportunities in work clothes.

    [23:30] Arnault remained inflexible. He wanted control. There was no question of his becoming the Willots’ partner.

    [24:15] Far from discouraging him, this consensus of opinion (that this would lead to failure) acted as a stimulus.

    [24:25] “I remember people telling me, it does not make sense to put together so many brands. And it was a success, it was a recognized success, and for the last 10 years now, every competitor is trying to imitate. I think they are not successful, but they try.” —Bernard Arnault

    [30:43] “In business, I think the most important thing is to position yourself for long-term and not be too impatient, which I am by nature, and I have to control myself.” —Bernard Arnault

    [33:35] He had such an appetite for victory and such a capacity for work that he was bound to succeed.

    [35:26] “People think of politicians having true power, but that’s less and less true. After all, they are often constrained or being edged into a corner by a whole series of contingencies ... I’m lucky in that I can say, ‘I want my group to be in such and such a situation in 10 or 20 years’ time’ and then formulate a plan to make that happen.” –Bernard Arnault

    [42:37] Those on the margins often come to control the center.

    [43:10] Invest Like the Best episode Doug Leone —Lessons From A Titan

    [48:31] Difference for the sake of it. In everything. Because it must be better. From the moment the idea strikes, to the running of the business. Difference, and retention of total control. — Against The Odds: An Autobiography by James Dyson (Founders #200)

    [1:01:20] My relationship to luxury goods is really very rational. It is the only area in which it is possible to make luxury profit margins.

    [1:02:45] Arnault wants to take power everywhere and immediately.

    [1:07:40] Arnault is an iron fist in an iron glove.

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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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    #275 Paul Graham

    #275 Paul Graham

    What I learned from reading Paul Graham’s essays.

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    [4:52] My father told me I could be whatever I wanted when I grew up, so long as I enjoyed it.

    [5:49] Do what you love doesn't mean, do what you would like to do most this second.

    [7:41] To be happy I think you have to be doing something you not only enjoy, but admire. You have to be able to say, at the end, wow, that's pretty cool.

    [8:00] You should not worry about prestige. This is easy advice to give. It’s hard to follow.

    [10:22] You have to make a conscious effort to keep your ideas about what you want from being contaminated by what seems possible.

    [12:18] Whichever route you take, expect a struggle. Finding work you love is very difficult. Most people fail.

    [16:46] How To Do What You Love by Paul Graham 

    [16:34] What Doesn’t Seem Like Work by Paul Graham 

    [17:16] If something that seems like work to other people doesn't seem like work to you, that's something you're well suited for.

    [17:42] Michael Jordan said what looked like hard work to others was play to him. Michael Jordan: The Life by Roland Lazenby. (Founders #212) and Driven From Within by Michael Jordan and Mark Vancil. (Founders #213)

    [20:53] How Not to Die by Paul Graham 

    [23:00] All that matters is to survive. The rest is just words. — Charles de Gaulle by Julian Jackson (Founders #224)

    [24:49] You have to assume that running a startup can be demoralizing. That is certainly true. I've been there, and that's why I've never done another startup.

    [27:31] If a startup succeeds, you get millions of dollars, and you don't get that kind of money just by asking for it. You have to assume it takes some amount of pain.

    [28:17] So I'll tell you now: bad shit is coming. It always is in a startup. The odds of getting from launch to liquidity without some kind of disaster happening are one in a thousand.

    So don't get demoralized. When the disaster strikes, just say to yourself, ok, this was what Paul was talking about. What did he say to do? Oh, yeah. Don't give up.

    [28:45] Why to Start a Startup in a Bad Economy by Paul Graham 

    [30:23] If we've learned one thing from funding so many startups, it's that they succeed or fail based on the qualities of the founders.

    [31:15] If you're worried about threats to the survival of your company, don't look for them in the news. Look in the mirror.

    [34:10] The cheaper your company is to operate, the harder it is to kill.

    [35:43] Relentlessly Resourceful by Paul Graham 

    [35:43] I finally got being a good startup founder down to two words: relentlessly resourceful.

    [37:20] 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.

    [37:40] The Anatomy of Determination by Paul Graham 

    [37:45] David’s Notes: A Conversation with Paul Graham

    [39:50] After a while determination starts to look like talent.

    [42:12] Ambitious people are rare, so if everyone is mixed together randomly, as they tend to be early in people's lives, then the ambitious ones won't have many ambitious peers. When you take people like this and put them together with other ambitious people, they bloom like dying plants given water. Probably most ambitious people are starved for the sort of encouragement they'd get from ambitious peers, whatever their age.

    [43:21] One of the best ways to help a society generally is to create events and institutions that bring ambitious people together. (Founders Podcast Conference?)

    [45:21] What Startups Are Really Like by Paul Graham 

    [49:00] The Entire History of Silicon Valley by John Coogan

    [49:50] Meet You In Hell: Andrew Carnegie Henry Clay Frick, and the Bitter Partnership That Transformed America by Les Standiford. (Founders #73)

    [55:08] You need persistence because everything takes longer than you expect. A lot of people (founders) were surprised by that.

    [57:18] Estee Lauder was a master at doing things that don’t scale. Estée Lauder: A Success Storyby Estée Lauder. (Founders #217)

    [58:45] What makes companies fail most of the time is poor execution by the founders. A lot of times founders are worried about competition. YC has founded 1900+ companies. 1 was killed by competitors. You have the same protection against competitors that light aircraft have against crashing into other light aircraft. Do you know what the protection is? Space is large.

    [1:01:00] Paul on what he would do if he was strating a company today: 

    If I were a 22 year starting a startup I would certainly apply to YC. Which is not that surprising, since it was designed to be what I wish I'd had when I did start one. But (assuming I got in) I would not get sucked into raising a huge amount on Demo Day.

    I would raise maybe $500k, keep the company small for the first year, work closely with users to make something amazing, and otherwise stay off SV's radar.

    Ideally I'd get to profitability on that initial $500k. Later I could raise more, if I felt like it. Or not. But it would be on my terms.

    At every point in the company's growth, I'd keep the company as small as I could. I'd always want people to be surprised how few employees we had. Fewer employees = lower costs, and less need to turn into a manager.

    When I say small, I mean small in employees, not revenues.

    [1:05:07] Against The Odds: An Autobiography by James Dyson (Founders #200)

    [1:07:00] A Word To The Resourceful by Paul Graham 

    [1:08:07] We found the startups that did best were the ones with the sort of founders about whom we'd say "they can take care of themselves." The startups that do best are fire-and-forget in the sense that all you have to do is give them a lead, and they'll close it, whatever type of lead it is.

    [1:09:00] Understanding all the implications of what someone tells you is a subset of resourcefulness. It's conversational resourcefulness.

    [1:11:00] Do Things That Don’t Scale by Paul Graham 

    [1:11:00] Startups take off because the founders make them take off.

    [1:16:00] The question to ask about an early stage startup is not "is this company taking over the world?" but "how big could this company get if the founders did the right things?" And the right things often seem both laborious and inconsequential at the time.

    [1:16:00] Hard Drive: Bill Gates and the Making of the Microsoft Empire by James Wallace and Jim Erickson (Founders #140)

    [1:21:00] The world is complicated. It is noisy. We are not going to get a chance to get people to remember much about us. No company is. So we have to be really clear about what we want them to know about us. —Steve Jobs

    [1:22:00] Any strategy that omits the effort is suspect.

    [1:23:00] The need to do something unscalably laborious to get started is so nearly universal that it might be a good idea to stop thinking of startup ideas as scalars. Instead we should try thinking of them as pairs of what you're going to build, plus the unscalable thing(s) you're going to do initially to get the company going.

    Now that there are two components you can try to be imaginative about the second as well as the first. Founders need to work hard in two dimensions.

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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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    #272 Kobe Bryant (The Life)

    #272 Kobe Bryant (The Life)

    What I learned from reading Showboat: The Life of Kobe Bryant by Roland Lazenby.  

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    [9:15] Notes from The Redeem Team documentary:

    30 seconds into the first practice Kobe is diving for loose balls. That set the tone.

    Players go clubbing. Come back at 5:30am and see Kobe working out. "This motherfucker Kobe was already drenched in sweat. Yeah he’s different"— LeBron James. By the end of the week the whole team was on Kobe’s schedule.

    Understand the responsibility. I know I’m not going to fucking lose. I am not going to fucking lose. Not when I’m wearing this (team USA jersey) and not at this time in my career. You’re going to have to fucking shoot me. That’s how I want you to play. — Coach K

    At one point you will have a grandkid on your lap and they will ask you weren’t you in the Olympics ? What did you do? You wanna say: Well son, we lost to that fucking Greek team? —Coach K

    When you’re in the Olympic village you're around people who are the best in the world at what they do. That is more special that celebrities in LA because this is athlete to athlete — I understand what they put their body through to get here. There’s so much respect and mutual admiration. —Kobe

    What Kobe told team USA going into the 4th quarter: Just think about the play in front of you.

    [12:07] At every turn his declarations of future greatness have been met with head shaking and raised eyebrows.

    [14:33]  It's almost like Kobe's insane level of dedication was like compensation for the bad decision making of his father.

    [15:15] 4 parts to Kobe’s blueprint:

    Master the fundamentals

    Improve your weaknesses

    Study the greats

    Concentrate

    [15:12] Listening to Founders is like watching game tape of history's greatest entrepreneurs.

    [15:40] I used to watch their moves and then I'd add them to my game. It was the beginning of a career-long focus on studying game recordings.

    [15:48] He would invest long hours each day in breaking down his own performances and those of opponents— far more than what any other NBA player would ever contemplate undertaking.

    [17:08] Jay Z’ autobiography: Decoded by Jay Z.  (Founders #238)

    [21:22] If you’re not good, Jeff will chew you up and spit you out. And if you’re good, he will jump on your back and ride you into the ground. —The Everything Store: Jeff Bezos and the Age of Amazon by Brad Stone. (Founders #179)

    [21:58] If you're breaking down tape of Magic Johnson and Michael Jordan and so many other greats, you come to consider them your teachers.

    [22:39] Shoe Dog: A Memoir by the Creator of Nike by Phil Knight. (Founders #186)

    [23:00] Jordan and Knight certainly shared a competitive nature that bordered on insanity, Moore added. "If you think Jordan and Kobe are competitive, go meet Phil Knight. He's a no bullshit competitor. It's, 'You play for me or I can't stand you, I will kill you.' That's Phil Knight, full stop. And he's not shy about it.”

    [29:30]  He studied the game harder than anyone else has ever studied the game.

    [30:00] One day just before practice, the team was informed that it couldn't have the gym due to flooding.

    “This is bullshit!” he screamed, slamming a ball off the floor. “This is bullshit! We got practice, I want to practice. This is ridiculous!" (He was in high school)

    [31:10] Kobe had a closet at home filled with critical research. It held all these VHS tapes of Michael's games. 

    [32:00] Kobe on Michael Jordan: What you get from me— is from him. I don't get five championships without him because he guided me so much and gave me so much great advice.

    [32:22] Sol Price: Retail Revolutionary & Social Innovator by Robert E. Price. (Founders #107)

    [35:22] Bryant's workout had been so impressive that for Jerry West, it had revealed his heart. It was there in the skill set alone, in some ways, just the amount of work that a player would have to have done to possess such immaculate moves, the footwork and fakes and execution, the hours that must have been put into that kind of perfection.

    [37:55] Part of his strategy for keeping his disappointment at bay was to focus on others who had faced far more difficult circumstances. "I read the autobiography of Jackie Robinson," Bryant said. “I was thinking about all the hard times I'd go through this year, and that it'd never compare to what he went through. That just kind of helped put things in perspective."

    [38:50] Kobe’s favorite book was Enders Game by Orson Scott Card. 

    [39:00] The only way he could keep the whole dream going was to work harder and harder and harder, to spin his fantasies around and around until they wrapped him tight in a new reality.

    [39:45] Estée Lauder: A Success Storyby Estée Lauder. (Founders #217)

    [41:00] I think that game was vital to how good he became. That level of embarrassment to happen to somebody like him? The next year he came out like a fucking maniac.

    [41:15] Leading By Design: The Ikea Story by Bertil Torekull. (Founders #104)

    [46:03] Michael Jordan: The Life by Roland Lazenby. (Founders #212)

    [47:00] The best book on the emotional toll entrepreneurs experience:  Against The Odds: An Autobiography by James Dyson (Founders #200)

    [54:15] Highly competitive personalities like Jordan and Bryant could absolutely kill a team atmosphere with displays of ruthlessness or selfishness.

    [55:22] He stands up, points around the room and says, You motherfuckers don't belong in the same court with me.You're all shit. And he walked out of the locker room.

    [56:07] 4 ideas from Kobe:

    Search for your limits

    Extreme personal practice

    Resourcefullness—find a way.

    Study the greats

    [57:39] He was one of the rare few who simply cared far more about the game than anyone else.

    [1:02:24] The Mamba Mentality: How I Play by Kobe Bryant 

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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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    #267 Thomas Edison

    #267 Thomas Edison

    What I learned from reading Edison: A Biography by Matthew Josephson.

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    Outline:  

    He had known how to gather interest, faith, and hope in the success of his projects.

    I think of this episode as part 5 in a 5 part series that started on episode 263:

    #263 Land's Polaroid: A Company and the Man Who Invented It by Peter C. Wensberg.

    #264 Instant: The Story of Polaroid by Christopher Bonanos. 

    #265 Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader by Brent Schlender and Rick Tetzeli

    #266 My Life and Work by Henry Ford.

    Follow your natural drift. —Charlie Munger

    Warren Buffett: “Bill Gates Sr. posed the question to the table: What factor did people feel was the most important in getting to where they’d gotten in life? And I said, ‘Focus.’ And Bill said the same thing.” —Focus and Finding Your Favorite Problems by Frederik Gieschen

    Focus! A simple thing to say and a nearly impossible thing to do over the long term.

    We have a picture of the boy receiving blow after blow and learning that there was inexplicable cruelty and pain in this world.

    He is working from the time the sun rises till 10 or 11 at night. He is 11 years old.

    He reads the entire library. Every book. All of them.

    At this point in history the telegraph is the leading edge of communication technology in the world.

    My refuge was a Detroit public library. I started with the first book on the bottom shelf and went through the lot one by one. I did not read a few books. I read the library.

    Runnin' Down a Dream: How to Succeed and Thrive in a Career You Love by Bill Gurley

    Blake Robbins Notes on Runnin’ Down a Dream: How to Succeed and Thrive in a Career You Love

    Greatness isn't random. It is earned. If you're going to research something, this is your lucky day. Information is freely available on the internet — that's the good news. The bad news is that you now have zero excuse for not being the most knowledgeable in any subject you want because it's right there at your fingertips.

    Why his work on the telegraph was so important to everything that happened later in his life: The germs of many ideas and stratagems perfected by him in later years were implanted in his mind when he worked at the telegraph. He described this phase of his life afterward, his mind was in a tumult, besieged by all sorts of ideas and schemes. All the future potentialities of electricity obsessed him night and day. It was then that he dared to hope that he would become an inventor.

    Edison’s insane schedule: Though he had worked up to an early hour of the morning at the telegraph office, Edison began reading the Experimental Researches In Electricity (Faraday’s book) when he returned to his room at 4 A.M. and continued throughout the day that followed, so that he went back to his telegraph without having slept. He was filled with determination to learn all he could.

    All the Thomas Edison episodes:

    The Wizard of Menlo Park: How Thomas Alva Edison Invented The Modern World by Randall Stross (Founders #3)

    Empires of Light: Edison, Tesla, Westinghouse, and the Race to Electrify the World by Jill Jonnes. (Founders #83)

    The Vagabonds: The Story of Henry Ford and Thomas Edison's Ten-Year Road Tripby Jeff Guinn. (Founders #190)

    Having one's own shop, working on projects of one’s own choosing, making enough money today so one could do the same tomorrow: These were the modest goals of Thomas Edison when he struck out on his own as full-time inventor and manufacturer. The grand goal was nothing other than enjoying the autonomy of entrepreneur and forestalling a return to the servitude of employee. —The Wizard of Menlo Park: How Thomas Alva Edison Invented The Modern World by Randall Stross

    Dark Genius of Wall Street: The Misunderstood Life of Jay Gould, King of the Robber Barons by Edward J. Renehan Jr. (Founders #258)

    It's this idea where you can identify an opportunity because you have deep knowledge about one industry and you see that there is an industry developing  parallel to the industry that you know about. Jay Gould saw the importance of the telegraph industry in part because telegraph lines were laid next to railraod tracks.

    Edison describes the fights between the robber barons as strange financial warfare.

    You should build a company that you actually enjoy working in.

    Don’t make this mistake:

    John Ott who served under Edison for half a century, at the end of his life described the "sacrifices" some of Edison's old co-workers had made, and he commented on their reasons for so doing.

    "My children grew up without knowing their father," he said. "When I did get home at night, which was seldom, they were in bed."

    "Why did you do it?" he was asked.

    "Because Edison made your work interesting. He made me feel that I was making something with him. I wasn't just a workman. And then in those days, we all hoped to get rich with him.”

    Don’t try to sell a new technology to an exisiting monopoly. Western Union was a telegraphy monopoly: He approached Western union people with the idea of reproducing and recording the human voice, but they saw no conceivable use for it!

    Against The Odds: An Autobiography by James Dyson (Founders #200)

    Passion is infectious. No Better Time: The Brief, Remarkable Life of Danny Lewin, the Genius Who Transformed the Internet by Molly Knight Raskin. (Founders #24)

    For more detail on the War of the Currents listen to episode 83 Empires of Light: Edison, Tesla, Westinghouse, and the Race to Electrify the World by Jill Jonnes.

    From the book Empire of Light: And so it was that J. Pierpont, Morgan, whose house had been the first in New York to be wired for electricity by Edison but a decade earlier, now erased Edison's name out of corporate existence without even the courtesy of a telegram or a phone call to the great inventor.

    Edison biographer Matthew Josephson wrote, "To Morgan it made little difference so long as it all resulted in a big trustification for which he would be the banker."

    Edison had been, in the vocabulary of the times, Morganized.

    One of Thomas Edison’s favorite books: Toilers of The Sea by Victor Hugo

    “The trouble with other inventors is that they try a few things and quit. I never quit until I get what I want.” —Thomas Edison

    “Remember, nothing that's good works by itself. You've gotta make the damn thing work.” —Thomas Edison

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

    He (Steve Jobs) 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.

    He was always trying to ensure the products were as intuitive and straightforward as possible, and he was willing to invest his own time, effort, and influence to see that they were.

    Through looking at demos, asking for specific changes, then reviewing the changed work again later on and giving a final approval before we could ship, Steve could make a product turn out like he wanted.

    Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs by Ken Kocienda (Bonus episode between Founders #110 and #111)

    Charles Kettering is the 20th Century’s Ben Franklin. — Professional Amateur: The Biography of Charles Franklin Kettering by Thomas Boyd (Founders #125)

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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

    #330 Les Schwab (Charlie Munger recommended this book)

    #330 Les Schwab (Charlie Munger recommended this book)

    What I learned from rereading Les Schwab Pride In Performance: Keep It Going! by Les Schwab. 

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    (8:00) I didn't know how to ride a bike. We never had one. All the other young kids delivered newspapers on a bike. 

    He's got no money. He doesn't have a bike. So he ran his routes for two months in order to get enough money to buy his first bike. He’d run nine or 10 miles a day. 

    (8:00) I was too proud to complain.

    (10:00) For a poor boy, money was much more important than pride.

    (10:00) Am I Being Too Subtle?: Straight Talk From a Business Rebel by Sam Zell. (Founders #269)

    (13:00) I was young. I was cocky. But the same cockiness helped me a lot in going through life.

    (15:00) The very first sentence describing his very first day in business is mind blowing: I had never fixed a flat tire in my life.

    (15:00) the NEW Poor Charlie's Almanack: The Wit and Wisdom of Charlie Munger (Founders #329)

    (29:00) Sam Walton: The Inside Story of America's Richest Man by Vance H. Trimble (Founders #150)

    (35:00) I always knew that if we fixed all the flat tires in town, we'd have all the tire business in town.

    (40:00) If we become complacent, then brother, it's all over with.

    (52:00) Grinding It Out: The Making of McDonald's by Ray Kroc (Founders #293)

    (56:00) If you’re not serving the customer, or supporting the folks who do, we don’t need you. —Sam Walton

    (1:00:00) The company paid low wages and had a lower overhead. The flaw was they didn’t get —with the low pay— near the quality of employees we had.

    (1:01:00) Life is hard for the man who thinks he can take a shortcut.

    (1:06:00) Decision making should always be made at the lowest possible level.

    (1:08:00) Whatever you do, you must do it with gusto, you must do it in volume. It is a case of repeat, repeat, repeat.

    (1:08:00) Charlie Munger analyzes why Les Schwab was successful.

    (1:11:00) Extreme success is likely to be caused by some combination of the following factors:

    1 Extreme maximization or minimization of one or two variables. Think Costco.

    2 Adding success factors so that a bigger combination drives success, often in nonlinear fashion, as one is reminded by the concept of breakpoint and the concept of critical mass in physics. Often, results are not linear. You get a little bit more mass and you get a lollapalooza result. And, of course, I've been searching for lollapalooza results all my life, so I'm very interested in models that explain their occurrence.

    3 An extreme of good performance over many factors. Example, Toyota or Les Schwab.

    4 Catching and riding some sort of big wave. Example, Oracle.

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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