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    • Understanding the wisdom of Buffett and MungerLearn from Buffett and Munger's ability to eliminate folly, simplify complex issues, and focus on timeless truths. Accept mistakes as a natural part of life and learn from them. Prevent problems through wisdom and preparation.

      Learning from the wisdom of Warren Buffett and Charlie Munger involves understanding their efficiency, simplicity, and common sense in judgment. Buffett and Munger, as depicted in Peter Bevelyn's book "Buffet and Munger, A Study in Simplicity and Uncommon Common Sense," have a remarkable ability to eliminate folly, simplify complex issues, and focus on timeless truths. Their approach to life and business includes accepting mistakes as a natural part of life and learning from them, as well as preventing problems when possible through wisdom and preparation. Buffett and Munger's conversational dialogue in Bevelyn's book provides valuable insights into their thinking and offers practical advice for living and making decisions wisely.

    • The Importance of Deep Thinking and Reading for High-Quality DecisionsSuccessful individuals like Warren Buffett and Charlie Munger advocate for scheduling time to read and think deeply to make high-quality decisions. They caution against multitasking and the dangers of a lack of focus.

      Successful individuals like Warren Buffett and Charlie Munger emphasize the importance of gaining wisdom through reading and deep thinking. Buffett and Munger believe that spending time quietly to read and think is crucial for making high-quality decisions. They argue that most people are too busy and schedule themselves like dentists, leaving no time for deep thought. Instead, they advocate for scheduling time to think and avoiding forward commitments that limit mental flexibility. Jeff Bezos, another successful entrepreneur, shares this perspective, emphasizing the importance of making a small number of high-quality decisions and the need to spend time in deep thought to do so. The dangers of multitasking and a lack of focus are significant concerns for Buffett and Munger. Overall, their advice is to prioritize time for reading, thinking, and making thoughtful decisions.

    • The Importance of Focus and Deep Thinking for SuccessCharlie Munger and Warren Buffett emphasize the importance of focus and deep thinking for success. Multitasking can hinder our ability to think deeply, while consistently not being stupid and ignoring external opinions can help maintain focus.

      Focus and concentration are crucial for success, as highlighted by Charlie Munger and Warren Buffett. Munger believes that the ability to concentrate intensely for long periods is a key factor in his own success, and he's not alone in this belief. Figures like Edwin Land and Steve Jobs are also known for their focus and the importance of deep thinking. Multitasking, on the other hand, can be detrimental as it prevents us from thinking deeply about anything. Munger also emphasizes the importance of being consistently not stupid and not letting the opinions of others interfere with our own thoughts. The key to success is to repeat what works and not let external factors disrupt our focus. As Buffett puts it, "We try to be rational and we very seldom let extraneous factors interfere with our own thoughts." Ultimately, the ability to focus and think deeply is a rare and valuable skill that can give us a significant advantage in life and business.

    • Focusing on what doesn't work for successBy studying failures and reversing thinking, learn valuable lessons and avoid mistakes. Munger and Buffett found this approach effective in their lives and careers, emphasizing simplicity, repetition, and dealing with trustworthy people.

      Importance of the concept of inversion in achieving success, as emphasized by Charlie Munger and Warren Buffett. Inversion is the mental process of focusing on what doesn't work instead of what does, and it can be applied to various aspects of life, including personal growth and business analysis. By studying failures and reversing one's thinking, one can learn valuable lessons and avoid making similar mistakes. Munger and Buffett have found this approach to be effective in their own lives and have used it extensively throughout their careers. They believe that simplicity and repetition are key to learning and success, and that dealing with trustworthy and reliable people is crucial in business. Overall, the concept of inversion provides a practical and effective framework for understanding and navigating the complexities of life and business.

    • Learning from Others' ExperiencesStudy effective individuals, learn from history, focus on core principles, avoid repeating mistakes, and simplify for success.

      Learning from the experiences of others is crucial for personal growth and success. As Munger and Buffett emphasize, most common disasters in life and business are a result of people not learning from others' mistakes. Instead of repeating the same errors, it's essential to study effective individuals, learn from history, and focus on the core or essence of any situation. Compound interest, which requires patience and staying power, is a powerful tool for building wealth and achieving long-term success. Additionally, treating others with importance and providing constant reinforcement can lead to better relationships and productivity within an organization. In essence, simplifying things to their core and learning from the experiences of others can save time, effort, and prevent unnecessary mistakes.

    • Avoiding Mediocrity: Surround Yourself with the Best and Understand Human NatureBuffett and Munger emphasize the importance of surrounding yourself with the best people and industries, understanding human behavior, and avoiding mediocrity through continuous practice and learning from history.

      According to Warren Buffett and Charlie Munger, mediocrity is a major issue in business, and it's essential to surround yourself with the best people and industries to be successful. Buffett uses the analogy of baseball, emphasizing that only a select few are true 400 hitters, and the rest are mediocre. He advises against trying to change the behavior of others and instead focuses on finding better opportunities. Understanding human behavior is crucial for running a business, and both Buffett and Munger stress the importance of continuous practice and learning from history. A fascinating story they share is about a little boy in Texas who, instead of answering the question about sheep correctly, highlighted the teacher's lack of understanding of the subject matter. Buffett adds to the story by pointing out how high IQ individuals can mindlessly imitate, which he refers to as the "3 i's" - ignorance, inertia, and indiscriminate imitation. In essence, their message is that to succeed in business, one must strive for excellence, understand human nature, and avoid mediocrity.

    • Learning from Henry Singleton: The Importance of Independent Thinking and Self-EducationSuccessful investors like Buffett and Munger emphasize the importance of independent thinking, self-education, and trusting your judgment. They look up to figures like Henry Singleton, who exemplified these qualities through his strategic mind and creative ideas.

      Successful investors like Warren Buffett and Charlie Munger emphasize the importance of independent thinking and self-education. They encourage reading extensively, forming your own opinions, and trusting your judgment. Buffett and Munger have studied numerous business leaders throughout history, and one name that consistently comes up is Henry Singleton. Singleton, who preceded Buffett, was known for his brilliant strategic mind and creative ideas. He had a close friendship with Claude Shannon, the inventor of information theory, who provided valuable insights when Singleton was building his conglomerate. Singleton's success came from his ability to think deeply and strategize independently. Buffett and Munger's admiration for Singleton underscores their belief that trusting your own judgment and independent thinking are essential for success.

    • Prioritizing Time and Resources for SuccessSuccessful people carefully manage their time and resources to avoid debt and build wealth. Warren Buffett's open calendar and frugal lifestyle are examples of this approach.

      Successful people, especially the very successful ones, prioritize their time and resources carefully. Warren Buffett, for instance, was known for his open calendar and his reluctance to take on new commitments, as he understood the importance of guarding his time. Similarly, frugality and saving resources are crucial for building wealth and avoiding debt, which can lead to financial ruin even for the rich. As Buffett and his mentor Charlie Munger emphasized, smart men can still go broke, and leverage or borrowed money is a common pitfall. In essence, maintaining financial flexibility through saving and avoiding debt is key to both personal and business success.

    • Stay patient and eliminate envy for successPatience and avoiding envy are crucial for success in business and life. Focus on your strengths, build a strong reputation, and eliminate unnecessary distractions.

      Cash is king and patience is key in both business and life. Buffett and Munger emphasize the importance of staying in the game and avoiding impulsive reactions, especially when dealing with difficult people. Envy is a common human emotion that can lead to unnecessary misery, and it's essential to eliminate it from your life. Buffett and Munger also stress the importance of reputation and building a strong brand, which is a promise to your customers. Additionally, it's important to decide which businesses you don't want to be in and focus on what you can do best. Time is the best filter, and eventually, you'll have the reputation you deserve, both personally and professionally.

    • Learning from Heroes: Jim Sinegal and Warren BuffettSuccessful leaders like Jim Sinegal and Warren Buffett emphasize the importance of having heroes and learning from them. Focus on work you enjoy and understand what makes your heroes successful, but remember that success in one domain doesn't guarantee it in others. Learn from both living and deceased heroes.

      Successful business leaders, like Costco's Jim Sinegal and Warren Buffett, carefully choose their heroes and learn from them. Sinegal's admiration for his mentor, Sol Price, led him to invent the membership model for Costco. Buffett emphasizes the importance of having heroes and understanding what makes them successful. He also advises against assuming that success in one domain translates to others. Instead, focus on work that you have a strong interest in and enjoy every day. Buffett and Munger also caution against relying solely on living heroes and encourage learning from the imminently deceased. In essence, carefully selecting heroes and understanding their qualities can provide valuable insights for personal and professional growth.

    • Working with First-Class People and Building a ReputationBuffett and Munger prioritize hiring those passionate about business, emphasizing authenticity, autonomy, and company culture. Buffett's approach includes being a buyer of choice, keeping promises, avoiding debt, granting autonomy, and holding companies long-term.

      Both Warren Buffett and Charlie Munger emphasize the importance of working with and surrounding yourself with first-class people who share your passion for business. They believe that the first filter in hiring should be whether the person loves the business or just the money. Buffett also emphasizes the importance of authenticity and autonomy in business dealings, as well as the significance of company culture. Buffett's approach to business is to be a buyer of choice, keeping promises, avoiding leveraging up acquired businesses, granting unusual autonomy to managers, and holding purchase companies through thick and thin. By following these principles, Buffett and Munger have built a reputation as trusted and reliable business partners.

    • Investing in businesses with caring ownersCaring deeply about a business and being adaptable to change are essential for long-term success.

      The level of care and involvement an owner has in their business significantly impacts its long-term prospects. Buffett and Munger prefer to invest in businesses where the owners show genuine care and have built a high-quality business, as opposed to those who are just looking to sell. Buffett also emphasizes the importance of making decisions quickly when faced with problems and not wasting time on unproductive endeavors. Additionally, they do not believe in rigid master plans and instead focus on reacting to opportunities as they come. In essence, the key takeaway is that caring deeply about a business and being adaptable to change are essential for long-term success.

    • The importance of explaining 'why'Effective communication clarifies thoughts and leads to better decision-making. Warren Buffett and Charlie Munger emphasized this practice, and it's crucial to stay grounded and learn from history to make informed investment decisions.

      Effective communication and understanding the reasons behind ideas are crucial in business and life. Warren Buffett and Charlie Munger emphasized the importance of explaining the "why" behind orders or ideas to others. This practice not only leads to better decision-making but also helps clarify one's own thoughts. Buffett also highlighted the significance of staying sane amidst extreme success and learning from history. He emphasized that interest rates significantly impact asset prices, making it essential to understand their implications for investment strategies. Effective communication, staying grounded, and being aware of historical insights can lead to significant financial gains.

    • Interest rates impact asset prices, investing in high-quality businesses, and learning from past experiencesInvest in high-quality businesses for the long term, even if prices seem high initially. Interest rates influence asset prices, but focus on learning and changing behavior, not just memorizing information.

      Interest rates play a significant role in asset prices, acting like gravity on apples. When interest rates are low, there is little impact on asset prices. Buffett emphasizes the importance of investing in high-quality businesses and staying in them for the long term, even if the price seems high at first. He learned the value of powerful brands through his purchase of See's Candy and gained a business education from it. Buffett also suggests that further analysis can sometimes be a waste of time, and it's essential to identify financially fat opportunities. The authors discuss the irrational behavior in bull markets and how Charlie and Buffett do not expect to change others' ways of thinking but want them to be aware of their personal calculus. Learning is not about memorizing information but changing your behavior. Buffett's communication skills and storytelling abilities make complex concepts understandable.

    • Applying human behavior to your own lifeEmphasize behavior change over memorization, observe human behavior, stay rational during market volatility, and focus on being a low cost producer.

      Learning is not just about memorizing information, but changing your behavior. This was emphasized in the discussion about the importance of observing human behavior and applying it to your own life. Buffett and Munger also highlighted the irrationality of bull markets and the importance of staying rational in the face of market volatility. They also shared the idea that they don't have a master plan, but are opportunity driven. Another key theme discussed was the importance of extreme focus and frugality in business. Being a low cost producer is essential for success, and this idea was compared to the difference between two copper producers with vastly different costs. Overall, the conversation emphasized the importance of applying knowledge to real-life situations and the value of being focused, frugal, and rational in business.

    • Understanding and catering to customers better than competitorsBuffett and Bezos emphasize the importance of focusing on customers, managing costs effectively, and building a strong brand promise to gain a competitive edge.

      A company's edge against its competitors comes from its unique management and focus on customers. Buffett emphasizes the importance of building a moat, which is not the product or industry, but the company's ability to manage costs effectively. He also views a brand as a promise to customers. Jeff Bezos shares a similar obsession with customers, building the world's most customer-centric company, which led to Amazon becoming a powerhouse with millions of satisfied customers. Buffett recognized this as a threat to various businesses. The key to achieving this edge is through focus, frugality, and prioritizing customers. This idea, which has been around for over a century, was exemplified by Andrew Carnegie. In essence, the success of a business lies in its ability to understand and cater to its customers better than its competitors.

    • Identifying and eliminating customer irritations and continuously improving your businessUnderstand customer pain points, invest in best operators, and stay competitive to thrive and maintain a competitive edge.

      Identifying and eliminating customer irritations and continuously improving your business are key to success. Additionally, understanding your competitors and investing in the best operators in your industry can provide valuable insights. Munger and Buffett's advice also emphasizes the importance of staying competitive and avoiding complacency, as successful companies are prone to falling into mediocrity or worse. Working with passionate and winning individuals, like Eddie Bennett, who have a track record of success, is also crucial to achieving victory. Overall, these principles can help businesses thrive and maintain a competitive edge in their industries.

    • The power of passion and talent in businessSuccess comes from being in a good business with good people, focusing on continuous learning and improvement, and avoiding reliance on external opinions and forecasts.

      Success comes from associating with the best in your field and having a deep passion for what you do. Buffett and Munger emphasized the importance of talent and working in low-competition environments. They also warned against relying on external opinions and forecasts, and instead encouraged continuous learning and improvement. As Buffett said, "I pay no attention to economic forecasting. I worry about being in a good business with good people." By focusing on these principles, Berkshire Hathaway was able to achieve exceptional results. Additionally, Munger highlighted the importance of practice and seeking knowledge, as Berkshire valued education and the desire to learn. Overall, the key takeaway is that success is not about having new tricks, but rather knowing the old ones better and continuously improving.

    • Understanding the ways our minds process information with 'Thinking, Fast and Slow'Improve decision-making skills and download Buffett and Munger's thinking by reading 'Thinking, Fast and Slow'. Support the podcast by buying the book or joining the premium feed for AMA episodes.

      The book "Thinking, Fast and Slow" by Daniel Kahneman is a valuable resource for understanding the ways in which our minds process information. The book is not a quick read, but it's not necessary to consume it all at once. Instead, it can be treated as a tool for downloading the thinking of Buffett and Munger into your brain consistently. By buying the book using the link in the show notes, you'll be supporting the podcast. Additionally, supporting the podcast through the founder's premium feed allows you to ask questions directly, which will be answered on AMA episodes. Overall, this book is a must-read for anyone interested in improving their decision-making skills and understanding the biases that influence our thinking.

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

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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

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

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

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

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

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

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

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

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

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

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

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

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

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    Michael Jordan In His Own Words

    Michael Jordan In His Own Words

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

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    Episode Outline: 

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

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

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

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

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

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

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

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

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

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

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    Founders
    en-usMay 12, 2024

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

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

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

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    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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    #346 How Walt Disney Built Himself

    #346 How Walt Disney Built Himself

    What I learned from rereading Walt Disney: The Triumph of the American Imagination by Neal Gabler. 

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    (2:00) Disney’s key traits were raw ingenuity combined with sadistic determination.

    (3:00) I had spent a lifetime with a frustrated, and often unemployed man, who hated anybody who was successful. 

    Francis Ford Coppola: A Filmmaker's Life by Michael Schumacher. (Founders #242)

    (6:00) Disney put excelence before any other consideration.

    (11:00) Maybe the most important thing anyone ever said to him: You’re crazy to be a professor she told Ted. What you really want to do is draw. Ted’s notebooks were always filled with these fabulous animals. So I set to work diverting him. Here was a man who could draw such pictures. He should earn a living doing that. 

    Becoming Dr. Seuss: Theodor Geisel and the Making of an American Imagination by Brian Jay Jones. (Founders #161)

    (14:00) A quote about Edwin Land that would apply to Walt Disney too:

    Land had learned early on that total engrossment was the best way for him to work. He strongly believed that this kind of concentrated focus could also produce extraordinary results for others. Late in his career, Land recalled that his “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.”  A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War by Ronald Fierstein. (Founders #134)

    (15:00) My parents objected strenuously, but I finally talked them into letting me join up as a Red Cross ambulance driver. I had to lie about my age, of course. 

    In my company was another fellow who had lied about his age to get in. He was regarded as a strange duck, because whenever we had time off and went out on the town to chase girls, he stayed in camp drawing pictures.

    His name was Walt Disney.

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

    (20:00) Walt Disney had big dreams. He had outsized aspirations.

    (22:00) A quote from Edwin Land that would apply to Walt Disney too: 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.

    (24:00) Walt Disney seldom dabbled. Everyone who knew him remarked on his intensity; when something intrigued him, he focused himself entirely as if it were the only thing that mattered.

    (29:00) He had the drive and ambition of 10 million men.

    (29:00) I'm going to sit tight. I have the greatest opportunity I've ever had, and I'm in it for everything.

    (31:00) He seemed confident beyond any logical reason for him to be so. It appeared that nothing discouraged him.

    (31:00) You have to take the hard knocks with the good breaks in life.

    (32:00) Nothing wrong with my aim, just gotta change the target. — Jay Z

    (35:00) He sincerely wanted to be counted among the best in his craft.

    (43:00) He didn't want to just be another animation producer. He wanted to be the king of animation. Disney believed that quality was his only real advantage.

    (47:00) Walt Disney wanted domination. Domination that would make his position unassailable.

    (49:00) Disney was always trying to make something he could be proud of.

    (50:00) We have a habit of divine discontent with our performance. It is an antidote to smugness.

    Eternal Pursuit of Unhappiness: Being Very Good Is No Good,You Have to Be Very, Very, Very, Very, Very Good by David Ogilvy and Ogivly & Mather.  (Founders #343)

    (53:00) While it is easy, of course, for me to celebrate my doggedness now and say that it is all you need to succeed, the truth is that it demoralized me terribly. I would crawl into the house every night covered in dust after a long day, exhausted and depressed because that day's cyclone had not worked. There were times when I thought it would never work, that I would keep on making cyclone after cyclone, never going forwards, never going backwards, until I died.

    Against the Odds: An Autobiography by James Dyson (Founders #300)

    (56:00) He doesn't place a premium on collecting friends or socializing: "I don't believe in 50 friends. I believe in a smaller number. Nor do I care about society events. It's the most senseless use of time. When I do go out, from time to time, it's just to convince myself again that I'm not missing a lot."

    The Red Bull Story by Wolfgang Fürweger (Founders #333)

    (1:02:00) Steve was at the center of all the circles.

    He made all the important product decisions.

    From my standpoint, as an individual programmer, demoing to Steve was like visiting the Oracle of Delphi.

    The demo was my question. Steve's response was the answer.

    While the pronouncements from the Greek Oracle often came in the form of confusing riddles, that wasn't true with Steve.

    He 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.

    Much like the Greek Oracle, Steve foretold the future.

    Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs by Ken Kocienda. (Founders #281)

    (1:07:00) He griped that when he hired veteran animators he had to “put up with their Goddamn poor working habits from doing cheap pictures.” He believed it was easier to start from scratch with young art students and indoctrinate them in the Disney system.

    (1:15:00) I don’t want to be relagated to the cartoon medium. We have worlds to conquer here.

    (1:17:00) Advice Henry Ford gave Walt Disney about selling his company: If you sell any of it you should sell all of it.

    (1:23:00) He kept a slogan pasted inside of his hat: You can’t top pigs with pigs. (A reminder that we have to keep blazing new trails.)

    (1:25:00) Disney’s Land: Walt Disney and the Invention of the Amusement Park That Changed the World by Richard Snow.

    (1:33:00) It is the detail. If we lose the detail, we lose it all.

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    Related Episodes

    #234 Sam Walton: Made In America

    #234 Sam Walton: Made In America

    What I learned from rereading Sam Walton: Made In America by Sam Walton.

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    [1:56] The Everything Store: Jeff Bezos and the Age of Amazon by Brad Stone. (Founders #179)

    [5:45] We just got after it and stayed after it.

    [6:06] Foxes and Hedgehogs

    [6:39] Hedgehogs may not be as clever as foxes but they obsessively measure and track everything about their business, and over time, they acquire deep, relevant knowledge and expertise. Their single minded approach may appear risky at times but they are conservative by nature. Hedgehogs don’t speculate or make foolish bets. If all their eggs are in that one proverbial basket, they follow Mark Twain’s advice – and watch that basket very carefully.

    [7:17] The thing with Hedgehogs is that they never give up. They keep at it – and they don’t ever get bored because they just love what they do – and they have a lot of fun along the way.

    [7:28] Hedgehogs are the ones who build great, lasting companies. As entrepreneurs, they are the rarest of breeds – those who can start something anew, make it work, stick with it, and build something special, and ultimately, inspire others along the way, with their determination, dedication and commitment.

    [8:49] At first, we amazed ourselves. And before too long, we amazed everybody else too.

    [9:26] Think about how crazy this is. He died weeks after that writing this. His last days were spent categorizing and organizing his knowledge so future generations can benefit.

    [12:32] Poor Charlie's Almanack: The Wit and Wisdom of Charles T. Munger(Founders #90)

    [12:56] "It's quite interesting to think about Walmart starting from a single store in Arkansas – against Sears, Roebuck with its name, reputation and all of its billions. How does a guy in Bentonville, Arkansas, with no money, blow right by Sears? And he does it in his own lifetime – in fact, during his own late lifetime because he was already pretty old by the time he started out with one little store. He played the chain store game harder and better than anyone else. Walton invented practically nothing. But he copied everything anybody else ever did that was smart – and he did it with more fanaticism. So he just blew right by them all. —Charlie Munger

    [17:11] What motivates the man is the desire to absolutely be on the top of the heap.

    [17:32] Practice your craft so much that you're the best in the world at it and the money will take care of itself.

    [18:44] We exist to provide value to our customers.

    [21:18] A Conversation with Paul Graham

    [22:32] It never occurred to me that I might lose; to me, it was almost as if I had a right to win. Thinking like that often seems to turn into sort of a self-fulfilling prophecy.

    [26:42] Time to Make the Donuts: The Founder of Dunkin Donuts Shares an American Journey by William Rosenberg. (Founders #231)

    [29:35] It didn’t take me long to start experimenting—that’s just the way I am and always have been.

    [30:56] Do things that other people are not doing.

    [33:13] The Founders: The Story of Paypal and the Entrepreneurs Who Shaped Silicon Valley by Jimmy Soni. (Founders #233)

    [33:41] I think my constant fiddling and meddling with the status quo may have been one of the biggest contributions to the later success of Wal Mart.

    [34:10] Our money was made by controlling expenses. I gotta read that again because it's so important. Our money was made by controlling expenses.

    [37:49] Sam Walton: The Inside Story of America's Richest Man (Founders #150)

    [38:37] I’ve always thought of problems as challenges, and this one wasn’t any different. I didn’t dwell on my disappointment. The challenge at hand was simple enough to figure out: I had to pick myself up and get on with it, do it all over again, only even better this time.

    [42:47] Four Seasons: The Story of a Business Philosophy by Isadore Sharp. (Founders #184)

    [45:12] The Autobiography of Andrew Carnegie by Andrew Carnegie (Founders #74)

    [47:08] Sol Price: Retail Revolutionary & Social Innovator by Robert E. Price. (Founders #107)

    [49:56] Sam had a really simple hypothesis for the first Wal Mart: We were trying to find out if customers in a town of 6,000 people would come to our kind of a barn and buy the same merchandise strictly because of price. The answer was yes.

    [52:19] I have always been a Maverick who enjoys shaking things up and creating a little anarchy.

    [54:23] In business we often find that the winning system goes almost ridiculously far in maximizing and/or minimizing one or a few variables. —Charlie Munger

    [55:02] He does something really smart here. And this is something I missed the first time I read the book. He finds a way to force himself to know the numbers for every single store.

    [56:13] Distant Force: A Memoir of the Teledyne Corporation and the Man Who Created It by Dr. George Roberts. (Founders #110)

    [58:11] Driven From Within by Michael Jordan and Mark Vancil. (Founders #213)  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. —Michael Jordan

    [58:43] We paid absolutely no attention whatsoever to the way things were supposed to be done, you know, the way the rules of retail said it had to be done.

    [1:03:15] Estée: A Success Story by Estée Lauder. (Founders #217)

    [1:04:00] One thing I never did—which I’m really proud of—was to push any of my kids too hard. I knew I was a fairly overactive fellow, and I didn’t expect them to try to be just like me.

    [1:06:38] I was never in anything for the short haul.

    [1:10:36] Michael Jordan: The Life by Roland Lazenby. (Founders #212) Like so many NBA players, Drexler was operating mostly off his great store of talent, absent any serious attention to the important details of the game. Jordan had been surprised to learn how lazy many of his Olympic teammates were about practice, how they were deceiving themselves about what the game required.

    [1:11:56] And you can think about Sam constantly learning from everybody else, visiting stores —that is a form of practice. Every single craft has a form of practice. It just is not as obvious as it is in sports.

    [1:13:26] He proceeds to extract every piece of information in your possession.

    [1:15:37]  He has just been a master of taking the best of everything everybody else is doing and adapting it to his own needs.

    [1:18:52] We were serious operators who were in it for the long haul, that we had a disciplined financial philosophy, and that we had growth on our minds.

    [1:19:54] Most people seem surprised to learn that I've never done much investing in anything except Walmart.

    [1:20:42] He's like I just figured out the Walmart's worked. And then all I did was focus on making more of them. You don't have to over-complicate it.

    [1:23:04] If you ask me if I'm an organized person, I would say flat out, no, not at all. Being organized would really slow me down. (Optimize for flexibility)

    [1:24:26] The Difference Between God and Larry Ellison: God Doesn't Think He's Larry Ellison by Mike Wilson (Founders #127): My view is different. My view is that there are only a handful of things that are really important, and you devote all your time to those and forget everything else. If you try to do all thousand things, answer all thousand phone calls, you will dilute your efforts in those areas that are really essential

    [1:26:15]  I think one of Sam's greatest strengths is that he is totally unpredictable. He is always his own person. He is totally independent in his thinking.

    [1:26:45] If you always put limits on everything you do, physical or anything else, it will spread into your work and into your life. There are no limits. There are only plateaus, and you must not stay there, you must go beyond them. —Bruce Lee

    [1:28:40] You can’t possibly know the TAM. You are in the middle of inventing the TAM.

    [1:30:08] There is no speed limit by Derek Sivers

    [1:31:54] Built From Scratch: How A Couple of Regular Guys Grew The Home Depot from Nothing to $30 Billion (Founders #45)

    [1:41:35]  I like to keep everybody guessing. I don't want our competitors getting too comfortable with feeling that they can predict what we're going to do next.

    [1:42:25] He ties that investment int technology with the compounding savings and over the long-term, he's going to destroy his competition just off this one metric alone.

    [1:43:39] Big Brown: The Untold Story of UPS by Greg Niemann. (Founders #192)

    [1:47:56] Sam’s 10 Rules for Building A Business

    [1:48:04] One thing I don’t even have on my list is “work hard.” If you don’t know that already, or you’re not willing to do it, you probably won’t be going far enough to need my list anyway.

    [1:48:51] Commit to your business. Believe in it more than anybody else. I think I overcame every single one of my personal shortcomings by the sheer passion I brought to my work.

    [1:50:54] Control your expenses better than your competition. This is where you can always find the competitive advantage. For twenty-five years running—long before Wal-Mart was known as the nation’s largest retailer—we ranked number one in our industry for the lowest ratio of expenses to sales. 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.

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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

    #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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    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

    #265 Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader

    #265 Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader

    What I learned from rereading Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader by Brent Schlender and Rick Tetzeli

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    [3:11] His mind was never a captive of reality.

    [5:16] A complete list of every Founders episode on Steve Jobs and the founders Steve studied: Steve Jobs’s Heroes

    [7:15] Steve Jobs and The Next Big Thing by Randall Stross (Founders #77)

    [9:05] Steve Job’s Commencement Address

    [9:40] Driven and curious, even when things were tough, he was a learning machine.

    [10:20] He learned how to manage himself.

    [12:45] Anything could be figured out and since anything could be figured out anything could be built.

    [14:10] It was a calculation based on arrogance. — The Fish That Ate the Whale: The Life and Times of America's Banana King by Rich Cohen (Founders #255)

    [18:00] We were no longer aiming for the handful of hobbyists who liked to assemble their own computers. For every one of them there were a thousand people who would want the machine to be ready to run.

    [17:40] He was a free thinker whose ideas would often run against the conventional wisdom of any community in which he operated.

    [19:55] He had no qualms about calling anyone up in search of information or help.

    [20:40] I've never found anybody who didn't want to help me when I've asked them for help.

    I've never found anyone who's said no or hung up the phone when I called. I just asked.

    Most people never pick up the phone and call. Most people never ask.

    [21:50] First you believe. Then you work on getting other people to share your belief.

    [24:55] All the podcasts on Edwin Land:

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

    A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War by Ronald Fierstein (Founders #134)

    Land's Polaroid: A Company and the Man Who Invented It by Peter C. Wensberg (Founders #133)

    The Instant Image: Edwin Land and the Polaroid Experienceby Mark Olshaker (Founders #132)

    Insisting On The Impossible: The Life of Edwin Land and Instant: The Story of Polaroid (Founders #40)

    [25:00] My friend Frederick’s newsletter I was interviewed for

    [30:20] He was an extraordinary speaker and he wielded that tool to great effect.

    [31:00] Never underestimate the value of an ally. — Estée Lauder: A Success Story by Estée Lauder. (Founders #217)

    [32:50] If you go to sleep on a win you’re going to wake up with a loss.

    [33:00] Hard Drive: Bill Gates and the Making of the Microsoft Empire by James Wallace and Jim Erickson (Founders #140)

    [34:20] Software development requires very little capital investment. It is basically intellectual capital. The main cost is the labor required to design and test it. There's no need for expensive factories. It can be replicated endlessly for practically nothing.

    [38:10] He cared passionately and he never dialed it in.

    [39:45] To Pixar And Beyond: My Unlikely Journey with Steve Jobs to Make Entertainment History by Lawrence Levy (Founders #235)

    [42:58] Time carries most of the weight.

    [43:30] People that are learning machines and then refuse to quit are incredibly hard to beat. Steve jobs was a learning machine who refused to quit.

    [44:17] Steve Jobs and The Next Big Thing by Randall Stross (Founders #77)

    [49:40] Creativity Inc by Ed Catmull

    [50:30] There were times when the reactions against Steve baffled Steve.

    I remember him sometimes saying to me: Why are they upset?

    What that said to me was that he didn't intend to get that outcome. It was a lack of skill as opposed to meanness. A lack of skill of dealing with other people.

    [55:50] Creative thinking, at its best, is chalk full of failures and dead ends.

    [56:40] Successful people listen. Those that don’t listen don’t last long. —Michael Jordan: The Life by Roland Lazenby. (Founders #212) 

    [58:40] You can't go to the library and find a book titled The Business Model for Animation. The reason you can't is because there's only been one company Disney that's ever done it well, and they were not interested in telling the world how lucrative it was.

    [1:01:20] The company is one of the most amazing inventions of humans.

    [1:02:25] The only purpose for me in building a company is so that the company can make products. One is a means to the other.

    [1:04:00] Personal History by Katherine Graham (Founders #152)

    [1:10:11] Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs by Ken Kocienda

    [1:11:12] What am I focusing on that sets me apart from my competitors?

    [1:13:00] The channel? We lost $2 billion last year. Who gives a fuck about the channel?

    [1:15:21] Time carries most of the weight. Stay in the game as long as possible.

    [1:16:41] The information he'd glean would go into the learning machine that was his brain. Sometimes that's where it would sit, and nothing would happen. Sometimes he'd concoct a way to combine it with something else he'd seen, or perhaps to twist it in a way to benefit an entirely different project altogether. This was one of his great talents, the ability to synthesize separate developments and technologies into something previously unimaginable.

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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

    #249 Steve Jobs In His Own Words

    #249 Steve Jobs In His Own Words

    What I learned from reading I, Steve: Steve Jobs In His Own Words by George Beahm.

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    [1:05]

    On Steve Jobs

    #5 Steve Jobs: The Biography
    #19 Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader
    #76 Return To The Little Kingdom: Steve Jobs and The Creation of Apple
    #77 Steve Jobs & The NeXT Big Thing
    #204 Inside Steve Jobs' Brain
    #214 Steve Jobs: The Exclusive Biography
    #235 To Pixar And Beyond: My Unlikely Journey with Steve Jobs to Make Entertainment History

    Bonus Episodes on Steve Jobs

    Insanely Simple: The Obsession That Drives Apple's Success (Between #112 and #113)
    Creative Selection: Inside Apple's Design Process During the Golden Age of Steve Jobs (Between #110 and #111)

    On Jony Ive and Steve Jobs

    #178 Jony Ive: The Genius Behind Apple's Greatest Products

    On Ed Catmull and Steve Jobs

    #34 Creativity Inc: Overcoming The Unseen Forces That Stand In The Way of True Inspiration

    On Steve Jobs and several other technology company founders

    #157 The Innovators: How a Group of Hackers, Geniuses, and Geeks Created the Digital Revolution

    #208 In the Company of Giants: Candid Conversations With the Visionaries of the Digital World

    [3:13] We're not going to be the first to this party, but we're going to be the best.

    [4:54] Company Focus: We do no market research. We don't hire consultants. We just want to make great products.

    [5:06] The roots of Apple were to build computers for people, not for corporations. The world doesn't need another Dell or Compaq.

    [5:52] Nearly all the founders I’ve read about have a handful of ideas/principles that are important to them and they just repeat and pound away at them forever.

    [7:00] You can oftentimes arrive at some very elegant and simple solutions. Most people just don't put in the time or energy to get there.

    [8:09] I think of Founders as a tool for working professionals. And what that tool does is it gets ideas from the history of entrepreneurship into your brain so then you can use them in your work. It just so happens that a podcast is a great way to achieve that goal.

    [8:48] Tim Ferriss Podcast #596 with Ed Thorp

    [8:50] A Man for All Markets: From Las Vegas to Wall Street, How I Beat the Dealer and the Market by Ed Thorp. (Founders 222)

    [10:43] In most people's vocabularies, design means veneer. It's interior decorating. It's the fabric of the curtains and the sofa. But to me, nothing could be further from the meaning of design. Design is the fundamental soul of a man-made creation that ends up expressing itself in successive outer layers of the product or service.

    [12:05] The Essential Difference: The Lisa people wanted to do something great. And the Mac people want to do something insanely great. The difference shows.

    [14:21] Sure, what we do has to make commercial sense, but it's never the starting point. We start with the product and the user experience.

    [15:57] Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader by Brent Schlender and Rick Tetzeli. (Founders #19)

    [16:41] We had a passion to do this one simple thing.

    [16:51] And that's really important because he's saying I wasn't trying to build the biggest company. I wasn't trying to build a trillion dollar company. It wasn't doing any of that. Those things happen later as a by-product of what I was actually focused on, which is just building the best computer that I wanted to use.

    [17:14] In the Company of Giants: Candid Conversations With the Visionaries of the Digital World by Rama Dev Jager and Rafael Ortiz.  (Founders #208 )

    [17:41] It comes down to trying to expose yourself to the best things that humans have done and then try to bring those things in to what you're doing. Picasso had a saying: good artists copy, great artists steal. And we have always been shameless about stealing great ideas.

    [20:29] Our belief was that if we kept putting great products in front of customers, they would continue to open their wallets.

    [21:06]  A Mind at Play: How Claude Shannon Invented the Information Age by Jimmy Soni and Rob Goodman (Founders #95) “A very small percentage of the population produces the greatest proportion of the important ideas. There are some people if you shoot one idea into the brain, you will get half an idea out. There are other people who are beyond this point at which they produce two ideas for each idea sent in.”

    [22:29] Edwin land episodes:

    Insisting On The Impossible: The Life of Edwin Land and Instant: The Story of Polaroid (Founders #40)

    The Instant Image: Edwin Land and The Polaroid Experience by Mark Olshaker. (Founders #132)

    Land’s Polaroid: A Company and The Man Who Invented It by Peter C. Wensberg. (Founders #133)

    A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War by Ronald K. Fierstein. (Founders #134)

    [25:01] Macintosh was basically this relatively small company in Cupertino, California, taking on the goliath, IBM, and saying "Wait a minute, your way is wrong. This is not the way we want computers to go. This is not the legacy we want to leave. This is not what we want our kids to be learning. This is wrong and we are going to show you the right way to do it and here it is and it is so much better.

    [27:47] Jony Ive: The Genius Behind Apple's Greatest Productsby Leander Kahney. (
    (Founders #178)

    [29:00] Enzo Ferrari: Power, Politics, and the Making of an Automobile Empire by Luca Dal Monte (Founders #98)

    [34:39] On meeting his wife, Laurene: I was in the parking lot, with the key in the car, and I thought to myself: If this is my last night on earth, would I rather spend it at a business meeting or with this woman? I ran across the parking lot, asked her if she'd have dinner with me. She said yes, we walked into town, and we've been together ever since.

    [37:26] It's not about pop culture, and it's not about fooling people, and it's not about convincing people that they want something they don't. We figure out what we want. And I think we're pretty good at having the right discipline to think through whether a lot of other people are going to want it, too. That's what we get paid to do.

    [41:29] Constellation Software Inc. President's Letters by Mark Leonard. (Founders #246)

    [42:30] Made in Japan: Akio Morita and Sony by Akio Morita. (Founders #102)

    [44:36] Victory in our industry is spelled survival.

    [45:21] Once you get into the problem you see that it's complicated, and you come up with all these convoluted solutions. That's where most people stop, and the solutions tend to work for a while. But the really great person will keep going, find the underlying problem, and come up with an elegant solution that works on every level.

    [48:15] Churchill by Paul Johnson (Founders #225)

    [48:25] I would trade all my technology for an afternoon with Socrates.

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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

    #96 James J. Hill (Empire Builder of the Northwest)

    #96 James J. Hill (Empire Builder of the Northwest)

    What I learned from reading James J. Hill: Empire Builder of the Northwest by Michael P. Malone.

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    James J. Hill demonstrates the impact one willful individual can have on the course of history [1:00]

    If you want to know whether you are destined to be a success or a failure in life, you can easily find out. The test is simple and it is infallible: Are you able to save money? If not, drop out. You will lose. You may think not, but you will lose as sure as you live. The seed of success is not in you. –James J. Hill [3:30]

    Early life and education [7:58]

    What James Hill learned from history: The power of one dynamic individual [9:09]

    Hill strikes out for adventure [10:48]

    Hill makes it a priority to seek out mentors to learn from [14:44]

    Starting his first business [18:22]

    Hill’s strategies on building businesses & insights into his business philosophy [21:50]

    Hill’s edge: An obsession with knowing every detail of his business [29:22]

    Burn the boats/ going all in/ when you have an edge, bet heavily [34:31]

    Stay close to where the money is being spent [36:51]

    Hill had an edge because he took the time to educate himself more than others would [38:49]

    The power of maintaining your focus [40:00]

    The best defense against invading railroads was a better built system that could operate at lower rates [45:05]

    Great idea to think of your business as a living organism [55:40]

    A well run business is built slowly [56:32]

    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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