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    #342 The Lessons of History (Will & Ariel Durant)

    en-usMarch 18, 2024
    What lessons about life do the Durants emphasize?
    How does technology affect geographic influences in history?
    Why is education vital for civilization's progress?
    What is the significance of creative individuals in history?
    How does the proposed AI tool 'Sage' function?

    Podcast Summary

    • Focus on what truly matters in lifeEmbrace modesty and prioritize wisely to make the most of our brief existence, as history shows us that geographic factors have less impact on our lives with the advancement of technology.

      Key takeaway from "The Lessons of History" by Will and Ariel Durant is the importance of modesty and ruthless prioritization in the face of the finiteness of life. The authors remind us that human history is a brief moment in the vast expanse of time and space, and that we are all destined to become fossils in the soil. This perspective encourages us to focus on what truly matters, such as founders, family, and friends, and to not waste time on trivial pursuits. The authors also emphasize the diminishing influence of geographic factors as technology advances. By keeping these lessons in mind, we can live more intentional and meaningful lives.

    • The impact of technology on the diminishing role of geography in historyFrom the invention of the automobile to AI systems, technology has reduced the impact of geographic barriers on human movement and communication, shaping the course of history

      The influence of geographic factors on history has diminished as technology has advanced. This trend became apparent during the lifetime of Will Durant, who wrote about the impact of technology on civilization from 1885 to 1981. During this period, numerous significant technological advancements were made, including the invention of the automobile, radio, penicillin, and the personal computer. These inventions reduced the impact of geographic barriers on human movement and communication. Today, technology continues to accelerate, with AI systems like ChatCPT helping to index and summarize information at an unprecedented rate. As technology advances, other factors, such as biology and competition, will likely also diminish in their impact on history. The main theme of the next chapter is that our job is to make our companies and ourselves better equipped to meet the test of survival in the face of these evolving challenges. The laws of biology, including evolution and the struggle for existence, provide fundamental lessons for navigating this ever-changing landscape.

    • Competition and Selection in LifeLife's a competition for resources, power, and survival, leading to winners and losers. Adaptation, innovation, and differentiation are keys to success. Inequality is natural, but continuous improvement is essential.

      That life is both a competitive and selective process. According to Will and Ariel Durant, competition is the driving force behind the survival and progress of individuals, groups, and species. It is a fundamental aspect of life, from the animal kingdom to human civilization. The struggle for resources, power, and survival leads to the emergence of winners and losers, and those who are better equipped to meet the challenges of their environment are more likely to succeed. The second lesson is that life is also a process of selection. In the competition for resources and survival, some organisms, companies, and individuals thrive while others do not. The ability to adapt, innovate, and differentiate oneself is key to success. Inequality is a natural and inevitable consequence of this process, and economic development only serves to increase the gap between those who are able to optimize their abilities and those who are not. To succeed in this competitive and selective world, it is essential to understand the importance of competition and differentiation, and to continually strive to improve and adapt in order to meet the challenges of survival and progress.

    • The Age of Infinite Leverage: Specialization, Inequality, and Human NatureEconomic development leads to specialization, inequality, and the importance of mastering your craft. Freedom and equality are incompatible, and utopias of equality are unrealistic. Human nature remains constant, driving both the rich and the poor.

      Economic development leads to specialization, inequality, and the importance of becoming the best in your craft due to the age of infinite leverage. Freedom and equality are incompatible, and utopias of equality are biologically doomed. Human nature remains constant throughout history, and the poor have the same impulses as the rich, with less opportunity or skill to implement them. Successful rebels often adopt the methods they once condemned. This discussion emphasizes the importance of optimizing for your craft, recognizing the reality of inequality, and understanding the consistency of human nature throughout history.

    • Adapting New Responses to Environmental SurvivalSuccessful rebels or innovators experiment with new methods, shape history, and inspire imitation by the majority, even in the face of corruption and time-tested ideas.

      Successful rebels or innovators often adopt methods they previously condemned in the established order, but new situations require novel responses and a capacity for experimentation. Individuals who become heroes or agents of change emerge from their time and environment, and their ideas and actions shape history. The imitation of the minority by the majority follows the original individual in adapting new responses to environmental survival. While time-tested ideas are generally valuable, new ideas are not always inferior, and understanding enduring human needs can lead to successful businesses. Throughout history, men and women have gambled, and governments and individuals have been corrupt. These realities persist, providing opportunities for innovation and adaptation.

    • Lessons from Religions and Successful BusinessesSuccessful businesses and entrepreneurs repeat core principles and values to guide actions and ensure survival, like religions do.

      Identifying enduring human needs and building a business around them is a key to success. This lesson can be learned from the longevity and consistency of religions, which have lasted longer than companies and countries. Religions function as a source of comfort and guidance for people, and their repetition of teachings and gatherings serve to reinforce beliefs and actions. Similarly, successful companies and entrepreneurs, like Jeff Bezos and Steve Jobs, repeat and revisit core principles and values to guide their actions and ensure survival. History, in turn, validates the importance of survival and the success of those who can endure. As Steve Jobs famously said, "Victory in our industry is spelled survival."

    • Financial security and resource management during economic chaosEffective financial management, including liquidity and caution with leverage, allows companies to thrive during economic turmoil. Resource management and the ability to rise to the top of economic systems also contribute to success.

      Having a strong financial foundation and being cautious with leverage allows companies to not only survive but thrive during economic chaos, enabling them to invest aggressively while others scramble for survival. Warren Buffett's approach, as outlined in his shareholder letters, emphasizes the importance of financial security and liquidity. Additionally, history shows that those who can effectively manage resources, whether it be people, money, or ideas, rise to the top of economic systems. The concentration of wealth is a natural result of the unequal distribution of human abilities, but it also needs to be alleviated periodically through redistribution. And finally, history demonstrates that economic systems rely on a profit motive to drive productivity, and the more complex and technologically advanced a society becomes, the greater the wealth disparities.

    • The most common and longest lasting form of government is oligarchy due to human differences and difficulty of majority organizationHistory shows that oligarchy is the most enduring form of government, driven by human nature's competitive traits and the difficulty of organizing majorities

      Throughout history, oligarchies have been the most common and longest lasting form of government. This is due to the inherent difference in abilities among human beings and the difficulty for a majority to be organized and united for specific action. The concentration of abilities in a minority leads to minority rule, which is as inevitable as the concentration of wealth. War, or competition, is a constant in history and has not diminished with civilization or democracy. It drives innovation, ideas, and progress. The causes of war are the same as the causes of individual competition, and nations must be prepared to defend themselves when their essential interests are at stake. The lesson drawn from studying over a thousand years of human history is that self-preservation justifies silence for the Ten Commandments, and human nature being competitive, states should reflect this trait. The book's growth and decay chapter is especially interesting, discussing civilizations.

    • The role of creative minds in civilization's survival and progressCreative minds with clarity and energy are vital for overcoming challenges and advancing civilization. History shows that civilizations rise, decline, and die, but the survival of creative minds ensures the continuation of ideas and human progress.

      The presence of creative individuals with clarity of mind and energy of will is crucial for meeting new challenges and ensuring the survival and progress of civilizations, including businesses. History shows that civilizations, like individuals, experience growth, decline, and death, but the selective survival of creative minds allows for the continuation of ideas and the advancement of human knowledge and civilization. Our capacity for worry and discontent is endless, but by studying history and realizing that our experiences and emotions are not unique, we can gain perspective and control our minds to make the most of this one magnificent odyssey called life. The enduring elements of civilization, such as fire, language, and social organization, have been passed down through generations and continue to shape our world today. Education is essential for the transmission of civilization and progress, and each generation must learn and earn it anew.

    • Appreciating the Lessons of HistoryExplore history for inspiration and knowledge, and use AI tools to learn from great entrepreneurs' experiences.

      History is not just a record of man's mistakes and crimes, but also a source of inspiration and knowledge. The past is a "celestial city" where great minds continue to live and teach us valuable lessons. Will and Ariel Durant encourage us to appreciate the civilized heritage we have inherited and strive to add meaning to our own lives. Regarding practical applications, the speaker has been developing a tool called Founders Notes, which functions like an AI assistant trained on all the transcripts and notes from the podcast. Users can ask it questions, and it provides answers based on the collective knowledge of history's greatest entrepreneurs. The speaker is currently crowdsourcing the best questions and answers to create a targeted curriculum for entrepreneurs. Examples of questions include seeking advice on finding new customers, leadership lessons, and insights into how historical figures like Andrew Carnegie and Edwin Land built their businesses.

    • A new AI assistant tool named 'Sage' synthesizes knowledge from podcasts and generates summariesThe new AI assistant tool 'Sage' distills wisdom from podcasts and offers on-demand access to the accumulated knowledge of history's greatest minds, improving decision-making over a career.

      The new AI assistant tool being developed is a game-changer for accessing and utilizing the accumulated knowledge from various sources, particularly podcasts. This tool, which the speaker is considering naming "Sage," functions as a synthesizer, combining different ideas and creating summaries from extensive searches of transcripts and notes. The name "Sage" was suggested by a tester due to its definitions as a profoundly wise person, reflecting the deep understanding and sound judgment that the tool offers. For individuals investing time and resources into learning from successful entrepreneurs and leaders, this tool is an invaluable resource, providing on-demand access to the distilled wisdom of history's greatest minds. The tool's ability to make well-considered decisions and improve decision-making over the course of a career further highlights its potential impact.

    • New feature for Founders Notes undergoing additional testing before public releaseSpeaker is carefully testing new feature internally, confident in its potential but prioritizing reliability and performance for larger user base, actively addressing user feedback and continuing to improve AI models.

      The speaker is excited to release a new feature for his product, Founders Notes, but is being cautious about releasing it to the public due to its reliability and potential impact on performance with a larger user base. He has been testing it internally for several weeks and has found it to be reliable, but wants to do additional testing before making it available to everyone. He is confident in the feature's potential, as it will continue to improve with the addition of more transcripts, notes, and highlights, as well as the underlying AI models getting better over time. He encourages users to email him if they encounter any issues and assures them that he will be actively working to fix them. The speaker also reflects on the inspiration and learning he gained from attending a conference with successful entrepreneurs and business leaders, emphasizing the importance of continuously improving and avoiding complacency. Overall, the speaker is dedicated to providing a valuable tool for users and will be actively working to ensure its reliability and effectiveness.

    • A valuable resource for entrepreneursFounders Notes offers a searchable database of notes and highlights from books and podcasts, saving time and providing valuable insights from successful entrepreneurs.

      Founders Notes is a valuable resource for entrepreneurs, offering a searchable database of notes and highlights from various books, as well as transcripts from the Founders Notes podcast. This tool allows users to quickly access key ideas from multiple sources, saving time and providing a wealth of knowledge. The highlight feed, which presents notes and highlights in a random order, acts as a curated feed of ideas from successful entrepreneurs. Additionally, the Books feature allows users to explore specific books, read previous notes and highlights, and gain a solid understanding of the main concepts. Overall, Founders Notes is an essential tool for entrepreneurs seeking to learn from the experiences and insights of successful founders. To access this resource, visit foundersnotes.com.

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    (49:00) When you are trying to convince an audience to accept a radical innovation, almost by definition the idea is so far from the status quo that many people simply cannot get their minds around it. They quickly discovered that the marketplace wasn’t just confused by the concept of the microprocessor, but was actually frightened by its implications. Many of my engineering friends scoffed at it was a gimmick. Their solution? The market had to be educated. At one point, Intel was conducting more seminars and workshops on how to use the microprocessor than the local junior collage’s total catalog of courses. Bob Noyce, Gordon Moore, and Andy Grove became part of a traveling educational roadshow. Everyone who could walk and talk became educators. It worked.  —  The Intel Trinity: How Robert Noyce, Gordon Moore, and Andy Grove Built the World's Most Important Company by Michael Malone. 

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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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    Get access to Founders Notes here

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    Build relationships with other founders, investors, and executives at a Founders Event

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

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

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

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

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

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

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

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

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

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

    Charlie Munger: The Complete Investor by Tren Griffin

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

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

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

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    #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

    #99 Carroll Shelby (My name is Carroll Shelby and performance is my business)

    #99 Carroll Shelby (My name is Carroll Shelby and performance is my business)

    What I learned from reading Carroll Shelby: The Authorized Biography by Rinsey Mills. 

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    [3:27] I love everything about this person. I like the way he thought. I like the way he lived his life.

    [3:38] It is almost unbelievable all the different events that could happen in one human lifetime.

    [3:52] He lived to 89 years old and he used every single year that he was alive.

    [5:22] He could talk his way out of anything.

    [6:40] He knew what he wanted. He didn't want anybody else telling him what to do.

    [7:41] He had a love for anything that would go fast.

    [10:48] He didn’t know what to do with his life.

    [15:54] Follow your natural drift. —Charlie Munger

    [17:00] I can't work for anybody.

    [18:42]  He has fun his entire life. As soon as they stop being fun he runs away.

    [22:20] A Man for All Markets: From Las Vegas to Wall Street, How I Beat the Dealer and the Market by Ed Thorp. (Founders #93 and #222) 

    [24:17]  Money only solves money problems.

    [26:32] Scratching around doing insignificant races with inferior machinery wasn't an option in which he could see any future.

    [27:26] Whatever setbacks he encountered he was invariably able to bounce back through a combination of self-belief and an aptitude for making other people believe in him.

    [27:45] Enthusiasm and passion are universal attractive traits.

    [28:05] Go Like Hell: Ford, Ferrari, and Their Battle for Speed and Glory at Le Mans by A.J. Baime. (Founders #97) and Enzo Ferrari: Power, Politics, and the Making of an Automobile Empire by Luca Dal Monte. (Founders #98) 

    [30:29] The Purple Cow by Seth Godin

    [32:22] Distant Force: A Memoir of the Teledyne Corporation and the Man Who Created It by Dr. George Roberts. (Founders #110)

    [32:38] Having extreme focus in the information age is a superpower.

    [36:13] Racing was a means to an end. He wanted to build his own car. That was his main goal.

    [42:34] He still didn't know quite how he was going to do it but if he was finally going to produce his own sports car.

    [53:48] All big things start small.

    [58:31] 12 months after Shelby was deeply depressed his life is completely different and the Shelby Cobra starts to take shape.

    [1:00:06] A summary of the early days of Shelby Automotive: Everything had to be done tomorrow and by the cheapest method possible.

    [1:01:12] It wasn't uncommon for them to work until two or three in the morning and be back down there at 7:30 the next morning.

    [1:02:22] There's just something special about a group of highly talented, smart people working together for a common goal.

    [1:03:48] Shelby hates company politics. That is why he wanted to run a smaller company.

    [1:17:30] My name is Carroll Shelby and performance is my business. 

    “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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    #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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    #132 Edwin Land (Steve Jobs's Hero)

    #132 Edwin Land (Steve Jobs's Hero)

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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    #98 Enzo Ferrari (the making of an automobile empire)

    #98 Enzo Ferrari (the making of an automobile empire)

    What I learned from reading Enzo Ferrari: Power, Politics, and the Making of an Automobile Empire by Luca Dal Monte.

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    [0:01] Ferrari was animated by an extraordinary passion that led him to build a product with no equal

    [3:52] Lee Iacocca on why Enzo Ferrari will go as the greatest car manufacturer in history: "Ferrari spent every dollar chasing perfection." 

    [8:50] Business lessons from his father  

    [11:47] Enzo Ferrari was not interested in school. He wanted to start working immediately. 

    [16:36] The deaths of his father and brother 

    [18:20] No job. No money. No connections. A young man desperate to succeed in life. 

    [23:06] He learned something that he would never forget for the rest of his life: Not even the best driver had any chance of victory if he was not at the wheel of the best car

    [24:20] Starting his first business which ends in bankruptcy.

    [28:31] Enzo learned from those who already accomplished what he was trying to do. 

    [31:10] He does the best possible job at whatever task he is given. Even if he doesn't want to do it. Enzo focuses on being useful. 

    [33:35] A young Enzo Ferrari is plagued with doubts and close to a nervous breakdown. 

    [38:28] The large leave gaps for the small: The start of Scuderia Ferrari. 

    [49:38] Enzo Ferrari at 33 years old. 

    [51:30] For Enzo Ferrari it was always day 1.

    [52:33] Alfa Romeo pulls the plug/the end of Scuderia Ferrari, the birth of Ferrari.

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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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    #244 Harry Snyder (In-N-Out Burger)

    #244 Harry Snyder (In-N-Out Burger)

    What I learned from reading In-N-Out Burger: A Behind-the-Counter Look at the Fast-Food Chain That Breaks All the Rules by Stacy Perman.

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    [2:03] This is an absorbing case study on how a family business came to be at the center of its own cheerful cult.

    [2:42] Aliens, Jedi, & Cults: A Mental Model for Potential

    [5:05] Stripe gave me a mental model for potential. An alien founder assembles a group of Jedi to start a cult and go on a mission together.

    [5:28] The developers raving about Stripe formed the cult.

    [6:37] If you are searching for a project with potential, watch out for the alien founder, Jedi team, and cult following of people on a messianic mission.

    [7:58] A few years ago I started notice that people were getting Tesla tattoos. It is very hard to ever short something where people are tattooing the brand on their body.   — Josh Wolfe

    [8:38] Becoming Trader Joe: How I Did Business My Way and Still Beat the Big Guys  (Founders #188) Word of mouth is the most effective advertising of all. I have been known to say that there's no better business to run than a cult. Trader Joe's became a cult of the overeducated and underpaid, partly because we deliberately tried to make it a cult once we got a handle on what we were actually doing, and partly because we kept the implicit promises with our clientele.

    [9:12] List of David Ogilvy podcasts:

    Ogilvy on Advertising (Founders #82)

    Confessions of an Advertising Man (Founders #89)

    The King of Madison Avenue: David Ogilvy and the Making of Modern Advertising(Founders #169)

    The Unpublished David Ogilvy (Founders #189)

    [9:17] Word of mouth is the most effective advertising of all. In and Out has that, Tesla has that, Stripe has that, Bitcoin has that, Trader Joe's has that, Apple has that.

    [10:35] Conspiracy: Peter Thiel, Hulk Hogan, Gawker, and the Anatomy of Intrigue and Zero to One: Notes on Startups, or How to Build the Future (Founders #31) The best startups might be considered slightly less extreme kinds of cults. The biggest difference is that cults tend to be fanatically wrong about something important. People at a successful startup are fanatically right about something those outside it have missed.

    [11:33] In and Out was fanatically right about something that companies like McDonald’s, Wendy's and others, missed.

    [11:43] The most important sentence in the book: "Keep it real simple. Do one thing and do it the best you can.”

    [12:55] The family owned, fiercely independent chain has remained virtually unchanged since its inception in 1948.

    [14:53] It is known as the anti-chain with the cult-like mystique. The anti-chain is a perfect way to describe In and Out’s approach to building their business.

    [19:48] Harry's drive and tenacity were propelled by the uncertainty of watching his parents labor to provide for his family. Harry grew into a disciplined fellow with a strong sense of responsibility.

    [27:50] The Everything Store: Jeff Bezos and the Age of Amazon (Founders #179)

    [28:15] Sol Price: Retail Revolutionary & Social Innovator (Founders #107)

    [28:55] I have always said that competition just makes you stronger. You shouldn't be afraid of the competition. They make you stay on top of your game. They keep you on your toes.

    [29:23] You don't ever cut corners when it comes to the quality of your product.

    [30:23] There is no cult-like following for shitty products.

    [33:21] This dude is obsessed with simplicity.

    [33:44] Insanely Simple: The Obsession That Drives Apple's Success Never underestimate the degree to which people crave clarity and respond positively to it.

    [36:26]  If he was alive today and you could ask him for advice I think he would just say do it yourself.

    [37:18] This is an important distinction —and I think also how you get to a cult-like following—he's not interesting in being the biggest, he's interested in being the best.

    [38:34] If you’re efficient, you’re doing it the wrong way. The right way is the hard way. The show was successful because I micromanaged it—every word, every line, every take, every edit, every casting. That’s my way of life.

    [39:47] He refused to sacrifice quality for the sake of profits.

    [40:05] From the start, In-N-Out ran a customer-driven shop.

    [41:00] Authentic: A Memoir by the Founder of Vans (Founders #216)

    [44:07] He believed in paying for quality and that included wages.

    [44:31] Why would you skimp on the level of quality people you work with? That's insane to me — it just makes no sense at all.

    [44:48] Les Schwab Pride In Performance: Keep It Going!

    [45:42]  Embrace hard work, ignore fads, identify what's important to you, and repeat it for decades.

    [46:39] The Sugar King of Havana: The Rise and Fall of Julio Lobo, Cuba's Last Tycoon(Founders #237)

    [50:00] Catering to the car-reliant customer, Harry focused on putting his drive-throughs right next to off-ramps of the fast-expanding freeway system. The growing Southern California freeway network became a significant factor in In-N-Out's own rising popularity.

    [50:45] He's got a handful of really simple principles he refuses to deviate from. He focuses on quality and does that for decade after decade, He's giving us somewhat of a blueprint to build a cult-like following. People respond to this because you've put their interest ahead of your own.

    [51:56] Nuts!: Southwest Airlines' Crazy Recipe for Business and Personal Success(Founders #56)

    [56:50] You don't build a cult following by trying to wring more money out of cheaper products.

    [58:19] I'm focused on the customer. I'm focused on quality. My competitors are focused on a spreadsheet.

    [59:56] Limit the number of details to perfect and make every detail perfect. That is exactly what Harry Snyder did.

    [1:00:41] From his perspective, In-N-Out was simply a different creature than its competitors.

    [1:01:07] He was very much about problem solving before it became a problem.

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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