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    #88 Warren Buffett's Shareholder Letters— All of them!

    en-usSeptember 08, 2019

    Podcast Summary

    • From small beginnings to a mighty oak: Buffett's journey with Berkshire HathawayBuffett's success came from maintaining a strong financial position, acquiring companies, and holding onto them forever, even during losses.

      Warren Buffett's success with Berkshire Hathaway started from small beginnings, just like an acorn growing into a mighty oak. In the early days, Buffett inherited a textile business that was highly cyclical, meaning it went through periods of profit and loss. Buffett's strategy was to maintain a strong financial condition and acquire more companies to build a buffer. Despite the challenges of holding onto unprofitable businesses for too long, Buffett's goal was to keep them forever. His unwavering commitment to this strategy, even when it meant holding onto losing businesses for an extended period, eventually led to Berkshire Hathaway's enormous success. Buffett's willingness to share his methods and act as a teacher to his students provides valuable insights into his approach to business and investing.

    • Lessons from Warren Buffett's mistakes and challengesMaking mistakes and encountering challenges are inevitable for business leaders, but maintaining financial strength and adaptability are crucial for overcoming setbacks and achieving success.

      Even the most successful business leaders, like Warren Buffett, make mistakes and encounter challenges. Buffett's shareholder letters reveal that he's made many "dumb ideas" and "dumb decisions," but these setbacks didn't prevent him from building a successful business. Another important lesson is the value of maintaining a strong financial position. Buffett emphasizes the importance of having liquid assets and a strong financial condition to take advantage of opportunities and weather uncertainties. He also shares his philosophy of investing in marketable common stocks to earn greater income and participate in the earnings of businesses outside of Berkshire's textile industry. These lessons demonstrate that resilience, adaptability, and financial strength are essential for business success.

    • Buffett's strategic shift from textiles to diversificationBuffett's focus on profit over size led him to diversify Berkshire Hathaway beyond textiles, resulting in successful investments in insurance, publishing, and banking.

      Warren Buffett, the CEO of Berkshire Hathaway, made a strategic decision to diversify the company's earnings beyond the textile industry in the late 1960s. Buffett, who had been leading the company since its inception, emphasized the importance of profit over size. He sold profits from textile sales and invested in unrelated industries such as insurance and publishing. Buffett's focus on underwriting at a profit rather than volume for the sake of size allowed him to invest money that he was paid to take, rather than having to come up with it himself. This diversification proved successful, with notable investments in the insurance industry and the publishing business, including Sun Newspapers and Blacker Printing Company, and later in the Washington Post. Buffett's approach differed from other textile industry managers, who continued to invest heavily in the industry despite poor returns. In 1969, the acquisition of 97.7% of the stock of the Illinois National Bank and Trust Company marked a significant expansion into banking. Overall, Buffett's willingness to diversify and focus on profit over size has been a key factor in Berkshire Hathaway's success.

    • Buffett's focus on profitability led to above-average returnsBuffett's relentless focus on profitability, financial strength, and cost-cutting efforts helped his struggling business outperform industry averages.

      Warren Buffett's focus on profitability and financial strength allowed his business, which included a struggling textile industry, to outperform the average American industry earnings despite challenges. Buffett's efficient banking business in Illinois faced obstacles due to unit banking laws and underperforming textile industry. However, his diversification into insurance operations and reinsurance, as well as cost-cutting efforts in the textile business, helped the company achieve above-average returns. Buffett's relentless focus on profitability and financial strength, as described by others as an obsession, paid off in the long run. Despite the textile business's poor fundamental economics, Buffett's brilliant operators kept the business afloat, ultimately resulting in a successful business venture.

    • Acquiring businesses with strong management teams in the 70sBuffett's investment philosophy focused on acquiring businesses with strong management, maintaining a strong financial position, and allowing autonomy for growth.

      Warren Buffett's investment philosophy in the 1970s revolved around acquiring businesses with strong management teams and a focus on profitability. Buffett emphasized the importance of working with honest and trustworthy individuals, as many of the businesses he acquired were family-owned and the founders wanted to ensure their companies would continue to thrive after the sale. Buffett and his partner Charlie Munger believed in maintaining a strong financial position and allowing the acquired businesses to operate autonomously. This structure, which prioritized capital allocation and decentralized management, enabled Berkshire Hathaway to grow into a successful conglomerate despite their disdain for bureaucracy. The acquisitions of the late 1960s and early 1970s, such as Home and Automobile Insurance Company, proved to be financially and humanly successful, contributing to Berkshire Hathaway's long-term growth.

    • Identifying hidden value in unpromising assetsBuffett and Munger saw value in Blue Chip Stamps' large float of money and used it to invest in profitable opportunities, such as See's Candies, Wesco Financial Corporation, and the Buffalo Evening News, generating significant returns for Berkshire.

      Warren Buffett and Charlie Munger's early success with Berkshire Hathaway came from their ability to identify hidden value in seemingly unpromising assets. This was exemplified by their purchase of a diversified retailing company, Blue Chip Stamps, in the late 1960s. Despite the fact that the trading stamp business was in decline and generating lower earnings than expected, Buffett and Munger saw value in the large float of money that the business held. They believed that this float, which represented other people's money, could be used to invest in more profitable opportunities. They ultimately used the float to buy See's Candies, Wesco Financial Corporation, and the Buffalo Evening News, generating significant returns for Berkshire. This early win demonstrates Buffett's investment philosophy of looking beyond current earnings and focusing on the intrinsic value of an asset.

    • Warren Buffett and Charlie Munger's Long-Term Investment StrategyFocusing on competent management, favorable economics, and undervalued companies allows for long-term success in investing, even during market downturns. Buffett's equanimity towards market fluctuations and emphasis on business performance enables him to maintain financial strength and withstand challenges.

      Warren Buffett and Charlie Munger's long-term investment strategy, despite occasional losses and market fluctuations, has led to a high overall return on capital employed. Their focus on competent and honest management, favorable economic characteristics, and purchasing undervalued companies has allowed them to weather market downturns and maintain a strong financial position. Buffett's equanimity towards market fluctuations and emphasis on business performance have proven successful, as they continue to hold onto their investments and buy more profitable businesses as opportunities arise. Their liquidity and financial strength enable them to withstand market fluctuations without being forced to sell at unfavorable times. Despite the challenges faced in their textile division, their belief in the long-term value of their investments remains unwavering.

    • Focusing on profitable businesses with competent managementWarren Buffett and Charlie Munger prioritize long-term business performance over short-term market prices, emphasizing the importance of competent management and favorable economic character in their investment strategy.

      Warren Buffett and Charlie Munger believe in focusing on profitable businesses with competent management and ignoring market fluctuations, even if it means having a concentrated portfolio. They emphasize the importance of long-term business performance over short-term market prices. Buffett warns against unwise competition during periods of temporary prosperity and the importance of being prepared to reduce volume and only write policies that will make a profit. Munger also emphasizes the importance of simplicity in investing and the idea that a few wonderful businesses can make an investor wealthy. Buffett and Munger's investment strategy involves looking for businesses with favorable long-term economic character, competent and honest management, an attractive purchase price, and an industry they're familiar with. They believe it's difficult to find investments meeting these requirements and that's why they concentrate their holdings in a smaller number of attractive investments.

    • Importance of favorable market conditions and managerial disciplineWarren Buffett's success in businesses stems from being in favorable market conditions and exhibiting unusual managerial discipline. Avoid industries with headwinds and focus on profitable opportunities.

      Warren Buffett emphasizes the importance of being in businesses with favorable market conditions and exhibiting unusual managerial discipline. In the textile industry, Buffett kept the business despite its challenges due to the significant impact it had on the local communities. However, he learned the hard way that being in industries prone to headwinds instead of tailwinds can lead to average results, even with good management. In the insurance industry, Buffett practiced unusual managerial discipline by accepting reduced volume and focusing on profitable business, rather than fighting for unprofitable market share. This principle can be applied to various aspects of life, encouraging discipline, learning, and avoiding common pitfalls.

    • Effective management crucial in insurance, Buffett emphasizes unusual discipline and competenceBuffett prefers insurance businesses for their reliance on promises, avoids undifferentiated, high capital intensive goods, and buys parts of companies through common stock

      Effective management is crucial in industries with little differentiation and low barriers to entry, such as insurance. Warren Buffett emphasizes the importance of unusual discipline and competence in running insurance businesses due to their reliance on promises and the lack of important advantages like trademarks, patents, or raw material sources. Buffett avoids businesses offering undifferentiated goods and being high capital intensive, as they tend to have modest profits in relation to capital. He prefers buying parts of businesses through common stock rather than acquiring the entire company, as skilled managers often yield better returns. Despite making mistakes and experiencing failures, Buffett continues to expand his insurance operations, recognizing that perfection is not required to build a great company.

    • Give excellent management freedom to run a companyFocus on buying 'fantastic businesses at fair prices' instead of poor businesses at bargain prices

      It's often more effective for shareholders to let excellent management run a company, rather than trying to influence or control policies. Companies like Safeco and GEICO, which have a track record of efficient operations and cost management, should be allowed to continue doing what they do best. The manager of a high-cost business may be surprisingly resourceful in finding ways to add to overhead, while the manager of a tightly run operation continues to find ways to cut costs. However, even the best managers can make mistakes, as Warren Buffett learned when he expanded into the struggling textile industry. Despite a seemingly bargain price, the purchase was ultimately a mistake. Instead, Buffett's advice to investors is to focus on buying "fantastic businesses at fair prices," rather than poor businesses at bargain prices. This approach has proven to be more successful over the long term.

    • Invest in good businesses at fair pricesWarren Buffett emphasizes investing in high-quality assets and aligning with long-term, stable investors. Berkshire Hathaway's approach includes extreme centralization of financial decisions and decentralization of operational authority, enabling quick decision-making and talent retention.

      Warren Buffett emphasizes the importance of investing in good businesses at fair prices rather than trying to turn around poor businesses at bargain prices. Buffett believes that an investor's time, energy, and capital are better spent on acquiring high-quality assets. Furthermore, Berkshire Hathaway seeks long-term, stable investors who align with their business philosophy. The company's approach to investment decisions is characterized by extreme centralization of financial decisions and extreme decentralization of operational authority, which enables them to attract and retain talented individuals and make decisions quickly. Buffett also favors share buybacks when companies are undervalued in the market. Overall, Buffett's philosophy is centered around finding and investing in exceptional businesses with strong fundamentals, and he encourages investors to adopt a long-term perspective.

    • Buy undervalued shares of great businessesWarren Buffett advises buying shares of strong, well-managed businesses when prices are lower than intrinsic value for long-term success. Maintain a large buffer, low debt, and proper liquidity.

      Warren Buffett advocates for companies to repurchase their own shares in the market when the price is lower than the intrinsic value, instead of overpaying for another business. Buffett believes that great businesses with strong fundamentals and excellent management can turn around from temporary financial troubles, and buying small portions of such businesses can yield good returns. He also emphasizes the importance of having a large buffer, low debt, and proper liquidity to ensure long-term success. Buffett's investment strategy focuses on acquiring small portions of exceptional businesses and avoiding small commitments to businesses that are not worth investing in at all. Additionally, Buffett acknowledges his mistakes and adjusts his business strategies accordingly.

    • Own as much of a business as possible, avoid overpayingBuffett advises against giving away shares for poor businesses, criticizes high premium takeovers, and encourages patience and joy of missing out for value-oriented investors.

      Warren Buffett emphasizes the importance of owning as much of a business as possible and being cautious against overpaying in acquisitions. He criticizes the common behavior of companies giving away shares for worse businesses and the motivations behind high premium takeovers, such as the desire for increased activity and challenge, the focus on size over profitability, and the belief that managerial skills can turn around underperforming companies. Buffett advises against empty talk and the importance of acting on predictions, and shares his regret of missing opportunities to buy fractional portions of great businesses during uneven markets. He encourages patience and the joy of missing out as advantages for value-oriented investors. In the 1980s, Buffett saw relief in not participating in many major acquisitions due to the wilting of managerial intellect in competition with managerial adrenaline. Buffett's philosophy is to bet on what you believe in and build arks during predictable events.

    • Understanding industry economics and avoiding overpriced stocksSuccessful investing involves acquiring attractive businesses at reasonable prices, understanding industry economics, and avoiding commodity businesses with substantial overcapacity and undifferentiated products to prevent poor profitability and potential detrimental outcomes from overpaying or poor acquisitions.

      Successful investing, specifically through a partial ownership approach, relies heavily on acquiring attractive businesses at reasonable prices. Overpaying for stocks or making poor acquisitions can undo years of potential profits and hinder progress. Warren Buffett emphasizes the importance of understanding industry economics and avoiding commodity businesses with substantial overcapacity and undifferentiated products, as these industries are prone to poor profitability. Additionally, issuing stock for acquisitions can shrink the value of existing businesses for current shareholders, leading to potentially detrimental outcomes. It's crucial to not only understand these concepts but also apply them in investment decisions.

    • Long-term stability and profitability over short-term gainsWarren Buffett and Charlie Munger prioritize long-term success for their business, even if it means passing on opportunities for short-term gains, and emphasize a compact organization and financial conservatism.

      Expanding the size of a business does not always equate to increased wealth for its owners. Warren Buffett and Charlie Munger, in their management style, prioritize the long-term stability and profitability of the business over short-term gains, even if it means passing on potential opportunities. This is evident in their approach to mergers and acquisitions, as well as their reluctance to sell underperforming businesses. Additionally, Buffett emphasizes the importance of a compact organization and hates bureaucracy. The story of Missus Blumkin, who started the Nebraska Furniture Mart with just $500, illustrates the determination and resilience required to overcome obstacles and build a successful business, despite limited resources. Overall, the Berkshire Hathaway management style emphasizes long-term planning, financial conservatism, and a focus on delivering value to customers and shareholders.

    • From humble beginnings to exceptional business successFocus on exceptional value to customers, operate at low expense ratios, learn from mistakes, and have a deep love for your work for long-term business success.

      Missus B, a businesswoman with no formal education, built an exceptional business, Nebraska Furniture Mart, by focusing on exceptional value to customers and operating at low expense ratios. Despite facing legal challenges and competition, she continued to work every day until her advanced age, generating over $100,000,000 in annual sales from a single store. Warren Buffett, an investor and business magnate, also made significant mistakes but learned from them and applied the circle of competence principle to achieve remarkable results, particularly with his insurance company, GEICO. Both Missus B and Buffett's businesses thrive by focusing on long-term value, expanding into new areas, and having a deep love for their work. Buffett's philosophy includes reacting equanimously to price decreases and increases, and not shutting down businesses for subnormal profitability, but only when they show unending losses.

    • Focus on the business you're in for successWarren Buffett emphasizes the importance of being in a profitable business and focusing on its fundamentals, while disagreeing with the market's efficiency and the irrelevance of business value calculations. He advises institutional investors to hire talented people and keep costs low to expand the business moat.

      The success of a business manager depends more on the business they are in rather than their individual abilities. Warren Buffett, in his experiences and observations, emphasizes that being in a profitable business is crucial. He also disagrees with the notion that the stock market is always efficient and that business value calculations are irrelevant. Instead, he believes that institutional investors should focus on the fundamental economics of a business. Buffett's philosophy is influenced by his mentor, David Ogilvy, who believed in hiring people who are bigger than oneself to build a company of giants. Additionally, Buffett emphasizes the importance of keeping costs low to expand your moat and protect your business. Overall, Buffett's advice is to question conventional thinking, focus on the business you're in, and keep costs low to succeed.

    • Embrace fear and greed wisely, learn from experienced managers, and avoid high debtBuffett and Munger emphasize a long-term perspective, value experienced managers, and caution against high debt. They advise being fearful when others are greedy and greedy only when others are fearful.

      Successful investing requires a long-term perspective and an ability to navigate the unpredictable outbreaks of fear and greed in the market. Buffett and Munger emphasize the importance of being fearful when others are greedy and greedy only when others are fearful. They also highlight the importance of having experienced managers and avoiding high levels of debt. Buffett and Munger's investment philosophy is based on observing business performance and managerial behavior over long careers, and they give credit to the stars in their portfolio. They also believe that the business world is too complex for a single set of rules to effectively describe economic reality, and that learning from a variety of sources, including biographies, is valuable. They prioritize experience over age and academic education, and value their managers as scarce resources. Buffett and Munger's approach to investing is grounded in a deep understanding of the chaos and randomness of the market, and a commitment to making good decisions that will produce satisfactory results under extraordinary adverse conditions.

    • Understanding Businesses Through ExperienceExperience and critical thinking are essential for making sound business decisions. Buffett's success comes from his dedication to understanding businesses and trusting his own judgment, honed through years of experience.

      Experience and a deep understanding of a business, gained through years of running it, are valuable assets that cannot be replicated through academic degrees or a few years of MBA study. Warren Buffett's ability to identify potential risks and questionable management practices, honed through his extensive experience, helped him make informed investment decisions. This includes his decision to sell Freddie Mac stocks before the financial crisis due to concerns about the companies' management and their promises of regular earnings increases. The moral of the story is that putting in the work to develop your own ability to think critically and analyze businesses is essential to making sound decisions, whether you're running a business or making investments. Buffett's success is a result of his dedication to understanding the businesses he owns and trusting his own judgment, which he has built up through years of experience.

    • Buffett's Challenges and MistakesDespite setbacks, Buffett's success is built on long-term relationships and learning from mistakes, challenging the Efficient Market Theory's emphasis on analyzing stocks and maximizing profits.

      Warren Buffett, despite his investment successes, has made mistakes and faced challenges, including investments in companies with questionable practices. For instance, his investment in Freddie Mac and Salomon Brothers resulted in losses and required his involvement in managing these companies. Buffett's experience challenges the Efficient Market Theory, which suggests that all public information is reflected in stock prices and that analyzing stocks is unnecessary. Buffett's success, built on long-term relationships and a willingness to learn from mistakes, demonstrates the importance of looking beyond what people say and observing reality. He encourages investors to focus on developing relationships and enjoying the process, even if it means lower returns, rather than constantly seeking to maximize profits at the expense of personal relationships.

    • Lesson from Buffett's Berkshire Hathaway purchaseBuying underperforming businesses can be risky. Focus on buying 'wonderful' companies at 'fair' prices and avoid unnecessary risks.

      Investing in underperforming businesses with the hope of turning them around can be a costly mistake, even for a wealthy investor like Warren Buffett. Buffett shares his experience of buying Berkshire Hathaway, a textile manufacturing company, despite knowing it was unpromising. He admits that such purchases brought reasonable returns in his early years but acknowledges that the initial advantage was quickly eroded due to the low returns the business earned. Buffett emphasizes the importance of time in building a successful business and advises buying a wonderful company at a fair price rather than a fair company at a wonderful price. He also warns against taking on unnecessary risks and the influence of institutional imperatives on decision-making. Buffett's advice is to focus on identifying and investing in businesses with strong management and avoid businesses with a reputation for economic challenges. He believes that it's more profitable to stick with the easy and obvious rather than attempting to resolve difficult business problems.

    • Maintaining a Margin of Safety in BusinessInvest in businesses with franchise-like characteristics, focusing on essential products, no close substitutes, and price control for regular increases and high returns on capital. Maintain a long-term perspective and margin of safety to protect against uncertainty.

      Importance of a margin of safety and having a buffer to deal with future uncertainty in business. Warren Buffett and Charlie Munger share their experiences and lessons learned from the 1990 recession, emphasizing the dangers of taking on excessive debt and the risks of operating in businesses with no control over pricing. They suggest aiming for businesses that resemble franchises, having products or services that are needed or desired, thought to have no close substitutes, and not subject to price regulation. These characteristics can lead to regular price increases and high returns on capital. Buffett's investment in See's Candies is an excellent example of a successful franchise investment. The lesson to remember is that a sound investment strategy requires a long-term perspective, focusing on the process rather than just the proceeds, and maintaining a margin of safety to protect against potential setbacks.

    • Berkshire Hathaway's Investments in Unassuming BusinessesBuffett and Munger invest in established, efficient businesses with low overhead costs for maximum profits. A few great investments can lead to significant wealth, but understanding business economics is key.

      There are unassuming, seemingly "unsexy" businesses that generate massive revenues and profits, and Berkshire Hathaway has a significant stake in many of them. For instance, a large carpet manufacturer makes $5 billion annually, while a lesser-known company in the same portfolio made $300 million. This goes to show the vastness of various markets. Buffett and Munger prefer to invest in established, efficient businesses with low overhead costs, rather than high-cost bureaucratic ones, as they believe the latter hurts earnings and capital values. They also emphasize the importance of being smart, not just in a few instances, but consistently, as they believe a few great investments can lead to significant wealth. Additionally, for those who don't fully understand business economics, investing in a diversified index fund can be a wise choice. However, for knowledgeable investors, focusing on a few well-researched, competitively advantaged businesses can lead to better results.

    • Successful investors put assets into their own businessesSuccessful investors like Buffett and Munger advocate for investing in businesses they deeply understand, including their own, for potential substantial returns.

      That successful investors like Warren Buffett and Charlie Munger advocate for putting a significant portion of one's assets into their own businesses, especially if they have a deep understanding of them. Buffett's long-term investment in Brookshire Holds, which includes businesses he understands best, is a testament to this strategy. This approach may seem counterintuitive and risky, but it can lead to substantial returns, especially in the case of private businesses where the investor has unique information. Buffett also emphasizes that degree of difficulty doesn't count when it comes to investing. The success of an investment depends on whether the investor is right about the business's value, regardless of the complexity of the investment. Buffett's investment in Nebraska Furniture Mart, a simple and straightforward business, is a prime example of this principle. Lastly, Buffett's experience with investing in Disney serves as a reminder that costs matter, even for successful investors. Despite buying Disney stock at a low price and selling it at a loss, Buffett learned from his mistake and continued to focus on the importance of understanding the value of a business.

    • Focusing on strengths and low cost structureBerkshire Hathaway succeeds by focusing on strengths, maintaining a low cost structure, and making money for shareholders, not at their expense. Munger encourages a disciplined approach, long-term perspective, and patience during economic downturns.

      Successful businesses, like Berkshire Hathaway, focus on their strengths and maintain a low cost structure to attract and retain customers. Charlie Munger emphasizes the importance of making money for shareholders and not at their expense. He also encourages investing in things that won't change and exerting a disciplined approach, similar to baseball legend Ted Williams, in business opportunities. Despite Berkshire's current size and success, there are fewer attractive opportunities, and the company's leaders must be mindful of the risks of overreaching. Additionally, they ask for understanding and patience during economic downturns, as they too feel the pain. Munger's approach is to reverse normal human reactions, such as hoping for lower stock prices when planning to be a net buyer, and to maintain a long-term perspective.

    • Stay inside your circle of competence for long-term successBuffett advises running a business with a long-term focus, understanding your industry, learning from experts, and avoiding misaligned incentives for sustainable success.

      Warren Buffett advises running a business as if you own it entirely and cannot sell or merge it for a long time. This mindset, which Buffett calls staying inside your circle of competence, is crucial for making rational decisions and avoiding the seductive allure of easy money and speculation. Buffett also emphasizes the importance of learning from experts and understanding the limitations of predicting long-term economics in fast-changing industries. Additionally, he advocates for paying associates based on their performance and avoiding compensation tied to stock prices, which can lead to misaligned incentives. Overall, Buffett's advice encourages a long-term focus, a commitment to understanding your business, and a rejection of the short-term gains that can distract from sustainable success.

    • Surround Yourself with WinnersSmart choices, working with the best, and maintaining a strong focus on costs are key to success.

      Successful individuals and organizations often surround themselves with winners. Using the analogy of Eddie Bennett, a bat boy who worked with winning baseball teams, Ben's managerial model emphasizes the importance of working with the best. Similarly, entrepreneurs like Doris Christopher, who started businesses with no background or education but achieved great success, also demonstrate the power of working with winning teams. At Berkshire Hathaway, this principle is reflected in their approach to business, as they regularly collaborate with top executives in various industries. Another important lesson is the value of cost consciousness, as demonstrated by the widow who only paid for the minimum obituary notice. Lastly, the complexity of financial instruments like derivatives can pose significant risks, as highlighted by Warren Buffett's concerns before the 2008 financial crisis. In essence, these stories illustrate the importance of making smart choices, working with the best, and maintaining a strong focus on costs.

    • Wall Street CEOs lacked understanding of their own balance sheets during the 2008 crisisBuffett learned that intelligence and pedigree don't guarantee success, and emphasized the importance of questioning assumptions, understanding financials, and strong corporate governance

      During the 2008 financial crisis, Warren Buffett and Charlie Munger discovered that many Wall Street CEOs did not fully understand their own balance sheets. Buffett was surprised by this, as he assumed that the heads of major financial institutions would be highly intelligent. This revelation led Buffett to a new perspective on life, realizing that many people are making things up as they go along and that intelligence and pedigree do not guarantee success. He also learned the importance of corporate governance and having directors with a significant stake in the company to ensure that CEOs make sound decisions. Buffett's experience demonstrates the importance of questioning assumptions, understanding financial statements, and recognizing the value of true independence and alignment of interests in corporate leadership.

    • Alignment of interests and ownership in businessBuffett and Munger's 'owner capitalism' ensures director incentives align with shareholders, encouraging true independence. Buffett advises making wise industry choices and preparing for economic challenges.

      Warren Buffett and Charlie Munger believe in the importance of alignment of interests and ownership in business. They require their directors to purchase their holdings in the market, just like shareholders, and carry no liability insurance for directors. This approach, which they call "owner capitalism," ensures that the directors' incentives are aligned with shareholders and encourages true independence. Buffett also emphasizes the importance of viewing business as an unfolding movie rather than a still photograph, and advises making wise industry choices to find tailwinds instead of fighting headwinds. He also shares his concerns about the future of the US, urging the importance of having a profitable, unleveraged business or portfolio to protect against potential economic troubles.

    • Experience and Real-World Practices vs. Academic TheoriesAcademic theories can be misleading, successful investors' experiences hold more value, and character and real-world knowledge matter in business.

      Relying solely on academic theories in investing can be misleading, and the real-world experience and practices of successful investors hold more value. The speaker's experience with Walter, a successful investor whose record contradicted the Efficient Market Theory (EMT), illustrates this point. Academics' dismissal of Walter's achievements despite the evidence of his outperformance highlights the human tendency to cling to established beliefs rather than open-mindedness. The speaker emphasizes the importance of looking beyond stated preferences to revealed preferences and the value of traits like brains, passion, and integrity in business leaders. Great businesses, even those earning high returns, eventually reach maximum efficiency and cannot reinvest all their earnings internally at higher rates. The best course of action is to look for other opportunities to deploy excess capital. The speaker's own experiences and the stories of successful businesspeople like Susan and Kathy further underscore the importance of real-world experience and character over formal education.

    • Staying focused on principles and goals, like Warren BuffettMaintain financial strength, widen competitive advantages, acquire new earnings streams, and nurture talent to navigate economic challenges, as illustrated by Warren Buffett's approach

      , regardless of the economic environment, it's crucial for individuals and organizations to stay focused on their principles and goals. Warren Buffett, in his shareholder letters, emphasizes the importance of maintaining a financially strong position, widening competitive advantages, acquiring new streams of earnings, and nurturing talented managers. Buffett uses the metaphor of a racehorse with blinders to illustrate the idea of keeping your focus and not getting distracted by external factors. Despite facing numerous challenges throughout history, including recessions, wars, and inflation, Buffett and his business partner Charlie Munger have consistently followed this approach, leading to Berkshire Hathaway's exceptional results. It's essential to learn from history and not repeat the mistakes of the past, such as the subprime mortgage crisis in the manufactured housing industry that occurred a decade before the 2008 crisis. By staying true to your principles and focusing on your goals, you can navigate through even the toughest economic conditions.

    • Lessons from Housing Market Crises and Buffett's ApproachBuffett learned from housing market crises to prioritize honest down payments, reasonable monthly payments, and utility over profit in home ownership. He applies Munger's thinking to Berkshire by avoiding unpredictable industries, maintaining liquidity, and granting subsidiaries independence.

      The housing market crisis of the late 1990s and early 2000s should have served as a warning for the dangers of unsustainable home loans and speculative real estate investments. Instead, the same mistakes were repeated in the 2004 to 2007 period, leading to another housing bubble. Warren Buffett, inspired by Charlie Munger's wisdom, emphasizes the importance of honest down payments, reasonable monthly payments, and prioritizing utility and enjoyment over profit when it comes to home ownership. Buffett also applies Munger's thinking to Berkshire Hathaway by avoiding unpredictable industries, maintaining liquidity, and granting subsidiaries independence, even if it means dealing with occasional bad decisions. The lesson from Buffett's experiences is that it's better to suffer visible costs than invisible costs, and that focusing on buying "wonderful businesses at fair prices" has led to Berkshire's success.

    • Warren Buffett's keys to success: continuous improvement, minimal bureaucracy, and strong leadershipWarren Buffett's success at Berkshire Hathaway is due to his focus on continuous improvement, minimizing bureaucracy, and trusting a capable leader. These principles can be applied in our own lives to maximize potential and overcome challenges.

      Warren Buffett's success in building Berkshire Hathaway can be attributed to his focus on continuous improvement, minimizing bureaucracy, and relying on a thoughtful leader for an extended period. Buffett's decision to limit his activities and maximize attention to a few kinds allowed him to improve his skills and bring in like-minded individuals. This approach contrasts with typical big corporations with much bureaucracy and frequent leadership changes. Munger suggests that these ideas should be applied in our own lives and that the negative effects of bureaucracy should be treated as cancers. Buffett's investment in American business in 1942, during a time of crisis, reflects the optimism and belief in a better future for generations to come. Despite challenges, Americans believed in the potential of their country to accomplish great things, and this belief has been proven true throughout history.

    • Long-term investment in S&P 500 yields remarkable returnsAn initial $114 investment in 1942 grew to $606,000 by 2019, demonstrating the significant long-term gains from investing in the S&P 500 index. Despite debt increases, the American economic success is a result of a bipartisan effort and a favorable business environment, contributing to Berkshire Hathaway's success.

      Investing in the American stock market, specifically the S&P 500 index, has yielded remarkable returns over the long term. For instance, an initial investment of $114 in 1942 would have grown to approximately $606,000 by 2019, assuming all dividends were reinvested. This represents a gain of over 5,200 times the original investment. Furthermore, a $1,000,000 investment by a tax-exempt institution would have grown to around $5.3 billion. However, if the institution had paid 1% of its assets annually to various consultants and investment managers, its gains would have been cut in half. Despite the country's significant debt increase over the past 77 years, the prosperity gained through American businesses has been almost unbelievable. The American economic success is a result of a bipartisan effort, and the country has overcome numerous challenges throughout history. It is essential to acknowledge the role of the American environment in contributing to businesses' and individuals' success. The tidy rows of white crosses at Normandy should serve as a reminder that no one achieves success alone. The future is bright for many countries, and Americans will be more prosperous and safer if all nations thrive. Warren Buffett, in his 1965-2014 letter, emphasizes the importance of having beliefs to bet on and acknowledges the significant role the American "tailwind" has played in Berkshire Hathaway's success.

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

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

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

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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.

    ----

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

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

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

    ----

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

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

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

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

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    ----

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

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

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

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

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

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

    -They concentrated on expanding

    -They concentrated on making their companies more efficient 

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

    -Always personally involved in their business

    -They know their business down to the ground

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

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

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

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

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

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

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

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

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

    ----

    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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    #351 The Founder of Rolex: Hans Wilsdorf

    #351 The Founder of Rolex: Hans Wilsdorf

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

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     A few questions I've asked SAGE recently: 

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

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

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

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

    Get access to Founders Notes here

    ----

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    (48:00) More sources:

    Rolex Jubilee: Vade Mecum by Hans Wilsdorf

    Rolex Magazine: The Hans Wilsdorf Years

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

    Vintage Watchstraps Blog: Hans Wilsdorf and Rolex

    Business Breakdowns #65 Rolex: Timeless Excellence

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

    ----

    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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    #350 How To Sell Like Steve Jobs

    #350 How To Sell Like Steve Jobs

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

    ----

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

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

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

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

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

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

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

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

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

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

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

    (10:00) Great Advertising Founders Episodes:

    Albert Lasker (Founders #206)

    Claude Hopkins (Founders #170 and #207)

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

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

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

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

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

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

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

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

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

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

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

    (29:00) Marketing is theatre.

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

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

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

    ----

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

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     A few questions I've asked SAGE recently: 

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

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

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

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

    Get access to Founders Notes here

    ----

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

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     A few questions I've asked SAGE recently: 

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

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

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

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

    Get access to Founders Notes here

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    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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    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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     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?

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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. 

    ----

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

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     A few questions I've asked SAGE recently: 

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

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

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

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

    Get access to Founders Notes here

    ----

    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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    Founders
    en-usMay 12, 2024

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

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

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

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    Episode Outline: 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    16.  A summary of Charlie Munger on incentives:

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

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

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

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    #347 How Walt Disney Built His Greatest Creation: Disneyland

    #347 How Walt Disney Built His Greatest Creation: Disneyland

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

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    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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    (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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