Episodes
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What I learned from rereading James J. Hill: Empire Builder by Michael P. Malone.
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Founders Notes gives you the ability to learn from history's greatest entrepreneurs on demand. You can search all my notes and highlights from every book I've ever read for the podcast. Get access to Founders Notes here.
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Notes and highlights from the episode:
—He had unlimited energy, was stubborn, had a temper, was supremely arrogant and he did more to transform the northern frontier of the United States than any other single individual.
—One of the things he learned from history and biography: The power of one dynamic individual: Like so many other nineteenth-century youths, young Jim Hill fell under the spell of Napoleon. He came to believe in the strength of will, the power of one dynamic individual to change the world, the conquering hero. (He says that the railroad entrepreneurs conquered the distance between remote communities in the American west)
—He accustomed himself to handle a large workload.
—If you want to know whether you are destined to be a success or a failure in life, you can easily find out. The test is simple and it is infallible: Are you able to save money? If not, drop out. You will lose. You may think not, but you will lose as sure as you live. The seed of success is not in you. –James J. Hill
—He held people’s attention as he engaged them in characteristic rapid-fire, highly animated conversation, gesturing expansively and driving home his point with jabbing motions of his hands—the embodiment of high energy.
—He worked incredibly hard, sometimes laboring late into the night, falling asleep at the desk, then getting up for a swim in the river and a cup of black coffee, then going back to work.
—“Rebates existed in other industries. I just applied them to oil.” Rockefeller said. [Don’t copy the what, copy the how] —John D: The Founding Father of the Rockefellers by David Freeman Hawke. (Founders #254)
—"The very best employee at any job at any level of responsibility is the person who generally believes that this is their last job working for someone. The next thing they'll start will be their own. — Max Levchin in The Founders: The Story of PayPal and the Entrepreneurs Who Shaped Silicon Valley by Jimmy Soni. (Founders #233)
—Hill drank little, worked hard, and confined his socializing to respectable settings. As always, he read incessantly. He permitted himself few distractions in his relentless drive to achieve wealth and status.
—Inefficiency disturbs him greatly.
—James J. Hill loved eliminating steps.
—Genius has the fewest moving parts.
—Hill limited the number of details. Then he makes every detail perfect.
—Hill called vertical integration, rational integration.
—Hill always gets out quickly in front of the emerging trend.
—Hill had an entirely pragmatic business personality. When competition suited him in a market, he competed fiercely. But when competition became wasteful to him, he did not hesitate to end it, even if this meant joining with old enemies and creating a monopoly.
—Hill was making profits owning steamboats. Then a competitor from Canada starts running the same route and the rates and profits dwindle. Hill discovers a neglected maritime law that prohibited foreign ships from operating in American waters. Hill then persuades the US Treasury Department to enforce the law against his competitor. The competitor has to transfer ownership to an American. After that Hill then merges with that competitor and forges another monopoly.
—This railroad is my monument. — James J Hill
—As man emerged into history, he became a road maker; the better the road, the more advanced his development. — James J. Hill.
—By 1885 Railroads brought in twice the revenue than the federal government.
Railroads were the nations largest employer.
The railroaders were the largest private land holders in the country.
They owned more than 10% of land in the United States.—Hill identified an opportunity hiding in plain sight: Unlike most who viewed the Saint Paul and Pacific as a near-worthless derelict, Hill viewed it as a miracle waiting to happen, a potentially wondrous enterprise simply lacking competent leadership. He studied the road constantly, reading every scrap of information he could find about it and boring anyone who would listen with endless detail as to what it could one day be.
—He possessed a priceless advantage compared with most other nineteenth-century rail titans. Rather than coming from the outside world of finance, as most of them did, he arose from the inside world of freighting and transportation, and he knew this world in all its complexities. He was about to demonstrate how certain well-established, regional capitalists on the frontier could challenge and even best larger eastern interests.
—Being obsessed is an edge. Hill was obsessed getting control of the bankrupt Saint Paul & Pacific rail line: Hill, who knew the road better than anyone else, constantly argued to his friends, the potential prize defied description. He seemed completely fixated on the project. Many years later, his friend recalled that Jim had spoken of it to him “probably several hundred times” during the mid-1870s.
—James J. Hill finds what he is best at in the world at, at 40 years old, in a field where he had no direct experience.
—“It pays to be where the money is spent” — James J Hill
—James J. Hill was very easy to interface with. He had an easy to understand organizing principle for his company. Hills credo: What we want is the best possible line, shortest distance, lowest grades, and least curvature that we can build.
—He had appreciation for those who had dirt underneath their fingernails.
—Many observers would later compare Hill with Villard. The comparison was inevitable. “While Hill was building carefully and checking his costs minutely Villard built in ignorance of costs.” Like other transcontinental plungers, Villard did in fact build rapidly and poorly, much of his main line would later have to be torn up and rebuilt. He had rushed to get the massive land grants. Amid mounting deficits and acrimony, Villard was then forced to resign the presidency of the NP in 1884.
—Find what you are good at and pound away at it forever.
—He simply could not delegate authority and live with the outcome.
—Hill on how to build a railroad: Work, hard work, intelligent work, and then more work. — James J Hill.
—They managed the finances of the railroad in a highly conservative and prudent manner. Hill advocated and practiced a policy of plowing large percentages of profits directly back into the property, knowing that the best defense against invading railroads was a better-built system that could operate at lower rates.
—Give me Swedes, snuff and whiskey, and I'll build a railroad through hell. — James J. Hill
—From the Hour of Fate: James J. Hill had built the Great Northern with deliberate thrift and brutal efficiency. His railroad would become among the most profitable in the Northwest. He didn't need JP Morgan the way other railroad executives did. (Financial strength was kryptonite to JP Morgan)
—He cared most about freight, never frills.
—The life of James J. Hill certainly demonstrates the impact one willful individual can have on the course of history.
—I’ve made my mark on the surface of the earth and they can’t wipe it out. — James J Hill.
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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
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What I learned from reading Leading By Design: The Ikea Story by Ingvar Kamprad and Bertil Torekull and The Testament of a Furniture Dealer by Ingvar Kamprad.
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Ramp gives you everything you need to control spend, watch your costs, and optimize your financial operations —all on a single platform. Make history's greatest entrepreneurs proud by going to Ramp and learning how they can help your business control your costs and save more.
----
Founders Notes gives you the ability to learn from history's greatest entrepreneurs on demand. You can search all my notes and highlights from every book I've ever read for the podcast. Get access to Founders Notes here.
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Notes and highlights from the episode:
Ingvar works on IKEA from the time he is 17 until he dies at 91.
The Testament of a Furniture Dealer by Ingvar Kamprad (1976) is a sermon on the culture of IKEA
IKEA’s common goal: We have decided once and for all to side with the many. IKEA will offer a wide range of well-designed furniture at prices so low that as many people as possible will be able to afford them.
Billy Durant (founder of General Motors) describing Henry Ford’s one single idea: Durant noted that Ford “was in favor of keeping prices down to the lowest possible point, giving to the multitude the benefit of cheap transportation.” — Billy Durant: Creator of General Motors by Lawrence Gustin
Something Ingvar repeats: We will do it a different way.
This will not be easy. We must demand much from ourselves.
IKEA must have low prices. Ingvar’s dedication to that idea is total. Without low costs we can never accomplish our purpose. The principle can never be compromised: Our policy of serving the many can never be changed.
If you are not enthusiastic about your job, one-third of your life goes to waste.
Wasting resources is a mortal sin at IKEA.
Expensive solutions to any kind of problem are usually the work of mediocrity.
Planning is often synonymous with bureaucracy. Exaggerated planning is the most common cause of corporate death.
Simple routines have a greater impact. Simplicity in our behavior gives us strength.
No reports. No committees. Just done. — Elon in the early days of SpaceX Liftoff: Elon Musk and the Desperate Early Days That Launched SpaceX by Eric Berger. (Founders #369)
We dare to do things differently.
You had to remember he'd been picking up the best ideas from all around the country. — Copy This!: How I turned Dyslexia, ADHD, and 100 square feet into a company called Kinkos by Paul Orfalea. (Founders #181)
Concentration is important to our success. The general who divides his resources will invariably be defeated.
We can never do everything, everywhere, all at the same time.
We must concentrate for maximum impact, often with small means.
Concentration means that at certain vital stages we are forced to neglect otherwise important aspects.
Constant meetings and group discussions are often the result of unwillingness or inability on the part of the person in charge to make decisions.
Only those who are asleep make no mistakes. Making mistakes is the privilege of the active.
The fear of making mistakes is the root of bureaucracy and the enemy of development.
It is always the mediocre people who are negative, who spend their time proving that they were not wrong. The strong person is always positive and looks forward.
Happiness is not reaching your goal. Happiness is being on the way. It is our wonderful fate to be just at the beginning (He said this when he was already 33 years into running his company!)
Bear in mind that time is your most important resource. You can do so much in ten minutes. Ten minutes, once gone, are gone for good. You can never get them back. Divide your life into ten-minute units and sacrifice as few of them as possible in meaningless activity.
Let us continue to be a group of positive fanatics who stubbornly and persistently refuse to accept the impossible.
Ingvar’s family had to rent out all the rooms in their house to strangers to make ends meet.
Selling things became an obsession. Trading was in my blood.
By 1997 IKEA had mailed out over 100 million catalogs.
Ingvar was the first person in the furniture industry to combine a mail order catalog and a furniture store.
Cost awareness was to be IKEA’s anthem.
Ingvar’s greatest regret was working so much that he missed out on seeing his 3 son’s grow up: Childhood does not allow itself to be reconquered.
I have not been able to avoid severe losses. Both fiascoes and triumphs have marked the history of the business.
Ingvar would rather his employees make mistakes than be idle.
The wave Ingvar rode: Sweden’s housing construction boom. More than 1 million new apartments were built after the war. All of them needed well designed, affordable furniture.
The way IKEA was described by its competitors: A monster with seven heads: “If you cut off one, another soon grows.”
A golden rule of IKEA: Regard every problem as a possibility. The boycott by the National Association of Furniture Dealers was the best thing that ever happened to IKEA. It forced IKEA down a path of product differentiation and helped them stumble upon the idea of flat packing and self assembled furniture.
The laws of IKEA since birth:
-A good cash reserve must always be ensured.
-All property must be owned.
-All expansion is to be largely self-financed.
-There shall be no boasting.
We push cost awareness at all levels with almost manic frenzy.
Ingvar believes in the ability to wait out difficulties.
Ingvar believes in gathering unfiltered intel from the front lines. He makes unannounced store visits and spends time talking to the employees unloading furniture and helping customers.
The day he is free of IKEA life for him will no longer be worth living. He loves it, aways wants to lie as close as possible to it, and never tires of improving it.
A demon in me says I have so much to do. I am never satisfied. Something tells me what I’m doing at the moment has to be done better tomorrow.
Behind this multinational tycoon is a country boy with a fierce sense of being an underdog.
He has a peasants distrust of a favorable destiny that keeps his feet on the ground.
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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
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Episodes manquant?
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What I learned from rereading Liftoff: Elon Musk and the Desperate Early Days That Launched SpaceX by Eric Berger.
----
Ramp gives you everything you need to control spend, watch your costs, and optimize your financial operations —all on a single platform. Make history's greatest entrepreneurs proud by going to Ramp and learning how they can help your business control your costs and save more.
----
Founders Notes gives you the ability to learn from history's greatest entrepreneurs on demand. You can search all my notes and highlights from every book I've ever read for the podcast. Get access to Founders Notes here.
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Join my free email newsletter to get my top 10 highlights from every book
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Episode Outline:
—Numerous other entrepreneurs had tried playing at rocket science before, Musk well knew. He wanted to learn from their mistakes so as not to repeat them.
—Elon announces that he wants to start his own rocket company and I do remember a lot of chuckling, some laughter, people saying things like, ‘Save your money kid, and go sit on the beach.’” The kid was not amused. If anything, the doubts expressed at this meeting, and by some of his confidants, energized him more.
—Musk was a siren, calling brilliant young minds to SpaceX with an irresistible song. He offered an intoxicating brew of vision, charisma, audacious goals, resources.
—When they needed something, he wrote the check. In meetings, he helped solve their most challenging technical problems. When the hour was late, he could often be found right there, beside them, working away.
—The iterative approach begins with a goal and almost immediately leaps into concept designs, bench tests, and prototypes. The mantra with this approach is build and test early, find failures, and adapt. This is what SpaceX engineers and technicians did.
—"Here was a man who was not interested in experts. He meets me, he thinks to himself, 'Here is a bright kid, let's employ him.' And he does. He risks little with the possibility of gaining much. It is *exactly* what I now do at DysonThis attitude to employment extended to [Jeremy] Fry's thinking in everything, including engineering. He did not, when an idea came to him, sit down and process it through pages of calculations; *he didn't argue it through with anyone; he just went out and built it.* When I came to him to say, 'I've had an idea,' he would offer no more advice than to say, 'You know where the workshop is, go and do it.' 'But we'll need to weld this thing,' I would protest.
Well then, get a welder and weld it.' When I asked if we shouldn't talk to sure someone about, say, hydrodynamics, he would say, 'The lake is down there, the Land Rover is over there, take a plank of wood down to the lake, tow it behind a boat and look at what happens.' Now, this was not a modus operandi that I had encountered before. College had taught me to revere experts and expertise. Fry ridiculed all that; as far as he was concerned, *with enthusiasm and intelligence anything was possible.* It was mind-blowing. No research, no preliminary sketches. If it didn't work one way he would just try it another way, until it did. And as we proceeded I could see that we were getting on extremely quickly. *The root principle was to do things your way.* It didn’t matter how other people did it. It didn’t matter if it could be done better. As long as it works, and it is exciting, people will follow you." — Against the Odds: An Autobiography by James Dyson by James Dyson (Founders #300)
—Elon personally interviewed the first 3,000 employees of SpaceX.
—His people had to be brilliant. They had to be hardworking. And there could be no nonsense.
—SpaceX operated at its own speed.
—Pony Express ad: “Wanted: Young, skinny, wiry fellows not over eighteen. Must be expert riders, willing to risk death daily. Orphans preferred.”
—I’ve never met a man so laser focused on his vision for what he wanted. He’s very intense, and he’s intimidating as hell.
—SpaceX had juice with the best students in space engineering. The freedom to innovate and resources to go fast summoned the best engineers in the land.
—Talent wins over experience and an entrepreneurial culture over heritage.
—He always made the most difficult decisions. He did not put off problems, but rather tackled the hardest ones first. And he had a vision for how aerospace could be done faster and for less money.
—He didn’t want to fail, but he wasn’t afraid of it.
—The speed SpaceX worked at relative to its peers could be jarring.
—No job is beneath us.
—No committees. No reports. Just done.
—Most of all he channeled an intense force to move things forward. Elon wants to get shit done.
—SpaceX likes to operate on its own terms and its own timeline.
—90% of the book is SpaceX failing.
—Elon spent much of the flight poring over books written about early rocket scientists and their efforts. He seemed intent to understand the mistakes they had made and learn from them.
—SpaceX is in this for the long haul and, come hell or high water, we are going to make this work.
—Who knows your customers? Find the person that knows your customers and then hire that person to sell your product to them.
—No work about work, just work. Shotwell wrote a plan of action for sales. Musk took one look at it and told her that he did not care about plans. Just get on with the job. “I was like, oh, OK, this is refreshing. I don’t have to write up a damn plan,” Shotwell recalled. Here was her first real taste of Musk’s management style. Don’t talk about doing things, just do things.
—Within its first three years, SpaceX had sued three of its biggest rivals in the launch industry, gone against the Air Force with the proposed United Launch Alliance merger, and protested a NASA contract. Elon Musk was not walking on eggshells on the way to orbit. He was breaking a lot of eggs.
—A Pegasus launch cost between $ 26 and $ 28 million. SpaceX’s price was $6 million. Musk wanted it front and center on the company’s website. This sort of transparency was radical at the time.
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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
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What I learned from rereading Instant: The Story of Polaroid by Christopher Bonanos.
----
Ramp gives you everything you need to control spend, watch your costs, and optimize your financial operations —all on a single platform. Make history's greatest entrepreneurs proud by going to Ramp and learning how they can help your business control your costs and save more.
----
Founders Notes gives you the superpower to learn from history's greatest entrepreneurs on demand. You can search all my notes and highlights from every book I've ever read for the podcast. Get access to Founders Notes here.
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Join my free email newsletter to get my top 10 highlights from every book
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Episode Outline:
— The most obvious parallel is to Apple Computer. Both companies specialized in relentless, obsessive refinement of their technologies. Both were established close to great research universities to attract talent. Both fetishized superior, elegant, covetable product design. And both companies exploded in size and wealth under an in-house visionary-godhead-inventor-genius. At Apple, that man was Steve Jobs. At Polaroid, the genius was Edwin Land. Just as Apple stories almost all lead back to Jobs, Polaroid lore always seems to focus on Land.
— Both men were college dropouts; both became as rich as anyone could ever wish to be; and both insisted that their inventions would change the fundamental nature of human interaction.
— Jobs expressed his deep admiration for Edwin Land. He called him a national treasure.
— Books on Edwin Land:
Land's Polaroid: A Company and the Man Who Invented It by Peter C. Wensberg (Founders #263)
A Triumph of Genius: Edwin Land, Polaroid, and the Kodak Patent War by Ronald Fierstein (Founders #134)
Land's Polaroid: A Company and the Man Who Invented It by Peter C. Wensberg (Founders #133)
The Instant Image: Edwin Land and the Polaroid Experience by Mark Olshaker (Founders #132)
Insisting On The Impossible: The Life of Edwin Land and Instant: The Story of Polaroid(Founders #40)— Biography about Steve Jobs: Becoming Steve Jobs: The Evolution of a Reckless Upstart into a Visionary Leader by Brent Schlender and Rick Tetzeli
— Edwin Land of Polaroid talked about the intersection of the humanities and science. I like that intersection. There's something magical about that place. There are a lot of people innovating, and that's not the main distinction of my career. The reason Apple resonates with people is that there's a deep current of humanity in our innovation. I think great artists and great engineers are similar, in that they both have a desire to express themselves. In fact some of the best people working on the original Mac were poets and musicians on the side. In the seventies computers became a way for people to express their creativity. Great artists like Leonardo da Vinci and Michelangelo were also great at science. Michelangelo knew a lot about how to quarry stone, not just how to be a sculptor. — Steve Jobs: The Exclusive Biography by Walter Isaacson (Founders #214)
— Book on Henry Ford:
I Invented the Modern Age: The Rise of Henry Ford by Richard Snow (Founders #9)
The Autobiography of Henry Ford by Henry Ford (Founders #26)
Today and Tomorrow Henry Ford (Founders #80)
My Forty Years With Ford by Charles Sorensen (Founders #118)
The Story of Henry Ford and Thomas Edison's Ten Year Road Trip by Jeff Guinn (Founders #190)
— Another parallel to Jobs: Land's control over his company was nearly absolute, and he exercised it to a degree that was compelling and sometimes exhausting.
— When you read a biography of Edwin land you see an incredibly smart, gifted, driven, focused person endure decade after decade of struggle. And more importantly —finally work his way through.
— Another parallel to Jobs: You may be noticing that none of this has anything to do with instant photography. Polarizers rather than pictures would define the first two decades of lands intellectual life and would establish his company. Instant photos were an idea that came later on, a secondary business around which his company was completely recreated.
— “Missionaries make better products.” —Jeff Bezos
— His letter to shareholders gradually became a particularly dramatic showcase for his language and his thinking. These letters-really more like personal mission statements-are thoughtful and compact, and just eccentric enough to be completely engaging. Instead of discussing earnings and growth they laid out Land's World inviting everyone to join.
— Land gave him a four-word job description: "Keeper of the language.”
— No argument in the world can ever compare with one dramatic demonstration. — My Life in Advertising by Claude Hopkins (Founders #170)
— The leap to Polaroid was like replacing a messenger on horseback with your first telephone.
— Hire a paid critic:
Norio Ohga, who had been a vocal arts student at the Tokyo University of Arts when he saw our first audio tape recorder back in 1950. I had had my eye on him for all those years because of his bold criticism of our first machine.
He was a great champion of the tape recorder, but he was severe with us because he didn't think our early machine was good enough. It had too much wow and flutter, he said. He was right, of course; our first machine was rather primitive. We invited him to be a paid critic even while he was still in school. His ideas were very challenging. He said then, "A ballet dancer needs a mirror to perfect her style, her technique.
— Made in Japan: Akio Morita and Sony by Akio Morita.
— Another parallel to Jobs: Don't kid yourself. Polaroid is a one man company.
— He argued there was no reason that well-designed, wellmade computers couldn't command the same market share and margins as a luxury automobile.
A BMW might get you to where you are going in the same way as a Chevy that costs half the price, but there will always be those who will pay for the better ride in the sexier car. Rather than competing with commodity PC makers like Dell, Compaq and Gateway, why not make only first-class products with high margins so that Apple could continue to develop even better first-class products?
The company could make much bigger profits from selling a $3,000 machine rather than a $500 machine, even if they sold fewer of them.
Why not, then, just concentrate on making the best $3,000 machines around? — Jony Ive: The Genius Behind Apple's Greatest Products by Leander Kahney.
— How To Turn Down A Billion Dollars: The Snapchat Story by Billy Gallagher
— Books on Enzo Ferrari
Go Like Hell: Ford, Ferrari, and Their Battle for Speed and Glory at Le Mans by A.J. Baime. (Founders #97)
Enzo Ferrari: Power, Politics, and The Making of an Automotive Empire by Luca Dal Monte (Founders #98)
Enzo Ferrari: The Man and The Machine by Brock Yates (Founders #220)
— Soul in the game. Listen to how Edwin Land describes his product:
We would not have known and have only just learned that a new kind of relationship between people in groups is brought into being by SX-70 when the members of a group are photographing and being photographed and sharing the photographs: it turns out that buried within us—
there is latent interest in each other; there is tenderness, curiosity, excitement, affection, companionability and humor; it turns out, in this cold world where man grows distant from man,
and even lovers can reach each other only briefly, that we have a yen for and a primordial competence for a quiet good-humored delight in each other:
we have a prehistoric tribal competence for a non-physical, non-emotional, non-sexual satisfaction in being partners in the lonely exploration of a once empty planet.
— “Over the very long term, history shows that the chances of any business surviving in a manner agreeable to a company’s owners are slim at best.” —Charlie Munger
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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
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What I learned from rereading Random Reminiscences of Men and Events by John D. Rockefeller.
----
Ramp gives you everything you need to control spend, watch your costs, and optimize your financial operations —all on a single platform. Make history's greatest entrepreneurs proud by going to Ramp and learning how they can help your business control your costs and save more.
----
Founders Notes gives you the superpower to learn from history's greatest entrepreneurs on demand. You can search all my notes and highlights from every book I've ever read for the podcast. Get access to Founders Notes here.
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Join my free email newsletter to get my top 10 highlights from every book
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Notes and highlights from the episode:
It has not been my custom to press my affairs forward into public gaze. (Bad boys move in silence)
My favorite biography on Rockefeller John D: The Founding Father of the Rockefellers by David Freeman Hawke. (Founders #254)
Secrecy covered all of his operations.
Taking for granted the growth of his empire, he hired talented people as found, not as needed. — Titan: The Life of John D. Rockefeller by Ron Chernow. (Founders #248)
We had been frank and aboveboard with each other. Without this, business associates cannot get the best out of their work.
Rockefeller said Jay Gould was the best businessman he knew. Jay Gould books and episodes: American Rascal: How Jay Gould Built Wall Street's Biggest Fortune by Greg Steinmetz (Founders #285) and Dark Genius of Wall Street: The Misunderstood Life of Jay Gould, King of the Robber Barons by Edward J. Renehan Jr. (Founders #258)
"If I have to choose between agreement and conflict, I'll take conflict every time. It always yields a better result." — Jeff Bezos
It's a pity to get a man into a place in an argument where he is defending a position instead of considering the evidence. His calm judgment is apt to leave him, and his mind is for the time being closed, and only obstinacy remains
I like doing deals with the same people. You get to know each other and build a mutual sense of trust. Today, a lot of what I do originates from associations that go back ten, twenty, thirty, even forty years. — Am I Being Too Subtle?: Straight Talk From a Business Rebel by Sam Zell.
Writing a check separates conviction from conversation. — Warren Buffett
We had with us a group of courageous men who recognized the great principle that a business cannot be a great success that does not fully and efficiently accept and take advantage of its opportunities. (Do everything and you will win)
Such was Rockefeller's ingenuity, his ceaseless search for even minor improvements. Despite the unceasing vicissitudes of the oil industry, prone to cataclysmic booms and busts, he would never experience a single year of loss. — Titan: The Life of John D. Rockefeller by Ron Chernow. (Founders #248)
Last Train to Paradise: Henry Flagler and the Spectacular Rise and Fall of the Railroad that Crossed an Ocean by Les Standiford. #247 Henry Flagler (Rockefeller’s Partner)
Rockefeller on the impact Henry Flagler had on the beginning of Standard Oil: He always believed that if we went into the oil business at all, we should do the work as well as we knew how; that we should have the very best facilities; that everything should be solid and substantial; and that nothing should be left undone to produce the finest results. And he followed his convictions of building as though the trade was going to last, and his courage in acting up to his beliefs laid strong foundations for later years. (Build a first class business in a first class way)
Young people should realize how, above all other possessions, is the value of a friend in every department of life without any exception whatsoever.
When you recruit A players you don't tell them here's 5 things I want you to focus on. Here's your top 10 priorities. NO. You've got one priority. Destroy that priority. Do it more than anybody else possibly will. (Henry Flagler’s main priority was controlling the cost of transportation.)
Larry Ellison: You don’t want turnover on your core product team. Knowledge compounds. Don’t interrupt the compounding. — Softwar: An Intimate Portrait of Larry Ellison and Oracle by Matthew Symonds. (Founders #124)
We were accustomed to prepare for financial emergencies long before we needed the funds. (Keep a fortress of cash)
It is impossible to comprehend Rockefeller's breathtaking ascent without realizing that he always moved into battle backed by abundant cash. Whether riding out downturns or coasting on booms, he kept plentiful reserves and won many bidding contests simply because his war chest was deeper. — Titan: The Life of John D. Rockefeller by Ron Chernow. (Founders #248)
I learned to have great respect for figures and facts, no matter how small they were.
This casual way of conducting affairs did not appeal to me.
As our successes began to come, I seldom put my head upon the pillow at night without speaking a few words to myself: "Now a little success, soon you’ll fall down, soon you’ll be overthrown. Because you’ve got a start, you think you’re quite a merchant; look out, or you will lose your head—go steady." These intimate conversations with myself had a great influence on my life. I was afraid I couldn’t stand my prosperity, and tried to teach myself not to get puffed up with any foolish notions. (If you go to sleep on a win you’ll wake up with a loss)
I hope they were properly humiliated to see how far we had gone beyond their expectations. (Chips on shoulders put chips in pockets)
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 in Buffett: The Making of an American Capitalist by Roger Lowenstein. (Founders #182)
Rockefeller on Standard Oil stock: Sell everything you've got, even the shirt on your back, but hold on to the stock.
All business proceeds on belief: Trying to run a company without a set of beliefs is like trying to steer a ship without a rudder. — Four Seasons: The Story of a Business Philosophy by Isadore Sharp (Founders #184)
Rockefeller on his “unintelligent competition”: We had the type of man who really never knew all the facts about his own affairs. Many kept their books in such a way that they did not actually know when they were making money or when they were losing money.
A few weeks later, the newspapers announce his new partnership—revealing who had backed his bid—and the news that Rockefeller is, at twenty-five, an owner of one of the largest refineries in the world. On that day his partners “woke up and saw for the first time that my mind had not been idle while they were talking so big and loud,” he would say later. They were shocked. They’d seen their empire dismantled and taken from them by the young man they had dismissed. Rockefeller had wanted it more. — Conspiracy by Ryan Holiday
At best it was a speculative trade, and I wonder that we managed to pull through so often; but we were gradually learning how to conduct a most difficult business.
A blueprint for success in any endeavor: Low prices to the customer. Root out any inefficiency. Pay for talent. Control expenses. Invest in technology.
We devoted ourselves exclusively to the oil business and its products. The company never went into outside ventures, but kept to the enormous task of perfecting its own organization
The fastest way to move a dial is narrow the focus. People naturally resist focus because they can’t decide what is important. Therein lies a problem: people can typically tell you after some deliberation what their top three priorities are, but they struggle to decide on just one. What is too much and what is too little focus? Do you ever even discuss this? Most teams are not focused enough. I rarely encountered a team that employed too narrow an aperture. It goes against our human grain. People like to boil oceans. Just knowing that can be to your advantage. When you narrow focus, you are increasing the resourcing on the remaining priority. — Amp It Up by Frank Slootman
Two people can run the same business and have vastly different results: Perhaps it is worth while to emphasize again the fact that it is not merely capital and "plants" and the strictly material things which make up a business, but the character of the men behind these things, their personalities, and their abilities; these are the essentials to be reckoned with.
When it comes to competition, being one of the best is not good enough. Do you really want to plan for a future in which you might have to fight with somebody who is just as good as you are? I wouldn't. — Jeff Bezos in Invent and Wander: The Collected Writings of Jeff Bezos
Don't even think of temporary or sharp advantages. Don't waste your effort on a thing which ends in a petty triumph unless you are satisfied with a life of petty success.
Study diligently your capital requirements, and fortify yourself fully to cover possible set-backs, because you can absolutely count on meeting setbacks.
Do not to lose your head over a little success, or grow impatient or discouraged by a little failure.
Know your numbers. You need to know your business down to the ground.
Money comes naturally as a result of service (Henry Ford)
Don’t do anything that someone else can do (Edwin Land)
The man will be most successful who confers the greatest service on the world.
Commercial enterprises that are needed by the public will pay. Commercial enterprises that are not needed fail, and ought to fail.
Dedicate your life to building something that contributes to the progress and happiness of mankind.
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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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What I learned from reading Money Talks, Bullsh*t Walks: Inside the Contrarian Mind of Billionaire Mogul Sam Zell by Ben Johnson.
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Ramp gives you everything you need to control spend, watch your costs, and optimize your financial operations —all on a single platform. Make history's greatest entrepreneurs proud by going to Ramp and learning how they can help your business control your costs and save more.
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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
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What I learned from reading How To Succeed in Mr. Beast Production and how ideas from Sam Zell, Charlie Munger, Nick Sleep, Warren Buffett, Sam Zemurray, Bob Kierlin, Steve Jobs, Li Lu, Edwin Land, Larry Ellison, Bill Gates, Jeff Bezos, James Cameron, Anna Wintour, Walt Disney, Bernard Arnault, and Brad Jacobs immediately came to mind.
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Ramp gives you everything you need to control spend, watch your costs, and optimize your financial operations —all on a single platform. Make history's greatest entrepreneurs proud by going to Ramp and learning how they can help your business control your costs and save more.
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Founders Notes gives you the superpower to learn from history's greatest entrepreneurs on demand. You can search all my notes and highlights from every book I've ever read for the podcast. 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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The best investors are not investors at all. They're entrepreneurs who have never sold. — Nick Sleep
Nick Sleep’s letters are a masterclass on the importance of understanding the underlying reality of a business — what he calls the engine of its success.
I read all 110,000 words of Nick’s letters (twice!) to make this episode and what I found most important is Nick’s ability to develop a deep understanding of “honestly run compounding machines” (like Costco and Amazon) years before everyone else.
Nick explains clearly how Jim Sinegal and Jeff Bezos set up their companies for long term success —from the very beginning — and gives us a few hints along the way on how we can do the same in our business.
And the absolute entrepreneurial history nerd in me loved the references to Henry Ford, Sam Walton, Rockefeller and other greats from the past that are sprinkled throughout Nick’s letters.
No surprise that someone who was able to make $2 billion for his clients has a deep understanding of the great work that came before him.
If you want to read all of Nick Sleep’s partnership letters you can do so here for free
You can also read William Green’s book Richer, Wiser, Happier: How The World's Greatest Investors Win In Markets and Life —which both Nick and I recommend. It has an excellent chapter on How Nick and Zak built their firm.
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Ramp gives you everything you need to control spend, watch your costs, and optimize your financial operations —all on a single platform. Make history's greatest entrepreneurs proud by going to Ramp and learning how they can help your business control your costs and save more.
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Founders Notes gives you the superpower to learn from history's greatest entrepreneurs on demand. You can search all my notes and highlights from every book I've ever read for the podcast. Get access to Founders Notes here.
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Join my free email newsletter to get my top 10 highlights from every book
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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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How Nick Sleep and Qais Zakaria built their radically unconventional investment partnership. From the incredible book Richer, Wiser, Happier: How The World's Greatest Investors Win In Markets and Life by William Green.
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I’m doing a LIVE podcast in New York next Monday with Patrick from Invest Like The Best. It’s FREE to attend because of the great people at Ramp ! Space is limited so register here fast!
Ramp gives you everything you need to control spend, watch your costs, and optimize your financial operations —all on a single platform. Make history's greatest entrepreneurs proud by going to Ramp and learning how they can help your business control your costs and save more.
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Founders Notes gives you the superpower to learn from history's greatest entrepreneurs on demand. You can search all my notes and highlights from every book I've ever read for the podcast. Get access to Founders Notes here.
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Join my free email newsletter to get my top 10 highlights from every book
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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
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I sent a friend this text: I'm working on another Li Lu episode but this one is about his remarkable investing career. Can be summarized by: 1. Studied Buffett and Munger. 2. Did that. Last episode was about how Li Lu survived one of the most horrific childhoods imaginable. This episode covers how he thinks about investing and entrepreneurship—in his own words.
Sources:
The forward to the Chinese edition of Poor Charlie’s Almanack written by Li Lu
Li Lu's Colombia Business School lecture 2006
Li Lu’s San Francisco State University lecture 2012
Graham & Doddsville interview with Li Lu
13th Colombia Business Conference 2021
Li Lu's Reflections On Reaching Fifty
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Ramp gives you everything you need to control spend, watch your costs, and optimize your financial operations —all on a single platform. Make history's greatest entrepreneurs proud by going to Ramp and learning how they can help your business control your costs and save more.
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Build relationships with other founders, investors, and executives at a Founders Event
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Founders Notes gives you the superpower to learn from history's greatest entrepreneurs on demand. You can search all my notes and highlights from every book I've ever read for the podcast. Get access to Founders Notes here.
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Join my free email newsletter to get my top 10 highlights from every book
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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
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Charlie Munger said that Li Lu was the only outsider he ever trusted with his money. Decades before Li Lu made Munger half a billion dollars, Li survived one of the most horrific childhoods imaginable:
Born into poverty, abandoned, hungry, beaten, surrounded by death. Persistent. Smart. Disciplined. Intensely curious. Obsessed with reading and learning. Determined to escape. This is a story you absolutely cannot miss.
What I learned from reading Moving The Mountain: My life in China from the Cultural Revolution to Tiananmen Square by Li Lu.
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Ramp gives you everything you need to control spend, watch your costs, and optimize your financial operations —all on a single platform. Make history's greatest entrepreneurs proud by going to Ramp and learning how they can help your business control your costs and save more.
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Build relationships with other founders, investors, and executives at a Founders Event
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Founders Notes gives you the superpower to learn from history's greatest entrepreneurs on demand. You can search all my notes and highlights from every book I've ever read for the podcast. Get access to Founders Notes here.
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Join my free email newsletter to get my top 10 highlights from every book
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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
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Warren Buffett and Charlie Munger said it was a crime that more business schools didn't study Henry Singleton. I think it's a crime that more entrepreneurs don't study Estée Lauder. She is one of the best founders to ever do it. This is the story of how she went from a childhood obsession, to a single counter in a beauty salon, to a multibillion dollar empire.
This is my third time reading this book. It gets better every time I read it. This episode is what I learned from rereading Estée: A Success Story by Estée Lauder.
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Ramp gives you everything you need to control spend, watch your costs, and optimize your financial operations —all on a single platform. Make history's greatest entrepreneurs proud by going to Ramp and learning how they can help your business control your costs and save more.
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Build relationships with other founders, investors, and executives at a Founders Event
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Founders Notes gives you the superpower to learn from history's greatest entrepreneurs on demand. You can search all my notes and highlights from every book I've ever read for the podcast. Get access to Founders Notes here.
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Join my free email newsletter to get my top 10 highlights from every book
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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
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Since its founding in 1967 Fastenal has grown from a small fastener store in Winona, Minnesota, into a multibillion-dollar global organization. How did a small town “nuts and bolts” shop become one of the world's most dynamic growth companies? Whenever asked, company founder Bob Kierlin attributes Fastenal's success to the company's high-quality employees and their commitment to a common goal: Growth Through Customer Service.
What I learned from reading The Power of Fastenal People by Robert Kierlin.
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Ramp gives you everything you need to control spend, watch your costs, and optimize your financial operations —all on a single platform. Make history's greatest entrepreneurs proud by going to Ramp and learning how they can help your business control your costs and save more.
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Build relationships with other founders, investors, and executives at a Founders Event
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Founders Notes gives you the superpower to learn from history's greatest entrepreneurs on demand. You can search all my notes and highlights from every book I've ever read for the podcast. Get access to Founders Notes here.
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Other books mentioned in this episode:
Les Schwab Pride In Performance: Keep It Going! by Les Schwab.
Sam Walton: Made In America by Sam Walton.
All I Want To Know Is Where I'm Going To Die So I'll Never Go There: Buffett & Munger – A Study in Simplicity and Uncommon, Common Sense by Peter Bevelin.
Bloomberg by Michael Bloomberg.
Born of This Land: My Life Story by Chung Ju-yung.
The Bugatti Story by L’Ebe Bugatti.
Sol Price: Retail Revolutionary by Robert Price.
How To Make A Few Billion Dollars by Brad Jacobs.
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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
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The name of Nobel usually calls to mind Alfred Nobel, inventor of dynamite, and the internationally prestigious prizes that bear his name. But Alfred was only one member of a creative and innovative family who built an industrial empire in prerevolutionary Russia. The saga begins with an emigre from Sweden, Immanuel Nobel, who was an architect, a pioneer producer of steam engines, and a maker of weapons.
Immanuel's sons included Alfred; Robert, who directed the family's activities in the Caspian oil fields; and Ludwig, an engineering genius and manufacturing magnate whose boundless energy and fierce determination created the Russian petroleum industry.
Ludwig's son Emanuel showed similar mettle, shrewdly bargaining with the Rothschilds for control of the Russian markets and competing head-on with Standard Oil and Royal Dutch Shell for lucrative world markets.
Perhaps no family in history has played so decisive a role in building an industrial empire in an underdeveloped but resource-rich nation. Yet the achievements of the Nobel family have been largely forgotten. When the Bolsheviks came to power, Emmanuel had to flee the country disguised as a peasant.
The Nobel empire with its 50,000 workers lay in ruins. An empire which had taken eighty years to design and build, was nearly destroyed, bringing a sudden and bitter end to one of the most remarkable industrial odysseys in world history.
This episode is what I learned from reading The Russian Rockefellers: The Saga of the Nobel Family and the Russian Oil Industry by Robert Tolf.
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Make history's greatest entrepreneurs proud by going to Ramp and learning how they can help your business control your costs and save more.
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Founders Notes gives you the superpower to learn from history's greatest entrepreneurs on demand. You can search all my notes and highlights from every book I've ever read for the podcast. 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
Be like Gareth. Buy a book: All the books featured on Founders Podcast
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What I learned from having dinner with John Mackey and reading his autobiography The Whole Story: Adventures in Love, Life, and Capitalism.
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Make history's greatest entrepreneurs proud by going to Ramp and learning how they can help your business control your costs and save more.
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Founders Notes gives you the superpower to learn from history's greatest entrepreneurs on demand. You can search all my notes and highlights from every book I've ever read for the podcast. Get access to Founders Notes here.
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Join my free email newsletter to get my top 10 highlights from every book
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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
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What I learned from reading What I Talk About When I Talk About Running: A Memoir by Haruki Murakami.
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(3:01) No matter how mundane some action might appear, keep at it long enough and it becomes a contemplative, even meditative act.
(4:00) Pain is inevitable. Suffering is optional.
(4:00) The hurt part is an unavoidable reality, but whether or not you can stand anymore is up to the runner himself.
(10:00) You can't fake passion — someone else, that really loves the job, will out run you. Somebody else sitting in some other MBA program has a deep passion for whatever career path you're going down, and they are going to smoke you if you don't have it yourself. — Runnin' Down a Dream: How to Succeed and Thrive in a Career You Love
(12:00) What’s crucial is whether your writing attains the standards you’ve set for yourself. Failure to reach that bar is not something you can easily explain away.
(14:00) Big ideas come from the unconscious. This is true in art, in science and in advertising. But your unconscious has to be well informed, or your idea will be irrelevant. Stuff your conscious mind with information, then unhook your rational thought process. You can help this process by going for a long walk, or taking a hot bath, or drinking half a pint of claret. Suddenly, if the telephone line from your unconscious is open, a big idea wells up within you. — David Ogilvy
(16:00) If you absolutely can't tolerate critics, then don't do anything new or interesting. — Jeff Bezos
(16:00) So the fact that I’m me and no one else is one of my greatest assets.
(19:00) Failure was not an option. I had to give it everything I had.
(19:00) My only strength has always been the fact that I work hard and can take a lot physically. I’m more a workhorse than a racehorse.
(22:00) I was more interested in having finished it than in whether or not it would ever see the light of day.
(26:00) I’m the kind of person who has to totally commit to whatever I do.
(29:00) The entrenched professional is always going to resist far longer than the private consumer. — James Dyson
(34:00) You really need to prioritize in life, figuring out in what order you should divide up your time and energy. If you don’t get that sort of system set by a certain age, you’ll lack focus and your life will be out of balance. I placed the highest priority on the sort of life that lets me focus on writing,
(37:00) You can’t please everybody. If one out of ten enjoyed the place and said he’d come again, that was enough. If one out of ten was a repeat customer, then the business would survive. To put it the other way, it didn’t matter if nine out of ten didn’t like my bar. This realization lifted a weight off my shoulders. Still, I had to make sure that the one person who did like the place really liked it. In order to make sure he did, I had to make my philosophy and stance clear-cut, and patiently maintain that stance no matter what. This is what I learned through running a business.
(40:00) The reason we're surprised is that we underestimate the cumulative effect of work. Writing a page a day doesn't sound like much, but if you do it every day you'll write a book a year. That's the key: consistency. People who do great things don't get a lot done every day. They get something done, rather than nothing. — How To Do Great Work by Paul Graham. (Founders #314)
(41:00) When you follow what you are intensely interested in this strange convergence happens where you're working all the time and it feels like you're never working. — How To Do Great Work by Paul Graham. (Founders #314)
(43:00) No matter how strong a will a person has, no matter how much he may hate to lose, if it’s an activity he doesn’t really care for, he won’t keep it up for long.
(44:00) Nobody ever recommended or even desired that I be a novelist—in fact, some tried to stop me. I had the idea to be one, and that’s what I did.
(45:00) I decided who I want to be, and that is who I am. — Coco Chanel
(46:00) Once, I interviewed an Olympic runner. I asked him, “Does a runner at your level ever feel like you’d rather not run today, like you don’t want to run and would rather just sleep in?” He stared at me and then, in a voice that made it abundantly clear how stupid he thought the question was, replied, “Of course. All the time!”
(47:00) I pity the poor fellow who is so soft and flabby that he must always have "an atmosphere of good feeling" around him before he can do his work. There are such men. And in the end, unless they obtain enough mental and moral hardiness to lift them out of their soft reliance on "feeling," they are failures. Not only are they business failures; they are character failures also; it is as if their bones never attained a sufficient degree of hardness to enable them to stand on their own feet. There is altogether too much reliance on good feeling in our business organizations. — Henry Ford’s Autobiography
(50:00) If I used being busy as an excuse not to run, I’d never run again.
(51:00) Focus and endurance can be acquired and sharpened through training.
(54:00) Exerting yourself to the fullest within your individual limits: that’s the essence of running, and a metaphor for life.
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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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What I learned from reading The Tinkerings of Robert Noyce: How the Sun Rose on Silicon Valley by Tom Wolfe.
Read The Intel Trinity: How Robert Noyce, Gordon Moore, and Andy Grove Built the World's Most Important Company by Michael Malone with me.
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(1:00) America is today in the midst of a great technological revolution. With the advent of the silicon chip, information processing, and communications, the national economy have been strikingly altered. The new technology is changing how we live, how we work, how we think. The revolution didn't just happen; it was engineered by a small number of people. Collectively, they engineered Tomorrow. Foremost among them is Robert Noyce.
(2:00) Steve Jobs on Robert Noyce: “He was one of the giants in this valley who provided the model and inspiration for everything we wanted to become. He was the ultimate inventor. The ultimate rebel. The ultimate entrepreneur.”
(4:00) When you read biographies of people who've done great work, it's remarkable how much luck is involved. They discover what to work on as a result of a chance meeting, or by reading a book they happen to pick up. So you need to make yourself a big target for luck, and the way to do that is to be curious. Try lots of things, meet lots of people, read lots of books, ask lots of questions. — How To Do Great Work by Paul Graham. (Founders #314)
(7:00) Bob Noyce had a passion for the scientific grind.
(10:00) He had a profound and baffling self-confidence.
(15:00) They called Shockley’s personalty reverse charisma. — Broken Genius: The Rise and Fall of William Shockley, Creator of the Electronic Age by Joel Shurkin. (Founders #165)
(25:00) What the beginning of an industry looks like: Anywhere from 50 to 90% of the transistors produced would turn out to be defective.
(33:00) Young engineers were giving themselves over to a new technology as if it were a religious mission.
(41:00) Noyce's idea was that every employee should feel that he could go as far and as fast in this industry as his talent would take him. He didn't want any employee to look at the structure of Intel and see a complex set of hurdles.
(43:00) This wasn't a corporation. It was a congregation.
(43:00) There were sermons. At Intel everyone, Noyce included, was expected to attend sessions on "the Intel Culture." At these sessions the principles by which the company was run were spelled out and discussed.
(45:00) If you're ambitious and hardworking, you want to be told how you're doing.
(45:00) In Noyce's view, most of the young hotshots who were coming to work for Intel had never had the benefit of honest grades in their lives. In the late 1960s and early 1970s college faculties had been under pressure to give all students passing marks so they wouldn't have to go off to Vietnam, and they had caved in, until the entire grading system was meaningless. At Intel they would learn what measuring up meant.
(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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What I learned from reading The House of Arnault by Brad Stone and Angelina Rascouet.
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(3:00) While other politicians were content to get their information from a scattering of newspapers, he devoured whole shelves. — Young Titan: The Making of Winston Churchill by Michael Shelden. (Founders #320)
(7:00) Arnault had understood before anyone else that it was a true industry. — The Taste of Luxury: Bernard Arnault and the Moet-Hennessy Louis Vuitton Story by Nadege Forestier and Nazanine Ravai. (Founders #296)
(9:00) Arnault is an iron fist in an iron glove. — The Taste of Luxury: Bernard Arnault and the Moet-Hennessy Louis Vuitton Story by Nadege Forestier and Nazanine Ravai.
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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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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(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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“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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