Charlie Munger once sent a letter to Robert Cialdini with a single share of $BRKA
“Warren and I have read your books. We’ve made hundreds of millions of dollars. This is our way of saying thanks.”

Cialdini kept the share and is an avid reader of Buffett's shareholder letters.
"Every year, Warren establishes his credibility ... he mentioned something that went wrong that year. And then he says of course we learned from that, we will never do that again, and he moves on to of the strengths of the year all the things that went right"
"He establishes his truthfulness which makes me believe in what went right to truly process it deeply and believe it fully because he first was willing to tell me what went wrong. I now believe the next thing he said."
Cialdini's advice: "Mention a weakness relatively early [when you make your case] because that establishes your credibility for what you say next. And that’s the moment for your strongest argument, immediately after you’ve mentioned the weakness."
Cialdini's Influence was published in '84. In 1985, Buffett wrote: "Our Vice Chairman has always emphasized the study of mistakes rather than successes, both in business and other aspects of life."

“All I want to know is where I’m going to die so I’ll never go there.”
"You’ll immediately see why we make a good team: Charlie likes to study errors and I have generated ample material for him, particularly in our textile and insurance businesses."

Importantly, they don't only study their mistakes, they talk about them.
berkshirehathaway.com/letters/1985.h…
"We remained in the [textile] business for reasons that I stated in 1978."
"It turned out that I was very wrong. Though 1979 was moderately profitable, the business thereafter consumed major amounts of cash."
In 1989, Buffett wrote about his "Mistakes of the First Twenty-five Years"

"It's a good idea to review past mistakes before committing new ones."

berkshirehathaway.com/letters/1989.h…
"My first mistake, of course, was in buying control of Berkshire. ... If you buy a stock at a sufficiently low price ... I call this the "cigar butt" approach to investing. Unless you are a liquidator, that kind of approach to buying businesses is foolish."
"After some other mistakes, I learned to go into business only with people whom I like, trust, and admire. As I noted before, this policy of itself will not ensure success."
"Some of my worst mistakes were not publicly visible. These were stock and business purchases whose virtues I understood and yet didn't make. ... For Berkshire's shareholders, myself included, the cost of this thumb-sucking has been huge."
25 years later, in 2014, he returned to the topic.

"I have made plenty of mistakes ... The most gruesome was Dexter Shoe. It had a terrific record and in no way looked like a cigar butt. Its competitive strengths, however, were soon to evaporate because of foreign competition"
"Berkshire paid $433mm for Dexter, its value went to zero. This doesn’t come close to the magnitude of my error. I gave Berkshire stock to the sellers. The shares are now worth about $5.7bn. As a financial disaster, this one deserves a spot in the Guinness Book of World Records"
The letter to Cialdini also included Munger’s personal phone number. I wonder what other ideas they discussed over the years.🤔

From @ritholtz podcast

ritholtz.com/2021/06/transc…

ritholtz.com/2021/06/mib-ro…

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More from @NeckarValue

7 Jul
Buffett once called Jamie Dimon's 2000 shareholder letter "just about the best I've ever witnessed."

Dimon had just become Bank One's CEO after a falling out with his mentor Sandy Weill at Citi.
Bank One was being hit by the recession and loan losses were exploding.

"I was slow waking up to the problems" Dimon admitted.

"They said we'd peak losing 70 basis points. History told me it would be around 100," says Dimon. "The losses hit 180!"
money.cnn.com/magazines/fort…
In his annual letter, Dimon starts with the bad news:

"Bank One had an extremely difficult year in 2000. We lost $511 million. ... These results are absolutely un acceptable — to you and to Bank One’s management."

cdn.fs.teachablecdn.com/8cVComJhTMOSK4…
Read 15 tweets
6 Jul
$LB L Brands's Les Wexner in 1985.

"My vision of the business is always to have a large one. When I had two stores, ten stores seemed like a lot. I'd like to believe that trees can grow to the sky. None have yet, but that doesn't mean it's impossible."
Lazard's Felix Rohatyn: "One of the most driven men I know."

Competitor: "Greatest merchandising talent in America."
Quit law school to join the family store in Columbus. Wanted to focus on bestselling merchandise - sportswear. Father: "You'll never be a merchant."

Opened first store in '63 with limited selection: Limited
1976: 100 stores
1985: 577

IPO: father as chairman, mother as secretary
Read 9 tweets
3 Jul
Lots of food for thought in this excellent essay

“Some companies have a soul, and others are
just going through the motions.”

"The necessity to be continuously on the verge of some great new idea sows an endemic hurriedness that can be seen on people’s faces and heard in their voices.

This struck me as unhealthy for decision making (and perhaps even unhealthy, period)."
"I think of highest quality companies as a class of their own: the 99th percentile is not 10% better than the 90th percentile but 10x better. Linear thinking and analysis—though important in building a full understanding—are insufficient for revealing superlative quality."
Read 5 tweets
21 Jun
I love the moment when Soros told Druckenmiller to go for the jugular and lever up the short of the British pound. It’s unfortunate that it turned into meme because it’s easy to miss the “conviction stack” that this generational trade was built on.
“I've learned many things from [George Soros], but perhaps the most significant is that it's not whether you're right or wrong, but how much money you make when you're right and how much you lose when you're wrong.” -Stanley Druckenmiller
“What is most interesting to me about the breaking of the pound was the combination of Druckenmiller’s gamesmanship – Stan really understands risk/rewards — and George’s ability to size trades.” Scott Bessent
Read 15 tweets
11 Jun
Craig McCaw made a fortune by thinking like a ‘business anthropologist’ and having conviction on the value of new technology. Landline phones made humans “slaves to places” - cellular telephony was inevitable.
To turn his conviction into a billion-dollar fortune, he had to be fast, focused, and go all-in. He needed leverage a team that could make up for his dyslexia.
Craig’s father Elroy was a spy turned entrepreneur who bought radio and televisions stations, piling leverage on handshake deals. When he passed away in 1969, Craig was 19. The family’s fortune crumbled overnight.

tenwatts.blogspot.com/2014/12/the-ci…
Read 24 tweets
9 Jun
Love this post about 'The User Illusion'

"It’s counterintuitive but the value of information is determined by what’s discarded, or “exformation.” The quality of your consciousness, your entire waking life, will be determined by the quality of your information filters."
“Consciousness is not about information but about its opposite: order. Consciousness consists of information no more than a person who consumes food can be said to consist of food. Consciousness is nourished by information the same way the body is nourished by food."
"The small subset of the world that an animal is able to detect is its umwelt. The bigger reality, whatever that might mean, is called the umgebung.

The interesting part is that each organism presumably assumes its umwelt to be the entire objective reality “out there.”"
Read 7 tweets

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