How A True Workaholic Works

This is a biography on four of the hardest workers who ever lived: Andrew Carnegie, John D. Rockefeller, Jay Gould, and JP Morgan. And what all of them have in common is that they were all at the very heart of the second industrial revolution. During this time period, you saw the United States go from just another country to the greatest [music] in the world. And that happened because of the work ethic of these four men along with people like Henry Ford, Thomas Edison, Cornelius Vanderbilt, and many other industrialists. And what's so interesting is that after having read all of their biographies, you start to see the same work patterns, these same work principles, the same productivity tips over and over and over again. So in this video, we're going over these seven habits that you see repeated over and over again in the lives of the greatest industrialists in history. Starting with the first habit, there's an ancient quote from Sunzu that says, "Speed is the essence of war." When you study the Titans, the first thing that you will find is that they value speed over almost everything. And the reason for this is because they take principles from war and apply them in business. Rockefeller is one of the best examples for this because he deeply studied Napoleon and even said about him, "I have thought that if he applied himself to commerce and industry, he would have been the greatest businessman the world has ever known." For Andrew Carnegie, it was the exact same reason for studying William Wallace. And Carnegie said, "I can truly say in the words of Burns that there was then and there created in me a vein of Scottish prejudice which will cease to exist only with life. Wallace, of course, was our hero. Everything heroic centered in him." I will say this again because it is so important and it applies to almost all of the great industrialists. They studied war principles because they took the principles and applied them in business. In the book, The Tycoons, it even says this. Carnegie, Gould, and Morgan would have risen to the top in any age as military leaders perhaps or as chancellors to the kings. But in post Civil War America, business had acquired the sense of excitement and purpose that men had once associated with great feats of statecraft or conquest. This is one of the most brilliant lines in the book because it is so true. The same personality that lies in the tycoons is the exact same personality that lies in someone like Julius Caesar or Napoleon Bonaparte or Alexander the Great. And the reason for that is because business is war. It's a form of warfare. And the most important lesson that they take from war is that speed is the essence of business. All of them, and I mean all of them, moved insanely, insanely quickly. Whether it was Jay Gould acquiring a company to build railways or Vanderbilt moving cargo along the Hudson River or Carnegie mass-producing steel with his new and innovative Bessemer process. All of them invested in new technology because they knew how important it was to move fast. Now, I know moving fast is like a sound might that always sounds good, but it's not quite applicable. So, it's worthy to note how they were actually able to move so fast. And I think the best description comes from a Rockefeller biography where the author is describing how Rockefeller moves in the market and he relates it to him playing chess. With the benefit of hindsight, we can see that there was something extraordinary about the way this stalled boy pinpointed goals and doggedly pursued them without any trace of childish impulsiveness. When playing checkers or chess, he showed exceptional caution, studying each move at length, working out every possible counter move in his head. "I'll move just as soon as I get it figured out," he told opponents who tried to rush him. "You don't think I'm playing to get beaten, do you?" To ensure that he won, he submitted to games only where he could dictate the rules. Despite his slow, ponderous style, once he had thoroughly mulled over his plan of action, he had the power of quick decision. Once he had mulled over his plan of action, he had the ability to make quick decisions. That is absolute gold. And the biography continues, "This part was vintage Rockefeller. He slowly and secretly laid the groundwork, then moved with electrifying speed to throw his adversaries off balance." This is the brilliance of speed because speed is not just about doing things quickly. Many people do things quickly and end up getting wiped out in the process. The brilliance of speed always comes in the preparation phase. It's positioning yourself and your company in a spot where when the moment comes, you can actually capitalize on the opportunity. In the 2010s, no one was paying attention to AI. If you were playing around with language models, you were probably laughed at. But Jensen Huang knew that AI was the future. And so he positioned his company to create chips that would excel at AI. For years, people called him crazy. But a decade later, Nvidia became one of the largest companies in the world, making chips for the AI boom. But it was because Jensen called the AI boom a decade earlier and positioned his company in a way that he could capitalize on the momentum that he succeeded. It was the exact same story for Rockefeller and oil and Carnegie and steel and Henry Ford and cars. They positioned their companies so that when the moment came to strike, they were already ready and could execute at just these extreme speeds. What oftentimes looks like speed is really just about preparation. And it's about knowing more about the market so that you can position your company in a way so that when the moment comes, you strike. I know I've said that like four or five times, but it's so important. It's like being a surfer. You first have to position yourself on the surfboard to then ride the wave. Napoleon before a battle would read not one or 10 or 20 books, but he would read shelves of books on his enemy. He was so unbelievably prepared that it allowed him to move with electrifying speed. John D. Rockefeller also just knew more about the market. He knew more about the oil sector than anyone. He knew the oil prices on the market off the top of his head. He knew the production costs of his own company down to the drop of oil. He knew his competitor's pricing and how well they were doing. All this information allowed him to move with incredible speed when the time came because he knew when it was time to buy out competitors. Remember this, what looks like speed is often just preparation. And so that's the first principle for working like an industrialist. Plan relentlessly and maximize your speed of execution. Reinvest aggressively. Man, this is a difficult one to do because it is scary to reinvest aggressively, but it is something that makes the great. All of the industrialists were constantly reinvesting into their company. Whether it was into the newest technology or acquiring competitors or hiring the best talent, they would use their profits to the max to gain any competitive edge. Even Andrew Carnegie, who said, "In a critical period like this, there was one lesson though uppermost with me. To gather more capital and keep it in our business, so that come what would, we should never again be called upon to endure such nights and days of racking anxiety." He said this and then still never really followed this rule throughout his life. And it's because the industrialists fear one word more than anything else and that one word is complacency. They were terrified of complacency because they knew that as soon as a company became complacent, they were dead. Henry Ford knew this more than anyone and he even said, "I have noticed a great love for regularity. Men fall into the half-alive habit. Habit conduces to a certain inertia and any disturbance of it affects the mind like trouble. Businessmen go down with their businesses because they like

industrial revolution. During this time period, you saw the United States go from just another country to the greatest [music] in the world. And that happened because of the work ethic of these four men along with people like Henry Ford, Thomas Edison, Cornelius

Vanderbilt, and many other industrialists. And what's so interesting is that after having read all of their biographies, you start to see the same work patterns, these same work principles, the same productivity tips over and over and over again. So in

this video, we're going over these seven habits that you see repeated over and over again in the lives of the greatest industrialists in history. Starting with the first habit, there's an ancient quote from Sunzu that says, "Speed is the essence of war."

When you study the Titans, the first thing that you will find is that they value speed over almost everything. And the reason for this is because they take principles from war and apply them in business. Rockefeller is one of the best

examples for this because he deeply studied Napoleon and even said about him, "I have thought that if he applied himself to commerce and industry, he would have been the greatest businessman the world has ever known." For Andrew Carnegie, it was the exact same reason

for studying William Wallace. And Carnegie said, "I can truly say in the words of Burns that there was then and there created in me a vein of Scottish prejudice which will cease to exist only with life. Wallace, of course, was our

hero. Everything heroic centered in him." I will say this again because it is so important and it applies to almost all of the great industrialists. They studied war principles because they took the principles and applied them in business. In the book, The Tycoons, it

even says this. Carnegie, Gould, and Morgan would have risen to the top in any age as military leaders perhaps or as chancellors to the kings. But in post Civil War America, business had acquired the sense of excitement and purpose that

men had once associated with great feats of statecraftraft or conquest. This is one of the most brilliant lines in the book because it is so true. The same personality that lies in the tycoons is the exact same personality that lies in

someone like Julius Caesar or Napoleon Bonapart or Alexander the Great. And the reason for that is because business is war. It's a form of warfare. And the most important lesson that they take from war is that speed is the essence of

business. All of them and I mean all of them moved insanely insanely quickly. Whether it was Jay Gould acquiring a company to build railways or Vanderbilt moving cargo along the Hudson River or Carnegie mass-producing steel with his new and innovative Bessemer process. All

of them invested in new technology because they knew how important it was to move fast. Now, I know moving fast is like a sound might that always sounds good, but it's not quite applicable. So, it's worthy to note how they were

actually able to move so fast. And I think the best description comes from a Rockefeller biography where the author is describing how Rockefeller moves in the market and he relates it to him playing chess. With the benefit of

hindsight, we can see that there was something extraordinary about the way this stalled boy pinpointed goals and doggedly pursued them without any trace of childish impulsiveness. When playing checkers or chess, he showed exceptional caution. studying each move at length,

working out every possible counter move in his head. "I'll move just as soon as I get it figured out," he told opponents who tried to rush him. "You don't think I'm playing to get beaten, do you?" To ensure that he won, he submitted to

games only where he could dictate the rules. Despite his slow ponderous style, once he had thoroughly mowled over his plan of action, he had the power of quick decision. Once he had mowled over his plan of action, he had the ability

to make quick decisions. That is absolute gold. And the biography continues, "This part was vintage Rockefeller. He slowly and secretly laid the groundwork, then moved with electrifying speed to throw his adversaries off balance." This is the brilliance of speed because speed is not

just about doing things quickly. Many people do things quickly and end up getting wiped out in the process. The brilliance of speed always comes in the preparation phase. It's positioning yourself and your company in a spot where when the moment comes, you can

actually capitalize on the opportunity. In the 2010s, no one was paying attention to AI. If you were playing around with language models, you were probably laughed at. But Jensen Huang knew that AI was the future. And so he

positioned his company to create chips that would excel at AI. For years, people called him crazy. But a decade later, Nvidia became one of the largest companies in the world, making chips for the AI boom. But it was because Jensen

called the AI boom a decade earlier and positioned his company in a way that he could capitalize on the momentum that he succeeded. It was the exact same story for Rockefeller and oil and Carnegie and Steel and Henry Ford and cars. They

positioned their companies so that when the moment came to strike, they were already ready and could execute at just these extreme speeds. What oftenimes looks like speed is really just about preparation. And it's about knowing more about the market so that you can

position your company in a way so that when the moment comes, you strike. I know I've said that like four or five times, but it's so important. It's like being a surfer. You first have to position yourself on the surfboard to

then ride the wave. Napoleon before a battle would read not one or 10 or 20 books, but he would read shelves of books on his enemy. He was so unbelievably prepared that it allowed him to move with electrifying speed.

John D. Rockefeller also just knew more about the market. He knew more about the oil sector than anyone. He knew the oil prices on the market off the top of his head. He knew the production costs of his own company down to the drop of oil.

He knew his competitor's pricing and how well they were doing. All this information allowed him to move with incredible speed when the time came because he knew when it was time to buy out competitors. Remember this, what looks like speed is often just

preparation. And so that's the first principle for working like an industrialist. Plan relentlessly and maximize your speed of execution.

Reinvest aggressively. Man, this is a difficult one to do because it is scary to reinvest aggressively, but it is something that makes the great. All of the industrialists were constantly reinvesting into their company. Whether it was into the newest technology or

acquiring competitors or hiring the best talent, they would use their profits to the max to gain any competitive edge.

Even Andrew Carnegie who said, "In a critical period like this, there was one lesson though uppermost with me. To gather more capital and keep it in our business, so that come what would, we should never again be called upon to

endure such nightsand days of racking anxiety." He said this and then still never really followed this rule throughout his life. And it's because the industrialists fear one word more than anything else and that one word is complacency. They were terrified of

complacency because they knew that as soon as a company became complacent they were dead. Henry Ford knew this more than anyone and he even said I have noticed a great love for regularity. Men fall into the half- alive habit. Habit

conduces to a certain inertia and any disturbance of it affects the mind like trouble. Businessmen go down with their businesses because they like the old way so well they cannot bring themselves to change. It could almost be written down

as a formula that when a man begins to think he has at last found his method, he had better begin a most searching examination of himself to see whether some part of his brain has not gone to sleep. There is subtle danger in a man

thinking that he is fixed for life. It indicates that the next jol of the wheel of progress is going to fling him off.

And so because of this philosophy, he was constantly reinvesting into his company. At one point, he even got into a fight with his shareholders about growing the company. And he writes about this in his autobiography. He said, "Some of the stockholders were seriously

alarmed when our production reached 100 cars a day. They wanted to do something to stop me from ruining the company. And when I replied to the effect that 100 cars a day was only a trifle and that I

hope before long to make a,000 a day, they were inexpressibly shocked and I understand seriously contemplated core action." It's almost the exact same reaction that Rockefeller stockholders had after his Cleveland acquisitions.

And in his biography it says, "Most executives might have considered the conquest of Cleveland the work of a lifetime, but Rockefeller was only 33 and was just getting started." But you can very clearly see it's this need for

aggressive expansion and conquest and continuing to not be complacent and do more that made Rockefeller and Henry Ford great. Whenever Rockefeller saw weakness in a competitor, he would do anything possible to buy them out. He would take out loans. He would go into

debt. And because he did this, he was able to start monopolizing different areas in the US, which is what made Standard Oil a success. Another thing Rockefeller reinvested in was into technology because he found out that a lot of waste at Standard Oil could be

turned into new products. Things like paraffin wax. Andrew Carnegie once again literally the exact same philosophy.

It's like these people are the exact same, but in the tycoons, it says this.

Since Carnegie traveled more than anyone else in the company and was constantly on the lookout for new technologies, he was among the best informed people within the company on technical developments. And because he reinvested profits into new technology, he was able

to find cheaper ways to make steel. He was one of the main movers on the Bessemer process of creating steel, which is really what allowed his factories to move so fast to be able to make so much steel and mass-produce it.

Carnegie never behaved like a rational cartilizer. Although he consistently earned the highest profits in the industry, he paid the smallest dividends, choosing instead to plow earnings back into better plans, more mechanization, and larger output.

Falling prices were just opportunities to take share. The Carnegie companies increase their market share in every recession. The key lesson here is this.

If you're not reinvesting your profits back into the company, your competitors are in the market. Any slight advantage has exponential rewards in the future, and so you have to reinvest aggressively. Do everything you possibly can to one create new technology, two

hire the best talent, and three acquire competitors. Do this and there is no industry that you won't be able to take over. Speaking of taking over industries, if you put someone like Carnegie, Rockefeller, Ford, put them in the modern day and they would obviously

be looking for the best AI tools that would simplify their workflows. And I guarantee you that they would be using Granola. Granola is the best AI notepad for online meetings. And I will tell you exactly why. I absolutely hate it when

you have a team meeting with a group of people and half of the people on the calls are just notetaker bots. Granola solves this problem perfectly. It uses your computer audio so there is no bot in the meeting and takes notes

throughout so that you can review it later. On top of that, their AI chat makes it so that you don't even have to go through the notes, but you can literally just ask the AI and it will tell you what you talked about in the

meeting. A couple weeks ago, I was on a call with a friend and we were debating on who was better between Alexander and Napoleon. And I needed to go back and search my notes. I literally just went to the AI and just asked it for all my

notes and it gave me my notes. It's good for remembering dates, discussions, information, and it's overall just a really good product. You can go to Granola AI and download for free today or if you use the link in the

description, you will be helping out the channel. It really is a great tool. Now, on to the next principle.

These three, Carnegie, Gould, Rockefeller, were walking whirlwinds over 25 years. They force the pays in all the critical underpinnings of modern industrial state. Steel, oil, railroads, coal, telegraphs, constantly driving to larger scales and lower costs.

Constantly attacking the comfortable settling points where normal businessmen paused to enjoy their success. That is such a gold quote and it shows one of the most blatant commonalities between all of the greatest industrialists and that's that they were completely

maniacal about their costs. And what this comes down to is knowing the minutia of your company. I actually love the story of Rockefeller in the Ron Cherno biography where it's talking about him walking around a factory and it says with his hands clasped behind

his back Rockefeller past these works poking his head everywhere a perfectionist alert to the tiniest details. When he saw somebody attending to a neglected unswept corner he smiled and said, "That's right, Eternal Vigilance." He was pacing walking around

the factory looking for the tiniest details. And I love that last quote, "Eternal vigilance. It's just it's just gold." There's literal stories in the letters that he sent to his son about testing out the metal rings on the

barrels of oil to see if the barrels could hold with less rings around them.

And this would save a few cents for every barrel. But it's always in the details because these few cents per barrel of oil added up to millions in the big picture. Sam Murray, it's a very similar story. He had a fruit company

where he would constantly be walking in the warehouses along the coast where they ship the bananas in from the Mid Americas and he would be always inspecting every tiny detail. For Andrew Carnegie, he literally positioned himself in two different roles so that

he could have a good vantage point over all the details. And in the book, The Tycoons, it says, "The dual roles as primary owner and chief salesman gave Carnegie the ideal vantage point for tuning production and pricing and

evaluating the profitability of new investment. He understood the subtle absorption of fixed costs that improve margins as production is pushed further out of the curve as possible. The key lesson here is that they were all obsessed with watching their costs. they

wouldn't spend a penny that didn't need to be spent because that one penny could be spent on innovation and expansion.

This is definitely one of the more important principles for people in the modern day because although people have all these tools to track their expenses, they're not maniacal about tracking their expenses. I mean, when you see all these founders who are raising hundreds

of thousands of dollars and just spend it on nonsense, if you put Carnegie, Ford, any of these people in the same situation, they would be tracking everything. Rockefeller once again has a perfect quote for this. He said there is

a kind of people who will become rich. For example, everyone here. We do not look for ways to spend money, but we look for ways to cultivate and manage various investments because we know that wealth can be used to invest and create

more wealth. But we also know that every penny can bring benefits. And so because of this, he was relentless about watching costs.

This is one that I don't think many people think about, but I think it's really one of the major things that made Standard Oil so great. What made Standard Oil into literally Standard Oil, and that's having competition within. And so, the book starts off by

describing Rockefeller as a manager. And I love this description of him. A word on Rockefeller as a manager, for he has a claim to be not only the first great corporate executive, but one of the greatest ever. He had the rarest talents

for adjusting to each new stage of Standards growth. He seized on the initial opportunity in oil in the 1860s with extraordinary entrepreneurial vision and energy. He always seemed to see the future plan and drove relentlessly to put the standard at the

head of the pack, quickly adjusting tactics to each sudden turn in the road. After consolidating Cleveland, he demonstrated an equal capacity for running what was a very large enterprise for its time. He managed to delegate very well, but also to remain in close

touch with operations. Even as Cleveland operations grew to employ several thousand workers, he reputedly knew almost all of them by name. And he did all that at the same time as he was aggressively expanding the range of his

strategic conquests. All that is brilliant and it's what makes a great manager. But then the book continues to talk about the structure of Standard Oil and the structure that Rockefeller had in place is sort of mind-blowing because it's what allowed them to be the best.

He structured his company in a way to where everyone inside was competing against each other. And so he played these managers against each other to bring out the best in them. One of his harshest critics, Ida Tarbell, wrote

this about Standard Oil. Each refinery in the alliance was required to make each month a detailed statement of its operations. These statements were compared and the results made known. If the Acme at Titusville had refined cheaper that month than any other member

of the alliance, the fact was made known. If this cheapness continued to how the others were sent to study the Acme methods whenever the improvement showed, that improvement received credit and the others were sent to find the secret. The keenest rivalry resulted.

Each factory was on its metal. So much of innovation comes from competition, from the necessity to innovate because if you don't innovate, the competitor will. And you see this all throughout history. When Philip invented the Sarissa to defeat the Yrians, when

Napoleon created the core system to defeat the coalitions, when the United States invented the atom bomb to defeat the Axis powers, competition breeds innovation, and both Carnegie and Rockefeller knew this extremely well.

There are so many stories in Carnegiey's biography where he goes to one of his plants, tells them the statistics of another plant, and then tells them that they need to reach the same statistic or there would be consequences. This is

something that all of the great industrialists did and it's something that you can very easily apply today. If you are a single person company, then you need to find people around you that you can compete with. And if you're in a

company and you're assigning a project, then you should assign multiple people on the project to see who can get better results. Of course, you shouldn't take this to the extreme because obviously there's diminishing returns, but very often competing within can be very

helpful. Now, it's kind of funny what I said in the last principle because Rockefeller was actually pro monopoly, kind of anti-competition in the market, but when you look at Standard Oil, Standard Oil is actually kind of an industry, a

market in itself. And it was a very, very competitive market. But I wanted to choose this principle and [clears throat] maybe talk about less about monopolies and talk about more about the foundation, the lesson that all of the titans of history understood,

and that's the lesson of focus. They all chose one industry, focused on one small area, and then aggressively expanded from there. Once again, John D.

Rockefeller chose oil, Carnegie chose steel, Henry Ford chose cars. And Carnegie has the best quote for this. I determined that the proper policy was to put all good eggs in one basket and then watch that basket. I believe the true

road to preeminent success in any line is to make yourself a master in that line. I have no faith in the policy of scattering one's resources. And in my experience, I've rarely if ever met a man who achieved preeminence in

money-making, certainly never won in manufacturing who was interested in many concerns. The men who have succeeded are men who have chosen one line and stuck to it. That is super important. All your resources, one basket. And it's funny

because so many of the tycoons literally follow this exact pathway. First, they choose an industry and perfect it. Then they conquer a small territory to test out their management and business philosophy. And after that, they expand outwards. aggressive expansion. But it

all starts with choosing one industry and one focus. You can actually take Jay Gould's pathway as an example. The book The Tycoon says, "The economics of railroads are the same as for airlines, and Jay Gould have grasped them more

quickly and clearly than anyone else. The favored contemporary response to price wars was to form pools or industry rate agreements, which inevitably collapsed because of cheating. Instead, Gould hoped to control pricing by establishing monopolies over natural regions of commerce. Almost as soon as

he won control of the Erie, he began aggressive series of probes aimed at establishing Eerie control over a huge swath of territories stretching from New York City westward, sweeping in the coal, oil, and iron districts of northern and western Pennsylvania and

the agriculture and food processing regions west and south of Chicago. Guys, this is literally the exact same formula that Herb Keller used in the modern day for Southwest Airlines. He chose the airline, he chose a location, which was

Dallas, Houston, and San Antonio. And then he lowered prices to attract people until he successfully cornered that territory. And only then did he continue to aggressively expand outwards. Here's how you can apply it in your own life.

And believe me, it doesn't matter whether it's a sport like Messi and Jordan or an industry like Rockefeller and Carnegie or a business like Gates and Elon. This formula applies to all the greats. First, choose a craft, something that you can perfect. Then,

choose a niche, something that you can go and conquer. And only once you've proven yourself, expand aggressively.

And definitely definitely use the second principle in this video as well. This principle is really what built the great titans, the great industrialists, the great tycoons. It's how far they were able to pursue vertical integration. And of course, one guy tops

them all. Jay Gould, Cornelius Vanderbilt, Andrew Carnegie, JP Morgan were all great. But the greatest businessman in this time period was John D. Rockefeller, and it's not even close.

Vertical integration is a business strategy where a company owns multiple stages of the supply chain. So for oil, you can imagine that you first have to extract it out of the ground. Then you have to transport it and then you have

to refine it so that it's actually usable and then finally you have to figure out all the distribution logistics to actually get it from the refinery to the consumer. John D.

Rockefeller and Standard Oil had a part to play in all of these stages of the process. They had complete vertical integration and that's what made him so great. The tycoon book describes him.

Personally, Rockefeller was very wealthy and was moving with his usual deafness on a national expansion almost as soon as his Cleveland acquisitions were digested. Within a half dozen years, Rockefeller had acquired more or less the whole of the national refining

capacity and by the mid 1880s controlled petroleum distribution and was moving into production as well. Rockefeller was relentless about vertical integration.

He wanted to own every part of the process. The main reason vertical integration is important is because you're not dependent on anyone else for any part of the business. If you own a store like Sam Walton, you are

completely dependent on your suppliers. If you own a rocket company like Elon, you are completely dependent on the people making these specific parts. This is actually why you see Elon pursuing vertical integration. He tries to have as much in-house processes as possible

for both his SpaceX factories and his Tesla factories because he knows that if he wants to achieve maximum speed of execution, then he needs to have full control over the entire process. This is one of the primary drivers to standards

oil success that they were able to have control over the entire process. So if you want to work like an industrialist, pursue vertical integration.

And this one is so important. You have no idea how many industries have been conquered simply because there was a first mover. Bill Gates with Microsoft software, Mark Zuckerberg with Facebook and social media, Jensen Huang with the graphics cards that now power the AI

revolution. The people that come to dominate usually tend to be the first movers. And the book says, "Railroad promoters, just like the internet entrepreneurs in the 1990s, were correct in their perception that a business and consumer revolution was a foot and were

correct as well that the biggest gains would go to the first movers." This means that the formula that worked 100 years ago still works today. The money goes to the first movers. And so the question becomes, how do you become a

first mover? And the answer lies in this Warren Buffett quote, be fearful when others are greedy and greedy when others are fearful. The first movers move when everyone else is too scared to move. You see this with the tycoons. They were all

extremely active during the panic of 1873 when everyone else was freaking out. The tycoon book says, "Cizing on the openings created by the 1873 crash, Carnegie, Gould, and Rockefeller all played primary roles driving the scale shift. Carnegie with the expansion of

steel, Ghoul, and railroads. and Rockefeller who started with the cleanest slate actually creating an entity that came closest of any to the perfect global machine of the metaphor.

Morgan piled his trade as a banker and would emerge after yet another market break in the 1880s as the regulator of machines that other people built. This is gold and the book continues most businessmen reacted with fear at the

violent disruptions of the 1870s. Top of the food chain feeders saw only a world ripe with opportunity. To be a first mover, you have to act through the uncertainty. You have to be extremely active when everyone else is slowing

down. The great tycoons of history didn't get to the top because they played it safe. They got to the top because they took a calculated risk that allowed them to be the first to move.

So, if you want to work like a titan or a tycoon or an industrialist or whatever you want to call them, these are the seven principles that you need to do that. And if you like this video, you

might also like this video where I teach you the productivity tips of history's top workaholics. That's it. See