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Warren  QUOTES

7 " I'd read the section in my guidebook about the trail's history the winter before, but it wasn't until now—a couple of miles out of Burney Falls, as I walked in my flimsy sandals in the early evening heat—that the realization of what that story meant picked up force and hit me squarely in the chest: preposterous as it was, when Catherine Montgomery and Clinton Clarke and Warren Rogers and the hundreds of others who'd created the PCT had imagined the people who would walk that high trail that wound down the heights of our western mountains, they'd been imagining me. It didn't matter that everything from my cheap knockoff sandals to my high-tech-by-1995-standards boots and backpack would have been foreign to them, because what mattered was utterly timeless. It was the thing that compelled them to fight for the trail against all the odds, and it was the thing that drove me and every other long-distance hiker onward on the most miserable days. It had nothing to do with gear or footwear or the backpacking fads or philosophies of any particular era or even with getting from point A to point B.

It had only to do with how it felt to be in the wild. With what it was like to walk for miles for no reason other than to witness the accumulation of trees and meadows, mountains and deserts, streams and rocks, rivers and grasses, sunrises and sunsets. The experience was powerful and fundamental. It seemed to me that it had always felt like this to be a human in the wild, and as long as the wild existed it would always feel this way. That's what Montgomery knew, I supposed. And what Clarke knew and Rogers and what thousands of people who preceded and followed them knew. It was what I knew before I even really did, before I could have known how truly hard and glorious the PCT would be, how profoundly the trail would both shatter and shelter me. "

Cheryl Strayed , Wild: From Lost to Found on the Pacific Crest Trail

13 " When Warren was a little boy fingerprinting nuns and collecting bottle caps, he had no knowledge of what he would someday become. Yet as he rode his bike through Spring Valley, flinging papers day after day, and raced through the halls of The Westchester, pulse pounding, trying to make his deliveries on time, if you had asked him if he wanted to be the richest man on earth—with his whole heart, he would have said, Yes.
That passion had led him to study a universe of thousands of stocks. It made him burrow into libraries and basements for records nobody else troubled to get. He sat up nights studying hundreds of thousands of numbers that would glaze anyone else’s eyes. He read every word of several newspapers each morning and sucked down the Wall Street Journal like his morning Pepsi, then Coke. He dropped in on companies, spending hours talking about barrels with the woman who ran an outpost of Greif Bros. Cooperage or auto insurance with Lorimer Davidson. He read magazines like the Progressive Grocer to learn how to stock a meat department. He stuffed the backseat of his car with Moody’s Manuals and ledgers on his honeymoon. He spent months reading old newspapers dating back a century to learn the cycles of business, the history of Wall Street, the history of capitalism, the history of the modern corporation. He followed the world of politics intensely and recognized how it affected business. He analyzed economic statistics until he had a deep understanding of what they signified. Since childhood, he had read every biography he could find of people he admired, looking for the lessons he could learn from their lives. He attached himself to everyone who could help him and coattailed anyone he could find who was smart. He ruled out paying attention to almost anything but business—art, literature, science, travel, architecture—so that he could focus on his passion. He defined a circle of competence to avoid making mistakes. To limit risk he never used any significant amount of debt. He never stopped thinking about business: what made a good business, what made a bad business, how they competed, what made customers loyal to one versus another. He had an unusual way of turning problems around in his head, which gave him insights nobody else had. He developed a network of people who—for the sake of his friendship as well as his sagacity—not only helped him but also stayed out of his way when he wanted them to. In hard times or easy, he never stopped thinking about ways to make money. And all of this energy and intensity became the motor that powered his innate intelligence, temperament, and skills. "

Alice Schroeder , The Snowball: Warren Buffett and the Business of Life