Godfather Business Quotes

Tom, don't let anybody kid you. It's all personal, every bit of business. Every piece of shit every man has to eat every day of his life is personal. They call it business. OK. But it's personal as hell. You know where I learned that from? The Don. My old man. The Godfather. If a bolt of lightning hit a friend of his the old man would take it personal. He took my going into the Marines personal. That's what makes him great. The Great Don. He takes everything personal Like God. He knows every feather that falls from the tail of a sparrow or however the hell it goes? Right? And you know something? Accidents don't happen to people who take accidents as a personal insult.

Like many business men of genius he learned that free competition was wasteful, monopoly efficient.

It’s all personal, every bit of business. Every piece of shit every man has to eat every day of his life is personal. They call it business. OK. But it’s personal as hell.

What would the world come to if people kept carrying grudges against all reason? That has been the cross of Sicily, where men are so busy with vendettas they have no time to earn bread for their families.

Among reasonable men problems of business could always be solved.

You talk about vengeance. Is vengeance going to bring your son back to you or my boy to me? I forgo the vengeance of my son. But I have selfish reasons, my youngest son was forced to leave this country because of this Sollozzo business. All right, now I have to make arrangements to bring him back here safely cleared of all these false charges. But I'm a superstitious man and if some unlucky accident should befall him, if he should get shot in the head by a police officer, or if should hang himself in his jail cell, or if he's struck by a bolt of lightening, then I'm going to blame some of the people in this room, and that I do not forgive. But, that aside, let me say that I swear, on the souls of my grandchildren, that I will not be the one to break the peace we have made here today.

Footsteps approach the kitchen. Garrett wanders in, wiping sweat off his brow. When he notices Sabrina, he brightens. “Oh good. You’re here. Hold on—gotta grab something.” She turns to me as if to say, Is he talking to me? He’s already gone, though, his footsteps thumping up the stairs. At the table, Hannah runs a hand through her hair and gives me a pleading look. “Just remember he’s your best friend, okay?” That doesn’t sound ominous. When Garrett returns, he’s holding a notepad and a ballpoint pen, which he sets on the table as he sits across from Sabrina. “Tuck,” he says. “Sit. This is important.” I’m so baffled right now. Hannah’s resigned expression doesn’t help in lessening the confusion. Once I’m seated next to Sabrina, Garrett flips open the notepad, all business. “Okay. So let’s go over the names.” Sabrina raises an eyebrow at me. I shrug, because I legitimately don’t know what the fuck he’s talking about. “I’ve put together a solid list. I really think you’re going to like these.” But when he glances down at the page, his face falls. “Ah crap. We can’t use any of the boy names.” “Wait.” Sabrina holds up a hand, her brow furrowed. “You’re picking names for our baby?” He nods, busy flipping the page. My baby mama gapes at me. I shrug again. “Just out of curiosity, what were the boy names?” Grace hedges, clearly fighting a smile. He cheers up again. “Well, the top contender was Garrett.” I snicker loud enough to rattle Sabrina’s water glass. “Uh-huh,” I say, playing along. “And what was the runner-up?” “Graham.” Hannah sighs. “But it’s okay. I have some kickass girl names too.” He taps his pen on the pad, meets our eyes, and utters two syllables. “Gigi.” My jaw drops. “Are you kidding me? I’m not naming my daughter Gigi.” Sabrina is mystified. “Why Gigi?” she asks slowly. Hannah sighs again. The name suddenly clicks in my head. Oh for fuck’s sake. “G.G.,” I mutter to Sabrina. “As in Garrett Graham.” She’s silent for a beat. Then she bursts out laughing, triggering giggles from Grace and eventually Hannah, who keeps shaking her head at her boyfriend. “What?” Garrett says defensively. “The godfather should have a say in the name. It’s in the rule book.” “What rule book?” Hannah bursts out. “You make up the rules as you go along!” “So?

My only business is to save souls in danger of hell. What a man does is his own business.

If one Godfather offers you an opportunity and another Godfather offers you an advantage, go with the former.

Never let them know what you have under your fingernails. I think your brain is going soft from all that comedy you play with that young girl. Stop it and pay attention to business. Now get out of my sight.

This is a tough business. The cops, the army…,” he said, and he appeared to be struggling for words. “Put a uniform on somebody, tell ’em you got to kill this other guy because he’s the bad guy, you got to kill him—and then anybody can pull the trigger. But in this business, sometimes you got to kill people who maybe they’re your friends.” He stopped and shrugged, as if he were taking a moment to think about this himself. “That’s the way it is in this business. Sometimes maybe it’s even people you love and you got to do it. That’s just the way it is,” he repeated, “in this business.

Don Tommasino also controlled the water rights in the area and vetoed the local building of any new dams by the Roman government. Such dams would ruin the lucrative business of selling water from the artesian wells he controlled, make water too cheap, ruin the whole important water economy so laboriously built up over hundreds of years.

If you put something into your culture that is so disturbing that it always creates a conversation, it will change behavior. As we learned in The Godfather, ask a Hollywood mogul to give someone a job and he might not respond. Put a horse’s head in his bed and unemployment will drop by one. Shock is a great mechanism for behavioral change.

James Brown had many guises, many names: Crip, Music Box, The Hardest Working Man In Show Business, Mr. Please Please Please, Butane James, Soul Brother Number One, Skates, The Godfather of Soul...He was His Own Bad Bad Self, the Sex Machine, Black Elvis, the Minister of the New New Super Heavy Funk, The Original Disco Man, Universal James. But before any of them, he was simply a dancer doing the James Brown.

Christian dropped his head. Damn. It’s always the nigga you’ll least expect to cross you. Best friend since the 6th grade, godfather to all three of his children, best man in his wedding, pallbearer at his daddy’s funeral, the only nigga who knew the code to his safe. Christian really couldn’t believe it. Despite what so many people thought, he handled his business well as THE CONNECT.

In 2010, Dr. Fauci told adoring New Yorker writer Michael Specter that his go-to political playbook is Mario Puzo’s novel The Godfather.40 He spontaneously recited his favorite line from Puzo’s epic: “It’s nothing personal, it’s strictly business.

Roldugin, who has been a friend of Putin since the 1970s, is said to be the person who introduced the Russian president to his former wife. He is the godfather of Putin’s daughter Maria. These connections, rather than any evident business skill, allowed him to amass a tremendous fortune.

Enron. One: The firm endorsed Enron’s asset-light strategy. In a 1997 edition of the Quarterly, consultants wrote that “Enron was not distinctive at building and operating power stations, but it didn’t matter; these skills could be contracted out. Rather, it was good at negotiating contracts, financing, and government guarantee—precisely the skills that distinguished successful players.” Two: The firm endorsed Enron’s “loose-tight” culture. Or, more precisely, McKinsey endorsed Enron’s use of a term that came straight out of In Search of Excellence. In a 1998 Quarterly, the consultants peripherally praised Enron’s culture of “[allowing executives] to make decisions without seeking constant approval from above; a clear link between daily activities and business results (even if not a P&L); something new to work on as often as possible.” Three: The firm endorsed Enron’s use of off–balance-sheet financing. In that same 1997 Quarterly, the consultants wrote that “the deployment of off–balance-sheet funds using institutional investment money fostered [Enron’s] securitization skills and granted it access to capital at below the hurdle rates of major oil companies.” McKinsey heavyweight Lowell Bryan—godfather of the firm’s financial institutions practice—put it another way: “Securitization’s potential is great because it removes capital and balance sheets as constraints on growth.” Four: The firm endorsed Enron’s approach to “atomization.” In a 2001 Quarterly, the consultants wrote: “Enron has built a reputation as one of the world’s most innovative companies by attacking and atomizing traditional industry structures—first in natural gas and later in such diverse businesses as electric power, Internet bandwidth, and pulp and paper. In each case, Enron focused on the business sliver of intermediation while avoiding the incumbency problems created by a large asset base and vertical integration.

The Godfather, A Place in the Sun, Dodsworth, Galaxy Quest--these are perfect films. They start with a simple premise and proceed logically, and inevitably, toward a conclusion both surprising and inevitable. [From the chapter "The Script."]

Over the years, I’ve launched dozens and dozens of projects and sold goods and services to businesses and individuals. I’ve worked with Jay Levinson, the father of Guerrilla Marketing, with Lester Wunderman, the godfather of direct mail, and Bernadette Jiwa, the doyenne of storytelling. My ideas have built billion-dollar companies and raised nearly that much for important charities

his five-decade dictatorial control of the FBI to transform the agency into a vehicle for shielding organized crime, fortifying his corrupt political partners, oppressing Black Americans, surveilling his political enemies, suppressing free speech and dissent, and as a platform for building a cult of personality around his own inflated ego. More recently, Dr. Fauci’s perennial biographer, Charles Ortleb, analogized Dr. Fauci’s career and pathological mendacity to the sociopathic con men Bernie Madoff and Charles Ponzi.37 Another critic, author J. B. Handley, labeled Dr. Fauci “a snake oil salesman” and a “bigger medical charlatan than Rasputin.”38 Economist and author Peter Navarro, former Director of Trade and Manufacturing Policy, observed during a national network television interview in April 2021 that “Fauci is a sociopath and a liar.”39 His white lab coat, his official title, and his groaning bookshelves crowded with awards from his medical cartel collaborators allow Dr. Fauci to masquerade as a neutral, disinterested scientist and selfless public servant driven by a relentless commitment to public health. But Dr. Fauci doesn’t really do public health. By every metric, his fifty-year regime has been a catastrophe for American health. But as a businessman, his success has been boundless. In 2010, Dr. Fauci told adoring New Yorker writer Michael Specter that his go-to political playbook is Mario Puzo’s novel The Godfather.40 He spontaneously recited his favorite line from Puzo’s epic: “It’s nothing personal, it’s strictly business.

It is unclear how many people at the table understood “focus” as Buffett lived that word. This kind of innate focus couldn’t be emulated. It meant the intensity that is the price of excellence. It meant the discipline and passionate perfectionism that made Thomas Edison the quintessential American inventor, Walt Disney the king of family entertainment, and James Brown the Godfather of Soul. It meant single-minded obsession with an ideal.

To this day, people credit me with calling the top of the market when I sold Equity Office. The reality is, I wasn’t trying to. While I was certain the market was frothy, I wasn’t selling to get out of the office market. I had simply received a Godfather offer.

So he stuck in his stick o' dynamite an' it's only a fool's luck he didn't blow himself up doin' it. I wisht he had; but he didn't. He just put Terrapin Tanks out o' business forever—cracked the granite floor o' that sump-hole an' busted down the sides, an' the water's run out into the sand an' the tanks run dry. They'll stay dry. We can have cloudbursts in this country from now until I get religion, but them tanks'll never hold another drop o' water. That fool tenderfoot's dead, I guess; but he's goin' to keep right on killin' people just the same. Men'll keep comin' here, bankin' on water—an' in five years there'll be a dozen skeletons round that busted tank.

Ideally, a cultural design point will be trivial to implement but have far-reaching behavioral consequences. Key to this kind of mechanism is shock value. If you put something into your culture that is so disturbing that it always creates a conversation, it will change behavior. As we learned in The Godfather, ask a Hollywood mogul to give someone a job and he might not respond. Put a horse’s head in his bed and unemployment will drop by one. Shock is a great mechanism for behavioral change.