Titan Rockefeller Quotes

Success comes from keeping the ears open and the mouth closed” and “A man of words and not of deeds is like a garden full of weeds.

Rockefeller equated silence with strength: Weak men had loose tongues and blabbed to reporters, while prudent businessmen kept their own counsel.

I would rather earn 1% off a 100 people's efforts than 100% of my own efforts.

The ability to deal with people is as purchasable a commodity as sugar or coffee,” he once said, “and I pay more for that ability than for any other under the sun.

Do not many of us who fail to achieve big things … fail because we lack concentration—the art of concentrating the mind on the thing to be done at the proper time and to the exclusion of everything else?

If those who ‘gain all they can’ and ‘save all they can,’ will likewise ‘give all they can,’ then the more they will grow in grace.

Oh how blessed the young men are who have to struggle for a foundation and a beginning in life. I shall never cease to be grateful for the three and a half years of apprenticeship and the difficulties to be overcome, all the way along.

Willful waste makes woeful want.

Daring in design, cautious in execution—it was a formula he made his own throughout his career.

He downplayed the significance of technical knowledge in business. “I never felt the need of scientific knowledge, have never felt it. A young man who wants to succeed in business does not require chemistry or physics. He can always hire scientists.

Rockefeller was sensitive about adults who behaved in a high-handed fashion toward him. Having assumed so much responsibility at home, he now thought of himself as a mature person.

The impression was gaining ground with me that it was a good thing to let the money be my slave and not make myself a slave to money.

D. Rockefeller drew strength by simplifying reality and strongly believed that excessive reflection upon unpleasant but unalterable events only weakened one’s resolve in the face of enemies.

As to why God had singled out John D. Rockefeller for such spectacular bounty, Rockefeller always adverted to his own adherence to the doctrine of stewardship—the notion of the wealthy man as a mere instrument of God, a temporary trustee of his money, who devoted it to good causes. “It has seemed as if I was favored and got increase because the Lord knew that I was going to turn around and give it back.”73

Growing up as a miniature adult, burdened with duties, he developed an exaggerated sense of responsibility that would be evident throughout his life.

Taking for granted the growth of his empire, he hired talented people as found, not as needed.

It never seemed to dawn on her to encourage her children to have a good time.

He had a great general’s ability to focus on his goals and brush aside obstacles as petty distractions. “You can abuse me, you can strike me,” Rockefeller said, “so long as you let me have my own way.

In his early days in business, Rockefeller often suffered from severe neck pains that might have indicated stress on the job, and he turned to horses as a therapeutic diversion. “I would leave my office in the afternoon and drive a pair of fast horses as hard as they could go: trot, break, gallop—everything.

One of Rockefeller’s favorite stories reveals her coolheaded response to danger: Mother had whooping cough and was staying in her room so that we should not catch it. When she heard thieves trying to get at the back of the house and remembered that there was no man to protect us, she softly opened the window and began to sing some old Negro melody, just as if the family were up and about. The robbers turned away from the house, crossed the road to the carriage house, stole a set of harness and went down the hill to their boat at the shore.18 From such early experiences, John D. took away a deep, abiding respect for women; unlike other moguls of the Gilded Age, he never saw them in purely ornamental terms.

For this boy destined to be the world’s greatest heir, money was so omnipresent as to be invisible—something “there, like air or food or any other element,” he later said—yet it was never easily attainable.11 As if he were a poor, rural boy, he earned pocket change by mending vases and broken fountain pens or by sharpening pencils. Aware of the rich children spoiled by their parents, Senior seized every opportunity to teach his son the value of money. Once, while Rockefeller was being shaved at Forest Hill, Junior entered with a plan to give away his Sunday-school money in one lump sum, for a fixed period, and be done with it. “Let’s figure it out first,” Rockefeller advised and made Junior run through calculations that showed he would lose eleven cents interest while the Sunday school gained nothing in return. Afterward, Rockefeller told his barber, “I don’t care about the boy giving his money in that way. I want him to give it. But I also want him to learn the lesson of being careful of the little things.

Another traveling companion remembered the Rockefellers sitting at a private dining room in a Roman hotel as the paterfamilias dissected the weekly bill, trying to ascertain whether they had really consumed two whole chickens, as these slippery foreigners alleged: Mr. Rockefeller listened for a while to the discussion, and then said quietly: “I can settle that very easily. John, did you have a chicken leg?” “Yes.” “Alta, did you have a chicken leg?” “Yes.” “Well, Mother, I think I remember that you had one. Is that right?” “Yes,” said the mother. “I know that I had one, and no chicken has 3 legs. The bill is correct.” I can still see the faces of that family group and hear the tone of Mr. Rockefeller’s voice as he so quietly and so uniquely settled that dispute.59 As he grew older, Junior was deputized to handle tips and bills, which he later cited as excellent business training.

Despite incessant disappointment, he doggedly pursued a position. Each morning, he left his boardinghouse at eight o’clock, clothed in a dark suit with a high collar and black tie, to make his rounds of appointed firms. This grimly determined trek went on each day—six days a week for six consecutive weeks—until late in the afternoon. The streets were so hot and hard that he grew footsore from pacing them. His perseverance surely owed something to his desire to end his reliance upon his fickle father. At one point, Bill suggested that if John didn’t find work he might have to return to the country; the thought of such dependence upon his father made “a cold chill” run down his spine, Rockefeller later said.27 Because he approached his job hunt devoid of any doubt or self-pity, he could stare down all discouragement. “I was working every day at my business—the business of looking for work. I put in my full time at this every day.”28 He was a confirmed exponent of positive thinking.

One Saturday afternoon, Gardner was about to escape from the office for an afternoon sail when he saw Rockefeller hunched glumly over his ledgers. “John,” he said agreeably, “a little crowd of us are going to take a sail over to Put-in-Bay and I’d like to have you go along. I think it would do you good to get away from the office and get your mind off business for a while.” Gardner had touched an exposed nerve and, as he recounted years later to a reporter, his young partner wheeled on him savagely. “George Gardner,” he sputtered, “you’re the most extravagant young man I ever knew! The idea of a young man like you, just getting a start in life, owning an interest in a yacht! You’re injuring your credit at the banks—your credit and mine.… No, I won’t go on your yacht. I don’t even want to see it!” With that, Rockefeller leaned back over his account books. “John,” said Gardner, “I see that there are certain things on which you and I probably will never agree. I think you like money better than anything else in the whole world, and I do not. I like to have a little fun along with business as I go through life.

At a time when moguls vied to impress people with their possessions, Rockefeller preferred comfort to refinement. His house was bare of hunting trophies, shelves of richly bound but unread books, or other signs of conspicuous consumption. Rockefeller molded his house for his own use, not to awe strangers. As he wrote of the Forest Hill fireplaces in 1877: “I have seen a good many fireplaces here [and] don’t think the character of our rooms will warrant going into the expenditures for fancy tiling and all that sort of thing that we find in some of the extravagant houses here. What we want is a sensible, plain arrangement in keeping with our rooms.”3 It took time for the family to adjust to Forest Hill. The house had been built as a hotel, and it showed: It had an office to the left of the front door, a dining room with small tables straight ahead, upstairs corridors lined with cubicle-sized rooms, and porches wrapped around each floor. The verandas, also decorated in resort style, were cluttered with bamboo furniture. It was perhaps this arrangement that tempted John and Cettie to run Forest Hill as a paying club for friends, and they got a dozen to come and stay during the summer of 1877. This venture proved no less of a debacle than the proposed sanatorium. As “club guests,” many visitors expected Cettie to function as their unlikely hostess. Some didn’t know they were in a commercial establishment and were shocked upon returning home to receive bills for their stay.

Convinced that struggle was the crucible of character, Rockefeller faced a delicate task in raising his children. He wanted to accumulate wealth while inculcating in them the values of his threadbare boyhood. The first step in saving them from extravagance was keeping them ignorant of their father’s affluence. Until they were adults, Rockefeller’s children never visited his office or refineries, and even then they were accompanied by company officials, never Father. At home, Rockefeller created a make-believe market economy, calling Cettie the “general manager” and requiring the children to keep careful account books.16They earned pocket money by performing chores and received two cents for killing flies, ten cents for sharpening pencils, five cents per hour for practicing their musical instruments, and a dollar for repairing vases. They were given two cents per day for abstaining from candy and a dime bonus for each consecutive day of abstinence. Each toiled in a separate patch of the vegetable garden, earning a penny for every ten weeds they pulled up. John Jr. got fifteen cents an hour for chopping wood and ten cents per day for superintending paths. Rockefeller took pride in training his children as miniature household workers. Years later, riding on a train with his thirteen-year-old daughter, he told a traveling companion, “This little girl is earning money already. You never could imagine how she does it. I have learned what my gas bills should average when the gas is managed with care, and I have told her that she can have for pin money all that she will save every month on this amount, so she goes around every night and keeps the gas turned down where it is not needed.”17 Rockefeller never tired of preaching economy and whenever a package arrived at home, he made a point of saving the paper and string. Cettie was equally vigilant. When the children clamored for bicycles, John suggested buying one for each child. “No,” said Cettie, “we will buy just one for all of them.” “But, my dear,” John protested, “tricycles do not cost much.” “That is true,” she replied. “It is not the cost. But if they have just one they will learn to give up to one another.”18 So the children shared a single bicycle. Amazingly enough, the four children probably grew up with a level of creature comforts not that far above what Rockefeller had known as a boy.

Packard and Giles entreated Rockefeller for a donation to secure the school on a permanent footing: “Give it a name; let it if you please be called Rockefeller College, or if you prefer let it take your good wife’s Maiden name or any other which suits you.” Although Rockefeller retired the $5,000 debt, he humbly declined to use his own name. Instead, in a fitting tribute to his in-laws, he opted for the Spelman name, thus giving birth to Spelman Seminary, renamed Spelman College in 1924. It developed into one of America’s most respected schools for black women, counting Martin Luther King, Jr.’s mother and grandmother among its many prominent alumnae.

There are some people whom the Lord Almighty cannot save,” he later said wearily of the Oil Creek refiners. “They don’t want to be saved. They want to go on and serve the devil and keep on in their wicked ways.

In time, the government redefined the rules of the capitalist game to tame trusts and preserve competition, but as John D. Rockefeller set about building his fortune, the absence of clear-cut rules probably aided, at first, the creative vigor of the new industrial economy.

For this reason, I have stressed his evangelical Baptism as the passkey that unlocks many mysteries of his life.

He made a cryptic statement to Hewitt that entered into Rockefeller folklore: “I have ways of making money you know nothing about.

The issue is much more complicated than that, but there’s no doubt that Rockefeller’s achievement arose from the often tense interplay between the two opposing, deeply ingrained tendencies of his nature—his father’s daring and his mother’s prudence—yoked together under great pressure.

Has anyone given you the law of these offices? No? It is this: nobody does anything if he can get anybody else to do it.… As soon as you can, get some one whom you can rely on, train him in the work, sit down, cock up your heels, and think out some way for the Standard Oil to make some money.

Throughout his life, Rockefeller was wounded deeply by accusations that he was a cold, malignant personality.

What makes Flagler’s ethics consequential for Rockefeller’s career was that he was the mastermind of many negotiations with the railroads—the single most controversial aspect of Standard Oil history.

To ensure that he won, he submitted to games only where he could dictate the rules.

His victory over the Cleveland refiners would be the first but also the most controversial campaign of his career.

At another point, they met an old man in the roadway whom John so sedulously drained of local lore that the latter finally pleaded with weary resignation, “For God’s sake if you will go with me over to that barn yonder, I will start and tell you everything I ever knew.”72 This was the same monotonously inquisitive young man who was known as “the Sponge” in the Oil Regions.

At home, Rockefeller created a make-believe market economy, calling Cettie the “general manager” and requiring the children to keep careful account books.16They earned pocket money by performing chores and received two cents for killing flies, ten cents for sharpening pencils, five cents per hour for practicing their musical instruments, and a dollar for repairing vases. They were given two cents per day for abstaining from candy and a dime bonus for each consecutive day of abstinence. Each toiled in a separate patch of the vegetable garden, earning a penny for every ten weeds they pulled up. John Jr. got fifteen cents an hour for chopping wood and ten cents per day for superintending paths. Rockefeller took pride in training his children as miniature household workers. Years later, riding on a train with his thirteen-year-old daughter, he told a traveling companion, “This little girl is earning money already. You never could imagine how she does it. I have learned what my gas bills should average when the gas is managed with care, and I have told her that she can have for pin money all that she will save every month on this amount, so she goes around every night and keeps the gas turned down where it is not needed.

Cettie was equally vigilant. When the children clamored for bicycles, John suggested buying one for each child. “No,” said Cettie, “we will buy just one for all of them.” “But, my dear,” John protested, “tricycles do not cost much.” “That is true,” she replied. “It is not the cost. But if they have just one they will learn to give up to one another.”18 So the children shared a single bicycle. Amazingly enough, the four children probably grew up with a level of creature comforts not that far above what Rockefeller had known as a boy.

She liked to quote the maxim, “To be a good wife and mother is the highest and hardest privilege of woman.

Rockefeller placed a premium on internal harmony and tried to reconcile his contending chieftains. A laconic man, he liked to canvass everyone’s opinion before expressing his own and then often crafted a compromise to maintain cohesion. He was always careful to couch his decisions as suggestions or questions

It was the “parent of the great monopolies which at present masquerade under the new-found name of ‘Trusts,’ ” said one newspaper, and it served as shorthand for the new agglomerations of economic power. A business system based on individual enterprise was creating combinations of monstrous size that seemed to threaten that individualism. And modern industry not only menaced small-scale commerce but appeared to constitute a sinister despotism that endangered democracy itself as giant corporations overshadowed government as the most dynamic force in American society.

As he said, “It is chiefly to my confidence in men and my ability to inspire their confidence in me that I owe my success in life.”17 He liked to note that Napoleon could not have succeeded without his marshals.18 Free of an autocratic temperament, Rockefeller was quick to delegate authority and presided lightly, genially, over his empire, exerting his will in unseen ways.

He believed there was a time to think and then a time to act. He brooded over problems and quietly matured plans over extended periods. Once he had made up his mind, however, he was no longer troubled by doubts and pursued his vision with undeviating faith. Unfortunately, once in that state of mind, he was all but deaf to criticism. He was like a projectile that, once launched, could never be stopped, never recalled, never diverted.

It never occurred to the Rockefellers to trade up to a more socially prestigious denomination. “Most Americans when they accumulate money climb the golden spires of the nearest Episcopal Church,” H. L. Mencken later observed.

As with industrial methods, Rockefeller broke down cycling into its component parts then perfected each movement.

born contrarian, Rockefeller insisted upon buying in declining markets and selling in rising ones. When accumulating a position, he bought stocks each time they declined an eighth of a point; when unwinding a position, he sold each time the stock rose an eighth of a point—a technique that gave him an average over an extended period.

Another explanation is that while he was persistent, he was also extremely slow; as at school, some people thought him a rather dim-witted dolt who would never rise in the world, and he had to prove himself to naysayers.

Rockefeller also derived a glandular pleasure from work and never found it cheerless drudgery.

Rockefeller handled people adroitly and wasn’t the cold curmudgeon of later myth.

betrayed intense sympathy for the Union cause and fervently advocated abolishing slavery. As early as his 1854 high-school essay on freedom, he had railed against “cruel masters” who worked their slaves “beneath the scorching suns of the South. How under such circumstances can America call herself free?

What also gave the book its force was Lloyd’s political message: “Liberty produces wealth, and wealth destroys liberty.

One morning, James burst into his office and started swearing violently at Rockefeller, who put his feet up on the desk with imperturbable poise and showed no sign of upset; a fine actor, he always had masterful control of his facial muscles. When James finished, Rockefeller said evenly, “Now James, you can knock my head off but you might as well understand that you can’t scare me.

When the Hepburn report was issued, it lent credence to what might otherwise have seemed fantastic conjecture, documenting a pattern of pervasive railroad favoritism toward large shippers. The New York Central alone enforced six thousand secret contracts, while the Erie’s business was equally honeycombed with privileged arrangements. The committee assailed Standard Oil as “a mysterious organization whose business and transactions are of such a character that its members decline giving a history or description of it lest this testimony be used to convict them of a crime.

Standard Oil had taught the American public an important but paradoxical lesson: Free markets, if left completely to their own devices, can wind up terribly unfree. Competitive capitalism did not exist in a state of nature but had to be defined or restrained by law.

One upshot was that on April 29, 1879, a grand jury in Clarion County, Pennsylvania, indicted nine Standard Oil officials—including Rockefeller, Flagler, O’Day, and Archbold—and charged them with conspiracy to monopolize the oil business, extort railroad rebates, and manipulate prices to cripple rivals.

In general, Rockefeller kept his family apart from Standard Oil matters, with one curious exception. At the breakfast table, he sometimes read aloud samples from the reams of abusive crank mail that swamped his office. Perhaps he did this to make light of the threats or take the sting from controversy. Aside from this, he steered clear of anything even faintly controversial. Did Cettie’s religion become her impenetrable shield against the venomous criticism of her husband? And did John become more self-righteous about temperance and other social issues to assert his own virtue and assuage his conscience? These are intriguing questions, but ones avoided so sedulously by Rockefeller and his family that they left no comments that might shed any light on them. Certain aspects of Rockefeller’s married life—those critical things whispered about Standard Oil in the privacy of the bedroom at night—will likely remain a mystery forever.

Because Rockefeller had such respect for ledgers, Clark, nearly ten years older, looked down on him as a mere clerk, a rigid, blinkered man without vision. “He did not think I could do anything but keep accounts and look after the finances,” said Rockefeller.29 “You see, it took him a long time to feel that I was no longer a boy.”30 He thought Clark envious of his success in soliciting business on the road, perhaps because this undercut Clark’s image of him as an expendable clerk. At first, Rockefeller swallowed his anger and stoically endured this injustice. “He tried almost from the beginning of our partnership to dominate and override me,” he said of Clark.

As part of Rockefeller’s silent craft and habit of extended premeditation, he never tipped off his adversaries to his plans for revenge, preferring to spring his reprisals on them.

Rockefeller never saw rebates as criminal or illegitimate or as favors secured only by bullying monopolies. He was correct in stating that listed rates were always a farce, a starting point for haggling.

Gates had to take account of the many things that Rockefeller had ruled off-limits, such as funding social-welfare agencies.

The struggle for the survival of the fittest, in the sea and on the land the world over, as well as the law of supply and demand, were observed in all the ages past until the Standard Oil Company preached the doctrines of cooperation, and it did cooperate so successfully and so fairly that its most bitter opponents were won over to its views and made to realize that rational, sane, modern, progressive administration was necessary to success.103

One of Rockefeller’s strengths in bargaining situations was that he figured out what he wanted and what the other party wanted and then crafted mutually advantageous terms. Instead of ruining the railroads, Rockefeller tried to help them prosper, albeit in a way that fortified his own position.

By his own admission, he had not opposed the SIC on ethical grounds but solely as a practical matter, convinced it wouldn’t apply the needed discipline to member refiners. The scheme never bothered his conscience. “It was right,” an unreconstructed Rockefeller said in later years. “I knew it as a matter of conscience. It was right before me and my God. If I had to do it tomorrow I would do it again the same way—do it a hundred times.”25 Even in hindsight, he couldn’t tolerate doubts about his career but had to present it as one long, triumphal march, sanctified by his religion.

Thus, Rockefeller and other industrial captains conspired to kill competitive capitalism in favor of a new monopoly capitalism.

Rockefeller sounded more like Karl Marx than our classical image of the capitalist. Like the Marxists, he believed that the competitive free-for-all eventually gave way to monopoly and that large industrial-planning units were the most sensible way to manage an economy. But while Rockefeller had faith in such private monopolies, the Marxists saw them as merely halfway houses on the road to socialism.

Long after Rockefeller had exited the industrial scene, various economists, while espousing the general superiority of competition, conceded the economic wisdom of trusts under certain conditions. The conservative, Austrian-born economist Joseph A. Schumpeter, for example, contended that monopolies might prove beneficial during depressions or in new, rapidly shifting industries. By replacing turmoil with stability, a monopoly “may make fortresses out of what otherwise might be centers of devastation” and “in the end produce not only steadier but also greater expansion of total output than could be secured by an entirely uncontrolled onward rush that cannot fail to be studded with catastrophes.” Schumpeter imagined that entrepreneurs wouldn’t commit large sums to risky ventures if the future seemed cloudy and new competitors could easily spoil their plans. “On the one hand, largest-scale plans could in many cases not materialize at all if it were not known from the outset that competition will be discouraged by heavy capital requirements or lack of experience, or that means are available to discourage or checkmate it so as to gain the time and space for further developments.

blustering contractor stormed into his office and launched into a snarling tirade against him while he sat hunched over his writing desk and didn’t look up until the man had exhausted himself. Then, spinning about in his swivel chair, he looked up and coolly asked, “I didn’t catch what you were saying. Would you mind repeating that?

Rockefeller knew the name and face of each employee

perambulated about the office. He walked with a measured gait, steady as a metronome, always covering the same distance in the exact same time. He had the soundless movements and modulated voice of an undertaker. Gliding about with silent footfalls, he startled people by materializing at their desks and politely asking, in a mellow voice, to inspect their work.

Many employees said he never lost his temper, raised his voice, uttered a profane or slang word, or acted discourteously.

The most tantalizing question in Rockefeller’s story—and one that allows no final answer—is whether Standard Oil stimulated or retarded the oil industry’s growth. Rockefeller’s foremost academic supporter, Allan Nevins, believed that after the Civil War it was so cheap and easy to enter oil refining that only a monopoly could have curbed surplus capacity and brought order to the industry. Without Standard Oil, he argued, the business would have fragmented into small, antiquated units, and oil gluts, with their accompanying low prices, would have persisted indefinitely. Rockefeller believed that only a firm with the strength of Standard Oil could have attained the necessary economies of scale at that stage of the industry’s development.

Even as a young man, Rockefeller was extremely composed in a crisis. In this respect, he was a natural leader: The more agitated others became, the calmer he grew.

Has anyone given you the law of these offices? No? It is this: nobody does anything if he can get anybody else to do it.… As soon as you

Andrew Carnegie. Titan of industry. Richer than Rockefeller. More generous too . . . But, look, he’s an old man. What’s he got left? Another decade? Maybe a bit more? Yet every single piece of Carnegie steel in every railroad across this country will be there long after him. This hall, built with spare change, will be standing when he is six feet under the earth. That’s why he built it. So his name will live long into the future. This is what the rich do. Once they know they can survive comfortably and their children can survive comfortably they set about working on their legacy. Such a sadness to that word, don’t you think? Legacy. What a meaningless thing. All that work for a future in which they don’t appear. And what is legacy, Mr Hazard? What is legacy but the most empty and mediocre substitute for what we have. Steel and money and fancy concert halls don’t give you immortality.

As philosopher Herbert Spencer once said, “A business partnership, balanced as the authorities of its members may theoretically be, presently becomes a union in which the authority of one partner is tacitly recognized as greater than that of the other or others.”16

Tell the truth, because sooner or later the public will find out anyway. And if the public doesn’t like what you are doing, change your policies and bring them into line with what people want.

Rockefeller prevailed at Standard Oil because he had mastered a method for solving problems that carried him far beyond his native endowment. He believed there was a time to think and then a time to act. He brooded over problems and quietly matured plans over extended periods. Once he had made up his mind, however, he was no longer troubled by doubts and pursued his vision with undeviating faith. Unfortunately, once in that state of mind, he was all but deaf to criticism. He was like a projectile that, once launched, could never be stopped, never recalled, never diverted.

It was only fitting that someone with Rockefeller’s personality and values should have questioned the canons of free-for-all capitalism. If the most creative and dynamic of economic systems, capitalism can also seem wasteful and inefficient to those who endure its rocky transitions and violent dislocations. By bringing forth superior methods, capitalism renders existing skills and equipment outmoded and thus fosters unceasing turmoil and change. Such a mutable system violated Rockefeller’s need for stability, order, and predictability. Indeed, the sober, thrifty Puritan identified by Max Weber as the prototypical capitalist was almost certain to feel distressed by this unstable economy, which forced him to steer his orderly business through a maelstrom of incessant change.

the last analysis, Rockefeller prevailed at Standard Oil because he had mastered a method for solving problems that carried him far beyond his native endowment. He believed there was a time to think and then a time to act. He brooded over problems and quietly matured plans over extended periods. Once he had made up his mind, however, he was no longer troubled by doubts and pursued his vision with undeviating faith. Unfortunately, once in that state of mind, he was all but deaf to criticism. He was like a projectile that, once launched, could never be stopped, never recalled, never diverted.

Do unto others as they would do unto you—and do it first.

I never felt the need of scientific knowledge, have never felt it. A young man who wants to succeed in business does not require chemistry or physics. He can always hire scientists.

Liberty produces wealth, and wealth destroys liberty.

He is … a depredator … not a worshipper of liberty … a Czar of plutocracy, a worshipper of his own Money Power over mankind. He will never sacrifice any of his plans for the restraints of law or patriotism or philanthropy.… His greed, rapacity, flow as a Universal solvent wherever they can, melting down into gold for him, private enterprise, public morals, judicial honor, legislative faith, gifts of nature. He will stop when he is stopped—not before. Not a tiger but a lynx … a make-up like that of the “gentleman pirate” of romance, think cold ruthless.

Deep Simplicity: Bringing Order to Chaos and Complexity John Gribbin, Random House (2005) F.F.I.A.S.C.O.: The Inside Story of a Wall Street Trader Frank Partnoy, Penguin Books (1999) Ice Age John & Mary Gribbin, Barnes & Noble (2002) How the Scots Invented the Modern World: The True Story of How Western Europe's Poorest Nation Created Our World & Everything in It Arthur Herman, Three Rivers Press (2002) Models of My Life Herbert A. Simon The MIT Press (1996) A Matter of Degrees: What Temperature Reveals About the Past and Future of Our Species, Planet, and Universe Gino Segre, Viking Books (2002) Andrew Carnegie Joseph Frazier Wall, Oxford University Press (1970) Guns Germs, and Steel: The Fates of Human Societies Jared M. Diamond, W. W. Norton & Company The Third Chimpanzee: The Evolution and Future of the Human Animal Jared Nt[. Diamond, Perennial (1992) Influence: The Psychology of Persuasion Robert B. Cialdini, Perennial Currents (1998) The Autobiography of Benjamin Franklin Benjamin franklin, Yale Nota Bene (2003) Living Within Limits: Ecology, Economics, and Population Taboos Garrett Hardin, Oxford University Press (1995) The Selfish Gene Richard Dawkins, Oxford University Press (1990) Titan: The Life of John D. Rockefeller Sr. Ron Chernow, Vintage (2004) The Wealth and Poverty of Nations: Why Some Are So Rich and Some So Poor David Sandes, W. W Norton & Company (1998) The Warren Buffett Portfolio: Mastering the Power of the Focus Investment Strategist Robert G. Hagstrom, Wiley (2000) Genome: The Autobiography of a Species in 23 Chapters Matt Ridley, Harper Collins Publishers (2000) Getting to Yes: Negotiating Agreement Without Giz.ting In Roger Fisher, William, and Bruce Patton, Penguin Books Three Scientists and Their Gods: Looking for Meaning in an Age of Information Robert Wright, Harper Collins Publishers (1989) Only the Paranoid Survive Andy Grove, Currency (1996 And a few from your editor... Les Schwab: Pride in Performance Les Schwab, Pacific Northwest Books (1986) Men and Rubber: The Story of Business Harvey S. Firestone, Kessinger Publishing (2003) Men to Match My Mountains: The Opening of the Far West, 1840-1900 Irving Stone, Book Sales (2001)

(Of the 35,000 Standard shares, Rockefeller held nearly 9,000, or three times the amount of Flagler, Harkness, Pratt, or Payne.)

Rockefeller feared that other states might copy this precedent and hold him hostage.

The time had come to streamline operations, impose guidance, and attain new efficiencies.

Dodd, do you often act for both sides in a case?

Since he never owned more than a third of his company, he needed the cooperation of other people.

Having created an empire of unfathomable complexity, he was smart enough to see that he had to submerge his identity in the organization.

The committees encouraged rivalry among local units by circulating performance figures and encouraging them to compete for records and prizes.

For many years, Rockefeller had tried to free himself from details and applauded the committee system as relegating him to a fifth wheel.

He believed in Standard Oil and gladly purchased all available stock from other directors.

Beyond the size of his stake, Rockefeller also possessed an unlikely charisma

Rockefeller always sees a little further than the rest of us—and then he sees around the corner.

He believed there was a time to think and then a time to act.

Such luxury was not their usual style.

It was testimony to Rockefeller’s thoroughgoing sense of responsibility that he preserved each letter for review at home.