Yale Top Quotes

Maybe that is the best lesson I learned in my first semester at Yale, because if I had gone to a less-demanding school and continued to sail along on the top, I am sure I would never have attained the subsequent achievements in my life.

Yeah, I don’t have a Yale degree but my bullshit detector is excellent. Top drawer, even.

You never stop to think how the history of whiteness in America is one long scroll of affirmative action. You never stop to think that Babe Ruth never had to play the greatest players of his generation - just the greatest white players. You never stop to think that most of our presidents never rose to the top because they bested the competition - just the white competition. White privilege is a self-selecting tool that keeps you from having to compete with the best. The history of white folk gaining access to Harvard, Princeton, or Yale is the history of white folk deciding ahead of the game that you were superior. You argue that slots in school should be reserved for your kin, because, after all, they are smarter, more disciplined, better suited, and more deserving that inferior blacks.

At the prosecution table, Flagler gave me his Ivy League snicker. If I wanted, I could dangle him out the window by his ankles. But then, I was picking up penalties for late hits while he was singing tenor with the Whiffenpoofs. Okay, so I’m not Yale Law Review, but I’m proud of my diploma. University of Miami. Night division. Top half of the bottom third of my class.

Whereas Taft discouraged the young Yale student from extracurricular reading, fearful it would detract from required courses, Roosevelt read widely yet managed to stand near the top of his class. The breath of his numerous interests allowed him to draw on knowledge across various disciplines, from zoology in philosophy and religion, from poetry and drama to history and politics.

But, in the fight of his later career, what is most interesting is that when he realized that, because of the handicap of his religion, his brilliance and idealism would not take him to the top in the world of Yale, he made, within Yale, a world of his own, and a world, moreover, in which, in collegiate terms, he had power and influence.

Another lesson is that it’s not just our own communities that reinforce the outsider attitude, it’s the places and people that upward mobility connects us with—like my professor who suggested that Yale Law School shouldn’t accept applicants from non-prestigious state schools. There’s no way to quantify how these attitudes affect the working class. We do know that working-class Americans aren’t just less likely to climb the economic ladder, they’re also more likely to fall off even after they’ve reached the top. I imagine that the discomfort they feel at leaving behind much of their identity plays at least a small role in this problem. One way our upper class can promote upward mobility, then, is not only by pushing wise public policies but by opening their hearts and minds to the newcomers who don’t quite belong.

There’s a widespread conviction, spoken and unspoken, that the road to riches is trimmed in Ivy and the reins of power held by those who’ve donned Harvard’s crimson, Yale’s blue and Princeton’s orange, not just on their chests but in their souls. No one told that to the Fortune 500. They’re the American corporations with the highest gross revenues. The list is revised yearly. As I write this paragraph in the summer of 2014, the top ten are, in order, Wal-Mart, Exxon Mobil, Chevron, Berkshire Hathaway, Apple, Phillips 66, General Motors, Ford Motor, General Electric and Valero Energy. And here’s the list, in the same order, of schools where their chief executives got their undergraduate degrees: the University of Arkansas; the University of Texas; the University of California, Davis; the University of Nebraska; Auburn; Texas A&M; the General Motors Institute (now called Kettering University); the University of Kansas; Dartmouth College and the University of Missouri–St. Louis. Just one Ivy League school shows up.

The Wall Street-based international banks created spies to march in protection of their profits. The armies turned against their masters. They decided they could create their own wealth and power. New York is crumbling. The Pentagon is stronger than ever. Yale, Harvard, Princeton and the top eastern universities haven’t produced a new idea or a constructive change for all their classical education. They have been swallowed by the Pentagon and spy contracts. The USA looks like a dance of death in every major city.

Dink, my boy, I'll be a millionaire in ten years. You know what I'm figuring out all this time? I'm going at this scientifically. I'm figuring out the number of fools there are on the top of this globe, classifying 'em, looking out what they want to be fooled on. I'm making an exact science of it." "Go on," said Dink, amused and perplexed, for he was trying to distinguish the serious and the humorous. "What's the principle of a patent medicine?—advertise first, then concoct your medicine. All the science of Foolology is: first, find something all the fools love and enjoy, tell them it's wrong, hammer it into them, give them a substitute and sit back, chuckle, and shovel away the ducats. Bread's wrong, coffee's wrong, beer's wrong. Why, Dink, in the next twenty years all the fools will be feeding on substitutes for everything they want; no salt—denatured sugar—anti-tea—oiloline—peanut butter—whale's milk—et cetera, et ceteray, and blessing the name of the fool-master who fooled them.

No nation influenced American thinking more profoundly than Germany, W.E.B. DuBois, Charles Beard, Walter Weyl, Richard Ely, Richard Ely, Nicholas Murray Butler, and countless other founders of modern American liberalism were among the nine thousand Americans who studied in German universities during the nineteenth century. When the American Economic Association was formed, five of the six first officers had studied in Germany. At least twenty of its first twenty-six presidents had as well. In 1906 a professor at Yale polled the top 116 economists and social scientists in America; more than half had studied in Germany for at least a year. By their own testimony, these intellectuals felt "liberated" by the experience of studying in an intellectual environment predicated on the assumption that experts could mold society like clay. No European statesman loomed larger in the minds and hearts of American progressives than Otto von Bismarck. As inconvenient as it may be for those who have been taught "the continuity between Bismarck and Hitler", writes Eric Goldman, Bismarck's Germany was "a catalytic of American progressive thought". Bismarck's "top-down socialism", which delivered the eight-hour workday, healthcare, social insurance, and the like, was the gold standard for enlightened social policy. "Give the working-man the right to work as long as he is healthy; assure him care when he is sick; assure him maintenance when he is old", he famously told the Reichstag in 1862. Bismarck was the original "Third Way" figure who triangulated between both ends of the ideological spectrum. "A government must not waver once it has chosen its course. It must not look to the left or right but go forward", he proclaimed. Teddy Roosevelt's 1912 national Progressive Party platform conspicuously borrowed from the Prussian model. Twenty-five years earlier, the political scientist Woodrow Wilson wrote that Bismarck's welfare state was an "admirable system . . . the most studied and most nearly perfected" in the world.

The skew toward wealth at the most elite universities is almost inconceivably greater still. At Harvard and Yale, more students come from households in the top 1 percent of the income distribution than from the entire bottom half.

92 The National Poetry Contest had come down to two, a Yale graduate and a redneck from Texas. They were given a word, then allowed two minutes to study the word and come up with a poem that contained the word. The word they were given was "Timbuktu." First to recite his poem was the Yale graduate. He stepped to the microphone and said: Slowly across the desert sand Trekked a lonely caravan; Men on camels, two by two Destination Timbuktu. The crowd went crazy! No way could the redneck top that, they thought. The redneck calmly made his way to the microphone and recited: Me and Tim a huntin' went. Met three whores in a pop up tent. They was three, and we was two, So I bucked one, and Timbuktu. The redneck won hands down!

Harvard, and most other elite private schools, claim that their admissions are merit-based and need-blind, and that everyone who qualifies will receive enough financial aid to attend. This is bullshit, of course. If your parents went to Harvard (or another Ivy League university, such as Yale, Princeton, etc.) and have donated money, or if your father runs a huge global bank or is prime minister somewhere, your chances are surely somewhat improved. But forget about that—just look at the money and the students. In the 2011 academic year, Harvard’s administration proudly announced that slightly over 60 percent of its undergraduates received some level of financial aid and also stated that no student whose family earned less than $180,000 per year would be required to pay more than 10 percent of their total costs.17 Think about that for a minute. If you’re a Harvard student who receives no financial aid at all, you come from a family that makes much more than $180,000 per year. Let’s say the eligibility cutoff for receiving any financial aid at all is $300,000 (Harvard doesn’t reveal the number). This means that nearly 40 percent of Harvard undergraduates came from families whose income is at the very upper end of the American income distribution. This means that Harvard’s income distribution is probably even more skewed than America’s: in the nation as a whole, in 2010 the top 1 percent of families received about 20 percent of all annual income.

How could we convince skeptics that Rent the Runway would not take business away from top designers? More importantly, how could we convince them that it would actually benefit these designers? Our answer was to reframe Rent the Runway as an experiential brand marketing channel for designers. After all, Rent the Runway would offer its target customer, who is younger than that of the designer brands we encountered, the chance to experience the glamour of designer products at a more accessible price point, to build a memory with that brand, and to thereby be more inclined to purchase the brand’s products later in life. In

Many legacy institutions (like Kodak) once were able to make a great living resting on their laurels. According to Yale professor Richard Foster, in the 1920s the average life span of an S&P 500 company was sixty-seven years.14 Not anymore. Today the final three Ds in our chain reaction can disassemble companies and disrupt industries almost overnight, reducing the average life span of a twenty-first-century S&P 500 company to only fifteen years. Ten years from now, according to research done at the Babson School of Business, more than 40 percent of today’s top companies will no longer exist.15 “By 2020,” comments Foster, “more than three quarters of the S&P 500 will be companies that we have not heard of yet.

All told, there must have been more than a hundred people there, milling about between the makeshift tricycle track in the parking lot and the fraternity house. The freshmen had come sporting a variety of attire, from the East Coasters in polos to Southern Californians in tank tops, most trying too hard to look cool and casual at the same time. All the brothers were wearing yellow t-shirts for rush; the front depicted Curious George passed out next to a tipped-over bottle of ether. The lower right side of the back showed a small anchor with the fraternity’s letters, KΣ, on each side—it was Evan’s signature. The anchor was his way of saying, “This is an Evan Spiegel production.” Evan was born on June 4, 1990, to a pair of highly successful lawyers. His mother, Melissa Thomas, graduated from Harvard Law School and practiced tax law as a partner at a prominent Los Angeles firm before resigning to become a stay-at-home mother when Evan was young. His father, John Spiegel, graduated from Stanford and Yale Law School and became a partner at Munger, Tolles & Olson, an elite firm started by Berkshire Hathaway’s Charlie Munger. His clients included Warner Bros. and Sergey Brin.

At the beginning of an address to an audience of 150 employees at their annual company retreat, I asked everyone to stand up. Then I asked everyone who did not have goals to sit down. A handful of people sat. I then asked everyone who did not have written goals to sit down. Unfortunately, but not surprisingly, all but about twenty people sat. Next, I asked those remaining to sit down unless they had written goals for more than just their career or financial life. That eliminated another twelve, leaving only eight of 150 people who had written goals targeting more than finances or career. I asked the remaining eight to sit down unless they had a written plan that accompanied their goals. That question filtered out five more, leaving three of 150 who had written goals and a plan in more than just the financial area. I asked the remaining three (all senior management, including the company president) to sit down unless they reviewed their goals on a daily basis. Only one person remained standing (a vice president of sales). Only one in 150 had written goals in more areas than just financial, had a plan for accomplishing them, and reviewed the goals daily. This is consistently what I’ve found over the years as I’ve surveyed the attendees in my public events. Invariably, less than 3 percent have written goals, and even those who have written down their goals have often done so only regarding finances or career. You may have heard of the 1953 study of Yale graduates. The subjects were periodically interviewed and followed by researchers for more than twenty years. Eventually the graduates were again interviewed, tested, and surveyed. Results showed that 3 percent of the Yale graduates earned more money than all the other 97 percent put together! The only difference between them was the top 3 percent had written goals and a plan of action for those goals, which they reviewed daily. Harvard University later did a study of business-school graduates from the class of 1979. They found that, other than to “enjoy themselves,” 84 percent of the class had no goals at all. Thirteen percent had goals and plans but had not written them down. Only 3 percent of the Harvard class had written goals accompanied by a plan of action. In 1989, the class was resurveyed. The results showed that the 13 percent who at least had mental goals were earning twice as much as the 84 percent with no goals. However, the 3 percent who had written down their goals and drafted a plan of action were earning ten times as much as the other 97 percent combined! The point is clear: Having written goals will make you more successful, and having written, well-planned goals that you review daily will make you super successful.

increases in expenditures remains a top imperative for policymakers due to the unsustainable growth forecasts and concerns that health care will absorb an increasingly larger share of government budgets, leaving very little funding available for other important government programs.

Groton '36. Yale '40. Prep as paragon. Top grades at Groton and Yale. Personally solved the Dominican crisis. Quoted Heraclitus in the original. And you could put his last name before his first and it would still sound top drawer. Disgusting.

According to Yale professor Richard Foster, in the 1920s the average life span of an S&P 500 company was sixty-seven years.14 Not anymore. Today the final three Ds in our chain reaction can disassemble companies and disrupt industries almost overnight, reducing the average life span of a twenty-first-century S&P 500 company to only fifteen years. Ten years from now, according to research done at the Babson School of Business, more than 40 percent of today’s top companies will no longer exist.15 “By 2020,” comments Foster, “more than three quarters of the S&P 500 will be companies that we have not heard of yet.

At Yale, a top choice of IvyWise students, the median household income of parents was nearly $193,000 with 69 percent of the student body hailing from the country’s richest 20 percent of households. Students in the least affluent 20 percent of households account for just 2.1 percent of Yale’s class. To put it another way, a child born into the one percent is 77 times more likely to attend an Ivy League college than a child born into the bottom fifth of American households.

New York Post, August 3, 2022 “ ‘Luxury beliefs’ are the latest status symbol for rich Americans” by Rob Henderson One example of luxury belief is that all family structures are equal. This is not true. Evidence is clear that families with two married parents are the most beneficial for young children. And yet, affluent, educated people raised by two married parents are more likely than others to believe monogamy is outdated, marriage is a sham or that all families are the same. … Another luxury belief is that religion is irrational or harmful. Members of the upper class are most likely to be atheists or non-religious. But they have the resources and access to thrive without the unifying social edifice of religion. Places of worship are often essential for the social fabric of poor communities. Denigrating the importance of religion harms the poor. While affluent people often find meaning in their work, most Americans do not have the luxury of a “profession.” They have jobs. They clock in, they clock out. Without a family or community to care for, such a job can feel meaningless. Then there’s the luxury belief that individual decisions don’t matter much compared to random social forces, including luck. This belief is more common among many of my peers at Yale and Cambridge than the kids I grew up with in foster care or the women and men I served with in the military. The key message is that the outcomes of your life are beyond your control. This idea works to the benefit of the upper class and harms ordinary people. … White privilege is the luxury belief that took me the longest to understand, because I grew up around poor whites. Often members of the upper-class claim that racial disparities stem from inherent advantages held by whites. Yet Asian Americans are more educated, have higher earnings and live longer than whites. Affluent whites are the most enthusiastic about the idea of white privilege, yet they are the least likely to incur any costs for promoting that belief. … When laws are enacted to combat white privilege, it won’t be the privileged whites who are harmed. Poor whites will bear the brunt. … In the future, expect the upper class to defame even more values — including ones they hold dear — in their quest to gain top-dog status.

20. The day she graduated from college, Keegan told her mother that she was especially proud of her Yale Daily News article “Even Artichokes Have Doubts,” which went on to be adapted for the New York Times and discussed on NPR. When The Opposite of Loneliness was first published in April 2014, columnist Nicholas Kristof wrote, “Keegan was right to prod us all to reflect on what we seek from life, to ask these questions, to recognize the importance of passions as well as paychecks—even if there are no easy answers.” As Keegan reminds other young people that “we can do something really cool to this world” (p. 200), what points does she emphasize? What counterarguments might she have considered more specifically? Do you share her concern about where so many top young graduates take their first jobs? Do you worry that you need to compromise your own dreams for practical concerns? Why or why not?

In 1998, Anthony Williams was elected mayor of Washington, DC. Mr. Williams had attended Harvard and Yale, clearly wanted to run an efficient city government, and had considerable white support. Although he was black, Mr. Williams left many blacks wondering if he was “black enough.” A black writer for the Washington Post raised “the question of whether whites, assuming they care one way or the other, even understand the concept of ‘How black is a black person?’ ” He went on to say that Mayor Williams had fired incompetents, but that “the firings hurt black workers most of all, creating the impression—fairly or unfairly—that he has little or no special concern for people who look like him.” A black politician who is more concerned about efficiency than about jobs for blacks may not be black enough. The writer concluded: “Blackness . . . is a state of common spiritual idealism that serves to unite the group for the purpose of survival. . . . [T]here is not one person of color who can separate himself or herself from the rest of the people of color.” The mayoral election in Washington 12 years later raised exactly the same question. Incumbent Adrian Fenty was black, but not black enough. Like Mr. Williams before him, he hired people for their ability, and not one of his top three appointments in public education was black, nor were the police chief, fire chief, or attorney general. “How can there not be one African-American leader in that cluster?” asked his 2010 challenger, Vincent Gray, also black, in a question that resonated with black voters. Mr. Gray went on to win with 80 percent of the black vote. A columnist who is himself black explained Mr. Fenty’s loss: “In short, the mayor appointed the best people he could find, instead of running a racial patronage system, as a black mayor of a city with a black majority is apparently expected to.

Okay, so I’m not Yale Law Review, but I’m proud of my diploma. University of Miami. Night division. Top half of the bottom third of my class.

A natural hierarchy arose in the hospital, guided by both our own sense of functionality and the level of functionality perceived by the doctors, nurses, and social workers who treated us. Depressives, who constituted most of the ward’s population, sat at the top of the chain, even if they were receiving electroconvulsive therapy. Because we were in the Yale Psychiatric Institute (now the Yale New Haven Psychiatric Hospital), many of those hospitalized were Yalies, and therefore considered bright people who’d simply wound up in bad situations. We had already proved ourselves capable of being high-functioning, and thus contained potential if only we could be steered onto the right track. In the middle of the hierarchy were those with anorexia and bipolar disorder. I was in this group, and was perhaps even ranked as highly as the depressives, because I came from Yale. The patients with schizophrenia landed at the bottom—excluded from group therapy, seen as lunatic and raving, and incapable of fitting into the requirements of normalcy.

Chris Argyris, who helped create the Yale School of Management, noted the danger of treating the wicked world as if it is kind. He studied high-powered consultants from top business schools for fifteen years, and saw that they did really well on business school problems that were well defined and quickly assessed. But they employed what Argyris called single-loop learning, the kind that favors the first familiar solution that comes to mind. Whenever those solutions went wrong, the consultant usually got defensive. Argyris found their “brittle personalities” particularly surprising given that “the essence of their job is to teach others how to do things differently.

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