Warren Buffett on temperament & markets
Buffett says investing success takes temperament, not brains: stay detached while the crowd swings between greed and fear, and treat the market as a servant offering prices rather than a guide. Falling prices are good news to a buyer, and the best chances come when nobody else will answer the phone. The long-term future of American business is easy to predict and the short term isn't, and it is the unimagined event that does the damage, so he avoids activity, politics and leverage. He never risks what he needs for what he doesn't, and he distrusts both risk models and Wall Street's incentives.
16 points · 7 appearances · 1998–2026
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1998–2020
“So, what we really want to do is buy businesses that we would be happy to own forever. It's the same way I feel about people buy Berkshire. I want people to buy Berkshire to plan to hold it forever. They may not for one reason or another, but I want them at the time they buy it to think they are buying a business that they're going to own forever. And I don't say that's the only way to buy things. It's just that that's the group I want to have join me because I don't want to have a changing group over time. I measure Berkshire by how little activity there is in it. If I had a church and I was the preacher and half the congregation left every Sunday, I wouldn't say, 'Oh, this is marvelous to have all this liquidity among my members, you know.' This terrific turnover, you know. I would rather get a church where all the seats are filled, you know, every Sunday by the same people. Well, that's the way we look at the businesses we buy. We want to buy something that we're really happy to own virtually forever. And we can't find a lot of those.”
1998–2020
“I've never been pessimistic about the United States. I bought my first stock in the spring of 1942. I was 11. And if you remember, you would, you don't remember, no one watching this will remember, but we were losing the war at that time and we were getting totally creamed in the South Pacific, and the Philippines fell and the death march at Bataan and all that sort of thing. It was not until the Battle of Midway, which was a little later, the things started turning around, but I was optimistic on the country then and I've been optimistic on the country ever since”
1998–2026
“Think for a moment that I granted you the right to buy 10% of one of your classmates for the rest of his or her lifetime. Now, you can't pick one with a rich father, that doesn't count. I mean, you've got to pick them, pick somebody who's going to do it on their own merit. And I gave you an hour to think about it. Which one are you going to pick among all your classmates as the one you want to own 10% of for the rest of their lifetime? And are you going to give them an IQ test? Pick the one with the highest IQ? I doubt it. Are you going to pick the one with the best grades? I doubt it. You're not even going to pick the most energetic one necessarily or the one who displays the most initiative. But you're going to start looking for qualitative factors in addition to, cuz everybody's got enough brain and enough energy. And I would say that if you thought about it for an hour, decided who you're going to place that bet on, you'd probably pick the one who you responded the best to because the one that was going to have the leadership qualities, the ones who are going to be able to get other people to carry out their interests. And that would be the person who was generous and honest and gave credit to other people even if for their own ideas, all kinds of qualities like that.”
1998–2020
“Basically, I don't want to buy any stock where if they close the New York Stock Exchange tomorrow for 5 years, I won't be happy owning it. I buy a farm and I don't get a quote on it for 5 years and I'm happy if the farm does okay. You know, I buy an apartment house, don't get a quote on it for 5 years, I'm happy if the apartment house produces the returns that I expect. But people buy a stock and they look at the price the next morning and they decide whether they're doing well or not doing well. That's crazy cuz they're buying a piece of a business. That's what Graham, the most fundamental part of what he taught me, you know. You're not buying a stock, you're buying a part ownership in a business. You will do well if the business does well and if you didn't pay a totally silly price. And that's what it's all about.”