Veiled threats or polite requests convey a message without making it "official" common knowledge. This preserves the existing social relationship (e.g., friends, colleagues) by providing plausible deniability, even when the underlying meaning is clear to both parties.

The call for radical workplace honesty ignores the psychological reality that most people view themselves through a self-serving, biased lens. Their "honesty" is often a projection of an inflated self-concept, as true self-awareness is rare and rarely aligned with how others perceive them.

Rockefeller cultivated an unaggressive, patient exterior as a strategic mask. This incredible self-control concealed a massive ego and lethal business judgments, allowing him to disarm competitors and partners while planning his next move without revealing his true intentions or emotions.

A coherent picture of a person is built from heterogeneous, often contradictory, elements. Readers find this more convincing because it mirrors real life; everyone we know is contradictory. Instead of forcing a simple narrative, revealing inconsistencies makes a character feel more authentic and human.

Seemingly irrational financial behaviors, like extreme frugality, often stem from subconscious emotional wounds or innate personality traits rather than conscious logic. With up to 90% of brain function being non-conscious, we often can't explain our own financial motivations without deep introspection, as they are shaped by past experiences we don't consciously process.

For the extremely wealthy, true luxury isn't material possessions but anonymity. By intentionally scrubbing their public presence, families can avoid the transactional relationships and emotional stunting that fame brings. This allows them and their children to be treated as normal people, a benefit that is nearly impossible to buy.

From Washington to Rockefeller, a recurring theme is a fraught relationship with a difficult father figure. This early adversity, while not recommended, seems to foster precociousness, toughness, and a sense of responsibility as the sons were forced to push back or step up early in life.

To elicit candid answers from fund managers, the most effective technique is not the question itself but the silence that follows. Resisting the psychological urge to fill the space forces the manager to sit with the question, often leading to less rehearsed and more truthful responses.

Rockefeller didn't see himself as a ruthless monopolist but as a righteous 'up-builder' bringing order to a chaotic industry. He believed competition was destructive and that his consolidation was a force for progress and service. This moral conviction allowed him to pursue his audacious goals with unwavering and unapologetic resolve.