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In 1937, a trucker got frustrated waiting for his cargo to be unloaded. He later sold his company for $1.1 billion.

Here’s the story of how Malcom McLean made a billion dollars and which startup could be following in his footsteps. (Inspired by our episode with @laurabehrenswu)

In the early 1950s, the shipping industry was a dying business.

New York’s docks were handling half as much domestic cargo in the early 1950s as they had been in the depressed 1930s.

In thirty years, no one had invested significant money in coastal shipping.

Why?

As McLean found out, loading ships was difficult and slow.

A truck or train would deliver items to the port. Each item was unloaded separately, recorded, and carried to storage.

When a ship was ready, each item was taken from storage, counted again, and hauled on-board.

The cost of this labor was significant. As one expert at the time explained:

“A four-thousand-mile voyage for a shipment might consume 50 percent of its costs in covering just the two ten-mile movements through two ports.”

Yet, despite the industry’s issues, it felt little pressure to change.

Foreigners were barred from operating domestically. Cartels ran international routes. And gov. subsidies eased the pain of labor costs.

Reshaping the industry needed an outsider.

Enter Malcolm McLean.

NARHARI AND BHAGWAN PANDURANG/VITTHAL

Once a goldsmith by the name of Narhari lived in Pandharpur. He excelled in his craft. He had vowed not to look at Pandurang or visit his mandir ever, as he was a Shiva Bhakt.
One day, a wealthy merchant visited him.

He wanted a gold girdle studded with precious gems, to be made for Prabhu Vitthal. Narhari refused to make it as it was for Vitthal.
After many requests, he agreed to make the girdle but asked the merchant to bring the measurement from the mandir as he himself would not go there

The measurement was given n he made the girdle. When the girdle was put on Vitthal, it was loose. Narhari had to shorten it. Now the girdle became tight. So Narhari was forced to take measurement on his own. He had to go to the mandir but went blindfolded to avoid seeing Vitthal

In the Mandir, when blindfolded Narhari touched Vitthal, he felt as if he was touching Shiva with matted hair, the moon, snake in His neck and Trishul in His hand. Ecstatic with joy, he removed the blindfold to see Shiva but he found the murti of Vitthal with Rukmini there.

He realised the truth that there was no difference between Vitthal and Shiva. Narhari at once fell at the feet of Panduranga. He then took the measurement of the waist of Vitthal and this time the ornament fit the Murti perfectly.

Narayan Hari🙏🏻

One fascist to watch in 2021 is Joseph Charles "Oakman" Golinske of SE MI. He's been a Proud Boy for a couple years, but took a break recently from the group and promotes himself through the "Oak Nation" channel on Telegram.

Most people may be familiar with him as the tall guy in the Proud Boys bridge shot, from their August 17, 2019 attack on Portland, which featured an American Guard bus trying (and failing) to bludgeon antifascists with hammers.

He was also with his g/f at the time (Dominique Tota, left of Tarrio), and that's definitely a twitter account folks will want to block/report because he posts on it.

He's been plenty active at the pro-Covid/anti-mask/ReOpen protests in Lansing MI, seen here with Jerry Wayne and an effigy of Gretchen Whitmer, who his militia friends tried to kidnap and publicly execute.

Outside of the Proud Boys, his solo "career" with Oak Nation features the same misogyny, classism and gateway to far-right domestic terrorism the Proud Boys themselves feature. Here's him peddling oxychlorinque and bragging about harassing service workers.

My dad led an organization of over 300,000 employees.

When I took on my biggest marketing & events team to date (35 employees) I asked him how the *heck* he did it. Here's what he said and what helped me every day. 🧵

Remember you're leading all the employees under you, but you're not *managing* them all. You're managing your direct reports, which should be 5-7 individuals max. Focus on them.

When you interact with the employees you don't manage directly, get to know them as people first, that'll be the most valuable information in leading them. Remembering everything you learn about them is hard, but doing so will make you a superhero.

If you're not going to empower the managers under you, why do you have them? If you see room for improvement, let the manager know and let them make the change on their teams and come to you with questions/concerns. This will save you SO much time.

If you're the smartest person in any room - you're doing it wrong. As a leader, your job is bringing together the best people to get the job done - your skillset is identifying those people, not being one of them.