When the Fog Lifts

     It's obvious that certain emotions is the only requirement to destroy any relationship, sparing it of any natural death but rather killing it with attitude, ignorance, and, of course, ego. It creates misunderstandings that could have just as simply went away just as it came by simply asking what else this incident could mean to the. Emotions cloud judgement more than anything else can. But when the fog lifts will what is left really be satisfactory, or will you despise your premonitions and which the change the causes of such a raw deal?
     We only see each other through a pane of window tinted with the flaws of our own egos. This narrowed perspective causes misconceptions that can make, but usually break our biggest desires. Competition, vanity, fear, desire-- all are such distortions from our own egos-- train our jarring viewpoint of those in relation to us. Combine the jarring details of our own windows and put them together, alongside the entire worlds and you'll realize how cloudy the glass must become in which we look at each other. That's how it is in all living relationships except when there is cause enough for an individual to see through the opacity and see the naked truth of what lies there.

     Warren Buffet is a critically acclaimed investor with an brilliant company. Now everyone thinks that him buying Berkshire Hathaway was a stroke of genius but he himself admits that it was the worst qualitative decisions he has ever made.  Berkshire Hathaway was not always a financial powerhouse; it was once a struggling textile mill. In 1965 Buffet had noticed a trading pattern in Berkshire’s stock; when the company would sell off an under performing mill, it would use the proceeds to buy back stock, which would temporarily boost the stock price. Buffet's strategy was to buy Berkshire stock each time it sold a mill and then sell the company its stock back in the share repurchase for a small, tidy profit. But then ego got in the way. Buffet and Berkshire’s CEO had a gentleman’s agreement on a tender offer price. But when the office offer arrived in the mail, Buffett noticed that the CEO’s offer price was 1/8 of a point lower than they had agreed previously. Taking the offer as a personal insult, Buffett bought a controlling interest in the company so that he could have the pleasure of firing its CEO. And though it might have given him satisfaction at the time, Buffett later called the move a “200-billion-dollar mistake.”

     You see if he hadn't bought out the entire company and simply invested the same amount of money into something else that he was originally planning to do, an insurance company, take Geico for example, in 1951 he had invest half his net worth in it but later ignored it focusing on smart maneuvers such as with Berkshire Hathaway and later in the 70's increased his investment in Geico since they were reeling in from heavy losses had recieved a double fold in dividends. In 2000 when he was buying Geico he remarked he should have done it long ago.

      Of course you need to have emotions, many rich and famous people have them and perhaps its what makes them so great. But the key lies not in not having emotions, but in not using them.