‘You can always tell somebody to go to hell tomorrow’
Warren Buffett, one of the most known investors and business leaders of our time, once shared a piece of advice from his mentor, broadcasting executive Tom Murphy, that has followed him through decades of business challenges.
The 95-year-old businessman describes Murphy as an exceptional manager who inspired those around him not through harsh discipline or punishing work hours, but by bringing out the best in people with respect and patience.
“If you did nothing but study him, you wouldn’t have to study anybody else,” Buffett told CNBC in a 2017 interview.
When asked about the most important lesson he learned from Murphy, Buffett explained that knowing when not to react can be just as important as knowing what to say. As he puts it: “You can always tell somebody to go to hell tomorrow.”
Buffett explains that rushing to vent frustration rarely gains anything useful, as it often leads to unnecessary conflicts or burned bridges. Instead, he recommends patience and restraint, keeping such feelings to oneself until there’s reason to address them calmly and constructively.
Taking that approach saves a lot of energy and helps keep relationships intact – something leaders and founders need when they’re managing teams and partnerships for the long run.
Why Buffett thinks emotional control trump raw intelligence
For founders, the pressures of building and scaling a company can make patience one of the hardest virtues to practice. The instinct to respond quickly to setbacks or conflicts is natural, yet Buffett’s message encourages a pause to reconsider before reacting.
Managing through respect, rather than fear or exhaustion, creates a workplace where people want to contribute their best. Leaders who openly value collaboration and long-term trust tend to build teams that last.
Murphy’s style shows that you don’t have to drive people relentlessly to achieve remarkable results. Instead, bringing out the best in a team means understanding the human side of work, and valuing that over sheer intensity or hours worked.
In a world that rewards speed and reaction, Buffett’s reflection on Murphy’s management style points to something quieter but more durable: patience.
The lesson isn’t about avoiding conflict, but about choosing when it’s worth engaging at all. For founders and leaders navigating constant pressure, that restraint helps preserve relationships, sharpen judgment, and keep energy focused on building.
