Lloyd Blankfein

And when you go around the table for those meetings, you're not so much interested in what people think about the future, where things will go.

You just want to know, forget about what you think the likelihood, improbability of something happening is.

What will you do if it does happen?

And what can you do today to mitigate the consequences of that in advance at a very low cost today?

You know, buying insurance,

is very expensive.

When everybody needs it.

When everybody needs it and when the problem is dramatic.

When the hurricane is coming and it's on its way, it's very expensive to buy insurance for your oceanfront property.

Totally.

But, you know, in the middle of winter, when it's the furthest thing from your mind, it's a lot cheaper.

And so, what can you do?

And so, we did both those roads.

I'd say...

What I might have had an orientation towards was the risk management part because, you know, I could find the cloud around any silver lining.

You know, my wife, you know, yells at me, I'll walk, you know, she'll buy something new and I'll notice, isn't that a chip?

You know, on the lower part of something like that, I think my wiring was always to be a little bit fatalistic, a little bit nervous, and a little bit looking for stuff that could go wrong.

But it turns out that I had a kind of an appetite for risk.

That's a little bit different than saying I was good at risk-taking, but I could live in a risky situation.

I didn't shrivel up on that.