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This spring, I was fortunate enough to sit inside the CHI Health Center in downtown Omaha as Warren Buffett took the stage for what would be his final annual shareholders meeting at the helm. The arena was packed with investors from across the world, many of whom had made the pilgrimage for years. As Buffett spoke, he announced the moment everyone knew would eventually come but hoped would remain far in the distance, his retirement. The stadium fell silent. Then, almost instantly, thousands rose to their feet in a long and emotional ovation to honor a man who shaped not just Berkshire Hathaway but the way millions of people think about investing, leadership, and life itself.
Fast forward to last month, when Buffett released what he called his “farewell” letter. The message reads less like a financial document and more like a final reflection from a mentor who is passing wisdom to the next generation.
His message was not dramatic or loud. It was not even primarily about investing. Instead, it focused on stewardship, humility, leadership, and the quiet responsibilities that accompany wealth and influence. In many ways, it is the perfect message to close out the year.
“I will no longer be writing Berkshire’s annual report,” Buffett writes, adding, “I’m going quiet.” The world expected this day for years, yet reading those words still felt like witnessing the closing chapter of a distinctly American story.
For Buffett, succession is not a financial transaction but a matter of trust. He named Greg Abel as Berkshire’s next CEO, describing him as “a great manager, a tireless worker and an honest communicator.” At a time when leadership is often measured by visibility or personality, Buffett reminds us that true leadership is usually found in those who do not seek the spotlight.
There is a message here for families, business owners, and executives. A good succession plan is less about documents and more about values. It requires choosing people who make decisions rooted in principle, not ego, people who carry an organization’s culture long after the founder is gone.
Buffett also warns of a universal risk, the subtle rise of ego at the top. After decades watching “envy and greed walk hand in hand” in corporate America, he urged shareholders to avoid leaders “whose goal is to retire at 65, to become look-at-me rich or to initiate a dynasty.”
He reminds shareholders that Berkshire’s stock will “fall 50% or so” from time to time and that volatility is a feature of capitalism, not a defect. The antidote, he suggests, is the mindset he has championed for decades: patience, resilience, and confidence in America’s capacity to recover.
Buffett also highlights the qualities that will guide Berkshire, businesses with better than average prospects, managers who think like owners, and a culture that avoids unnecessary risks. These principles extend far beyond Wall Street. They apply to family businesses, nonprofit boards, cattle ranching, and personal financial planning as much as they apply to multinational corporations.
Some of the most poignant moments in the letter have nothing to do with Berkshire at all. At age 95, Buffett reflects on his life with humility that borders on awe. “I was born in 1930 healthy, reasonably intelligent, white, male and in America. Wow! Thank you, Lady Luck.”
A large section of the letter discusses how his estate will be distributed. Rather than rigid instructions or attempts to control decisions after death, Buffett is choosing trust grounded in love. His three adult children, each experienced in philanthropic work, will steward the family’s foundations guided not by a thick rulebook but by judgment, values, and responsibility.
Many families assume estate planning is mostly about tax efficiency or inheritance size. Buffett reminds us it is equally about preparing the next generation to lead with clarity, character, and purpose.
The letter closes with one of the most memorable pieces of advice he ever wrote, “Get the right heroes and copy them.”
In a world overflowing with noise, Buffett’s farewell message is remarkably quiet, and that is what makes it powerful. He leaves investors with principles instead of predictions and families with wisdom instead of instructions.
And as Buffett gently reminds us, even at 95, “It is never too late to improve.”
With limited space, I could only touch on a handful of Buffett’s insights. His full letter contains far more wisdom, perspective, and clarity than any summary can capture. I encourage you to read the complete message at: https://www.berkshirehatha-way. com/news/nov10 25.pdf
Joe Olive, CFP, MPS, is a 10-year Air Force veteran who works as a CERTIFIED FINANCIAL PLANNER with Sather Financial Group, a fee-only strategic planning and investment management firm. He holds a master’s degree from Columbia University.
