Asked about the fact that Apple's iTunes software for Windows computers was extremely popular, Jobs joked, 'It's like giving a glass of ice water to … - Walter Isaacson

Leonardo became known in Milan not only for his talents but also for his good looks, muscular build, and gentle personal style. “He was a man of outstanding beauty and infinite grace,” Vasari said of him. “He was striking and handsome, and his great presence brought comfort to the most troubled soul.

For Einstein, as for most people, a belief in something larger than himself became a defining sentiment. It produced in him an admixture of confidence and humility that was leavened by a sweet simplicity. Given his proclivity toward being self-centered, these were welcome graces. Along with his humor and self-awareness, they helped him to avoid the pretense and pomposity that could have afflicted the most famous mind in the world.
His religious feelings of awe and humidity also informed his sense of social justice. It impelled him to cringe at trappings of hierarchy or class distinction, to eschew excess consumption and materialism, and to dedicate himself to efforts on behalf of refugees and the oppressed.

1. Question every requirement. Each should come with the name of the person who made it. You should never accept that a requirement came from a department, such as from “the legal department” or “the safety department.” You need to know the name of the real person who made that requirement. Then you should question it, no matter how smart that person is. Requirements from smart people are the most dangerous, because people are less likely to question them. Always do so, even if the requirement came from me. Then make the requirements less dumb. 2. Delete any part or process you can. You may have to add them back later. In fact, if you do not end up adding back at least 10% of them, then you didn’t delete enough. 3. Simplify and optimize. This should come after step two. A common mistake is to simplify and optimize a part or a process that should not exist. 4. Accelerate cycle time. Every process can be speeded up. But only do this after you have followed the first three steps. In the Tesla factory, I mistakenly spent a lot of time accelerating processes that I later realized should have been deleted. 5. Automate. That comes last. The big mistake in Nevada and at Fremont was that I began by trying to automate every step. We should have waited until all the requirements had been questioned, parts and processes deleted, and the bugs were shaken out.