Thomas Sowell Quotes

Endorsements are a reward for good performance on the field, and the commitments made after signing them need to be done.

Some coaches believed they could judge a player's performance simply by watching it. In this they were deeply mistaken. The naked eye was an inadequate tool for learning what you needed to know to evaluate baseball players and baseball games. Think about it. One absolutely cannot tell, by watching, the difference between a .300 hitter and a .275 hitter. The difference is one hit every two weeks. The difference between a good hitter and an average hitter is simply not visible-it is a matter of record

You're only as smart as your ERA.

Sometimes I need to look at the scoreboard to figure out whether I'm batting hundred-plus or whether I am on zero.

What you measure affects what you do. If you don't measure the right thing, you don't do the right thing.

Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions.

You make some big grandoise decision about what you need to do, or who you need to be, and then circumstances arise that immediately reveal to you how little you understood about yourself.

I have always cautioned partners that I considered three years a minimum in determining whether we were "performing".

There are several key pieces to keeping audiences engaged, and the evolution of that. One is a content-first strategy because you need to provide the best possible product, no matter what your brand is, it's got to be a great, incredible product first.

Not making a decision is the worst thing you can do. So long as you feel you made the right decision based on the information you had at that time, there's no need to fret about it. If it fails, you'll know what to do next time.

The key to using the Internet to extend and build relationships is to view ownership of information differently-you need to bring customers inside your business to create information partnerships ... relationships become the differentiator, more than products or services. Businesses become intertwined.

A CEO needs great intelligence and great courage. And I always found my courage was tested more.

If the metrics you are looking at aren't useful in optimizing your strategy - stop looking at them.

My friend Terry says that when you need to make a decision, in your work or otherwise, and you don’t know what to do, just do one thing or the other, because the worst that can happen is that you will have made a terrible mistake.

You need to be surrounded by good advisers, but you also need to trust your instinct.

A cooperative enterprise is the key alternative to a traditional capitalist enterprise. All the workers, whatever they do inside an enterprise, have to be able to participate in collectively arriving at the decisions about what, how, where to produce, and what to do with the profits in a democratic way. One person, one vote should decide how these things are done.

Never make a decision when you need to pee.

When you need to make a decision, don't let your emotions vote.

Test scores aren't perfect, but having a test score for math or reading or other things that we can objectively measure is a meaningful component that makes a lot of sense.

Success in one role can't justify failure in another.

I like to keep my surroundings low-key. I don't need much around me. I'm easy don't need a lot of racket.

When you surrender to what is and so become fully present, the past ceases to have any power. You do not need it anymore. Presence is the key. Now is the key.

Just slip out the back, Jack, make a new plan, Stan, you don't need to be coy, Roy, just get yourself free. Hop on the bus, Gus, you don't need to discuss much, just drop off the key, Lee, and get yourself free.

Every conversation I have almost always revolves around, you know, personnel and policy focused on producing results.

You can't control what you can't measure