Nike Just Do It Quotes

That awkward moment when your wearing Nikes but you just can't do it...

Learn everything you can learn now while you are young. If you think you are old now, well let me remind you that NOTHING IS TOO LATE. If you will start it now, you are never too old to do it! Don't wait for another year older for you to learn something new. JUST DO IT. (You listen to Nike!)

Just do it! Well, later!

Будь я на месте ребят из «NIKE», я бы точно сменил промо слоган для территории России с «Just do it» на «Do something».

Just do it.

just do it!!! NIKE

When Nike says, just do it, that's a message of empowerment. Why aren't the rest of us speaking to young people in a voice of inspiration?

When I pointed out this fallacy in her thought process, however, all she said was, “Just do it,” only not the way they say it in Nike ads. She said it the way the Wicked Witch of the West said it to the winged monkeys when she sent them out to kill Dorothy and her little dog, too.

Just do it.

Leap of Faith: If you're serious about saying Yes, apply the Nike maxim: Just Do It. If you're not, ask yourself what's nailed your feet to the floor.

A body in motion tends to stay in motion. (reebok,chiat/day.)Just do it. (Nike, Weiden and Kennedy.)Dammit something just isn't right. (Me, to my bathroom mirror at four thirty in the morning when I'm plastered.)

We are looking to brands for poetry and for spirituality, because we're not getting those things from our communities or from each other. When Nike says, just do it, that's a message of empowerment. Why aren't the rest of us speaking to young people in a voice of inspiration?

Maybe Nike has it right. At some point we have to stop thinking, and just do it.

Just do it!

Nike’s snappy logo “Just do it” reminds us that it’s unnecessary to be motivated, get ourselves together, or even feel like doing it. The key is to get up and go.

Julia arrived at “just do it” as a personal credo long before Nike snapped it up. Nothing anyone thought about her could stop her. Imagine a life in which you’re never too anything for anything. Never too old to go back and get that degree. Never too uncoordinated to cut loose on the dance floor. Never too wrong-of-body to wear that swimsuit and throw yourself into the waves.

Like our other needs, meaning is an inherent expectation. Its denial has dire consequences. Far from a purely psychological need, our hormonees and nervous systems clock its presence or absence. As a medical study in 2020 found, the "presence [of] and search for meaning in life are important for health and well-being." Simply put, the more meaningful you find your life, the better your measures of mental and physical health are likely to be. It is itself a sign of the times that we even need such studies to confirm what our experience of life teaches. When do you feel happier, more fulfilled, more viscerally at ease: when you extend yourself to help and connect with others, or when you are focused on burnishing the importance of your little egoic self? We all know the answer, and yet somehow what we know doesn't always carry the day. Corporations are ingenious at exploiting people's needs without actually meeting them. Naomi Klein, in her book No Logo, made vividly clear how big business began in the 1980s to home in on people's natural desire to belong to something larger than themselves. Brand-aware companies such as Nike, Lululemon, and the Body Shop are marketing much more than products: they sell meaning, identification, and an almost religious sense of belonging through association with their brand. "That pressuposes a kind of emptiness and yearning in people," I suggested when I interviewed the prolific author and activist. "Yes," Klein replied. "They tap into a longing and a need for belonging, and they do it by exploiting the insight that just selling running shoes isn't enough. We humans want to be part of a transcendent project.

And the cost of those injuries? Fatal disease in epidemic proportions. “Humans really are obligatorily required to do aerobic exercise in order to stay healthy, and I think that has deep roots in our evolutionary history,” Dr. Lieberman said. “If there’s any magic bullet to make human beings healthy, it’s to run.” Magic bullet? The last time a scientist with Dr. Lieberman’s credentials used that term, he’d just created penicillin. Dr. Lieberman knew it, and meant it. If running shoes never existed, he was saying, more people would be running. If more people ran, fewer would be dying of degenerative heart disease, sudden cardiac arrest, hypertension, blocked arteries, diabetes, and most other deadly ailments of the Western world. That’s a staggering amount of guilt to lay at Nike’s feet. But the most remarkable part? Nike already knew it. In

103. Magic Mantras and Latex Poodles My father has the irritating habit of saying the same thing whenever something bad happens. “This, too, shall pass,” he says. What annoys me is that he’s always right about it. What annoys me even more is that he always reminds me later when it does pass, as a smug “I told you so.” He doesn’t say it to me anymore because Mom told him it was trite. Maybe it is, but I find that I say it to myself now. No matter how bad I’m feeling, I make myself say it, even if I’m not ready to believe it. This, too, shall pass. It’s amazing how little things like that can make a big difference. It’s like that old Nike ad. “Just do it.” My mom likes to tell the story about how she had gained so much weight when Mackenzie was born, and exercise was so daunting, she didn’t know where to begin, so she just ate and got fatter. Finally she started telling herself “Just do it,” and it was the magic mantra to get her exercising regularly again. She dropped the weight before Mackenzie turned two. On the other hand, there was this bizarre cult that committed mass suicide wearing brand-new Nikes as their own warped homage to “Just do it.” I suppose even a simple slogan can be twisted into whatever shape we want, like a balloon animal—we can even make it loop back around on itself, becoming a noose. In the end, the measure of who we are can be seen in the shapes of our balloon animals.

EVEN BEFORE HE GOT ELECTROCUTED, Jason was having a rotten day. He woke in the backseat of a school bus, not sure where he was, holding hands with a girl he didn’t know. That wasn’t necessarily the rotten part. The girl was cute, but he couldn’t figure out who she was or what he was doing there. He sat up and rubbed his eyes, trying to think. A few dozen kids sprawled in the seats in front of him, listening to iPods, talking, or sleeping. They all looked around his age…fifteen? Sixteen? Okay, that was scary. He didn’t know his own age. The bus rumbled along a bumpy road. Out the windows, desert rolled by under a bright blue sky. Jason was pretty sure he didn’t live in the desert. He tried to think back…the last thing he remembered… The girl squeezed his hand. “Jason, you okay?” She wore faded jeans, hiking boots, and a fleece snowboarding jacket. Her chocolate brown hair was cut choppy and uneven, with thin strands braided down the sides. She wore no makeup like she was trying not to draw attention to herself, but it didn’t work. She was seriously pretty. Her eyes seemed to change color like a kaleidoscope—brown, blue, and green. Jason let go of her hand. “Um, I don’t—” In the front of the bus, a teacher shouted, “All right, cupcakes, listen up!” The guy was obviously a coach. His baseball cap was pulled low over his hair, so you could just see his beady eyes. He had a wispy goatee and a sour face, like he’d eaten something moldy. His buff arms and chest pushed against a bright orange polo shirt. His nylon workout pants and Nikes were spotless white. A whistle hung from his neck, and a megaphone was clipped to his belt. He would’ve looked pretty scary if he hadn’t been five feet zero. When he stood up in the aisle, one of the students called, “Stand up, Coach Hedge!” “I heard that!” The coach scanned the bus for the offender. Then his eyes fixed on Jason, and his scowl deepened. A jolt went down Jason’s spine. He was sure the coach knew he didn’t belong there. He was going to call Jason out, demand to know what he was doing on the bus—and Jason wouldn’t have a clue what to say. But Coach Hedge looked away and cleared his throat. “We’ll arrive in five minutes! Stay with your partner. Don’t lose your worksheet. And if any of you precious little cupcakes causes any trouble on this trip, I will personally send you back to campus the hard way.

The reasonable man adapts himself to the world; the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” George Bernard Shaw On a cool fall evening in 2008, four students set out to revolutionize an industry. Buried in loans, they had lost and broken eyeglasses and were outraged at how much it cost to replace them. One of them had been wearing the same damaged pair for five years: He was using a paper clip to bind the frames together. Even after his prescription changed twice, he refused to pay for pricey new lenses. Luxottica, the 800-pound gorilla of the industry, controlled more than 80 percent of the eyewear market. To make glasses more affordable, the students would need to topple a giant. Having recently watched Zappos transform footwear by selling shoes online, they wondered if they could do the same with eyewear. When they casually mentioned their idea to friends, time and again they were blasted with scorching criticism. No one would ever buy glasses over the internet, their friends insisted. People had to try them on first. Sure, Zappos had pulled the concept off with shoes, but there was a reason it hadn’t happened with eyewear. “If this were a good idea,” they heard repeatedly, “someone would have done it already.” None of the students had a background in e-commerce and technology, let alone in retail, fashion, or apparel. Despite being told their idea was crazy, they walked away from lucrative job offers to start a company. They would sell eyeglasses that normally cost $500 in a store for $95 online, donating a pair to someone in the developing world with every purchase. The business depended on a functioning website. Without one, it would be impossible for customers to view or buy their products. After scrambling to pull a website together, they finally managed to get it online at 4 A.M. on the day before the launch in February 2010. They called the company Warby Parker, combining the names of two characters created by the novelist Jack Kerouac, who inspired them to break free from the shackles of social pressure and embark on their adventure. They admired his rebellious spirit, infusing it into their culture. And it paid off. The students expected to sell a pair or two of glasses per day. But when GQ called them “the Netflix of eyewear,” they hit their target for the entire first year in less than a month, selling out so fast that they had to put twenty thousand customers on a waiting list. It took them nine months to stock enough inventory to meet the demand. Fast forward to 2015, when Fast Company released a list of the world’s most innovative companies. Warby Parker didn’t just make the list—they came in first. The three previous winners were creative giants Google, Nike, and Apple, all with over fifty thousand employees. Warby Parker’s scrappy startup, a new kid on the block, had a staff of just five hundred. In the span of five years, the four friends built one of the most fashionable brands on the planet and donated over a million pairs of glasses to people in need. The company cleared $100 million in annual revenues and was valued at over $1 billion. Back in 2009, one of the founders pitched the company to me, offering me the chance to invest in Warby Parker. I declined. It was the worst financial decision I’ve ever made, and I needed to understand where I went wrong.

In short: Write the way people think. Nike knew what it was doing when it coined the slogan “Just do it.” Grammatically, this phrase makes no sense. Your high-school English teacher would scold the copywriter for not being clear about the antecedent for “it.

Just do it!~

EVEN BEFORE HE GOT ELECTROCUTED, Jason was having a rotten day. He woke in the backseat of a school bus, not sure where he was, holding hands with a girl he didn’t know. That wasn’t necessarily the rotten part. The girl was cute, but he couldn’t figure out who she was or what he was doing there. He sat up and rubbed his eyes, trying to think. A few dozen kids sprawled in the seats in front of him, listening to iPods, talking, or sleeping. They all looked around his age…fifteen? Sixteen? Okay, that was scary. He didn’t know his own age. The bus rumbled along a bumpy road. Out the windows, desert rolled by under a bright blue sky. Jason was pretty sure he didn’t live in the desert. He tried to think back…the last thing he remembered… The girl squeezed his hand. “Jason, you okay?” She wore faded jeans, hiking boots, and a fleece snowboarding jacket. Her chocolate brown hair was cut choppy and uneven, with thin strands braided down the sides. She wore no makeup like she was trying not to draw attention to herself, but it didn’t work. She was seriously pretty. Her eyes seemed to change color like a kaleidoscope—brown, blue, and green. Jason let go of her hand. “Um, I don’t—” In the front of the bus, a teacher shouted, “All right, cupcakes, listen up!” The guy was obviously a coach. His baseball cap was pulled low over his hair, so you could just see his beady eyes. He had a wispy goatee and a sour face, like he’d eaten something moldy. His buff arms and chest pushed against a bright orange polo shirt. His nylon workout pants and Nikes were spotless white. A whistle hung from his neck, and a megaphone was clipped to his belt. He would’ve looked pretty scary if he hadn’t been five feet zero. When he stood up in the aisle, one of the students called, “Stand up, Coach Hedge!” “I heard that!” The coach scanned the bus for the offender. Then his eyes fixed on Jason, and his scowl deepened. A jolt went down Jason’s spine. He was sure the coach knew he didn’t belong there. He was going to call Jason out, demand to know what he was doing on the bus—and Jason wouldn’t have a clue what to say. But Coach Hedge looked away and cleared his throat. “We’ll arrive in five minutes! Stay with your partner. Don’t lose your worksheet. And if any of you precious little cupcakes causes any trouble on this trip, I will personally send you

Judge not, and ye shall not be judged: condemn not, and ye shall not be condemned: forgive, and ye shall be forgiven:” ~ Luke 6:37 (KJV) This life is made up of the quality relationships that we have, both with each other and with our Heavenly Father. So please never underestimate the importance of doing whatever you can to forgive and operate each and every relationship to its full potential. The choice is yours. Make a quality decision and like the Nike motto says, “Just Do It!” Forgiveness is almost a selfish act because of its immense benefits to the one who forgives. ~ Lawana Blackwell

The kingdom is not about chatter. It is about action. Nike has some great theology. It is time to just do it.

A straight guy walks into a bar and instantly realizes it’s a gay bar. But what the hell, he figures, a drink is a drink. The bartender approaches him and asks, “What’s the name of your penis?” “Look, I’m not into any of that. All I want is a drink.” “I’m sorry, but I can’t serve you until you tell me the name of your penis. Mine, for instance, is called Nike, for the slogan ‘Just Do It.’ That guy down at the end of the bar calls his Snickers because ‘It really Satisfies.’” The customer looks dumbfounded so the bartender tells him he will give him a minute or two to think it over. So the guy says to the man sitting to his left, “Hey bud, what’s the name of your penis?” The man smiles and says, “Timex.” “Why Timex?” “‘Cause it takes a lickin’ and keeps on tickin’!’” A little shaken, the customer then turns to the guy on his right and asks, “So, what do you call your penis?” “Ford. ‘Have you driven a Ford, lately?’” Suddenly, a light comes into the customer’s eyes. He turns to the bartender and says, “Okay, the name of my penis is Secret. Now give me my beer.” The bartender begins to pour the beer, but he can’t help asking, “Why Secret?” “Because it’s STRONG ENOUGH FOR A MAN, BUT MADE FOR A WOMAN!

The gold standard for any brand is to achieve a global status that transcends those barriers, that needs no translation. Nike. Apple. BMW. They’re not black. They’re not white. They’re just cool. That’s the brand that makes money. And the only way to be that brand is by connecting with each individual personally while still having a message that resonates universally. Which is why good advertising is really hard to do, and why most of it sucks.

Nike: Just Do It... ...because $200 is not too much to spend for a cool looking sneakers that wear out in less than 6 months.

I always thought that Nike slogan is genius: Just do it. Its genius is in its simplicity. It applies to everything that your brain tries to talk you out of.

Just do it. What's the worst that could happen?

The Just Do It Award is an abnormally large, well-worn Nike sneaker given to employees who exhibit a Bias for Action. It usually goes to a person who has come up with a clever idea outside the scope of their job. What’s peculiarly Amazonian about the award is that the idea doesn’t have to be implemented—nor does it have to actually work if it is—in order to be eligible.

There is more money in designing a shoe than in actually making it: Nike, Dell, and Boeing can get paid for just thinking, organizing, and leveraging their know-how and ideas while subcontracted factories in developing countries do the grunt work and engineers in cultured and mathematical states do the noncreative technical grind

that line that balances Paralysis of Analysis against the Nike slogan “Just Do It.

But belief in the Victorian, Enlightenment-based ideal of an omnipotent, autonomous willpower, overseeing and in control of a mind transparent to itself, has generally faded. It reappears from time in slogans, political (as in Nancy Reagan’s “Just Say No”) and commercial (as in Nike’s “Just do it!”). But the “just” in these slogans is a form of magical denial that the powerful physiological and psychological grip of drug addiction and deficits in athletic constitution and training can all be overcome by simple exertion of the will. The other end of the continuum, the opposite of the traditional belief in the omnipotent will, is the doctrine of passive victimization, in evidence in television spectacles in which perpetrators of heinous crimes exonerate themselves by revealing their own past victimization. Not only are we not in control, they seem to be saying, we are pawns of what was done to us in our distant personal pasts. Psychotherapy is often misused in the service of this sort of self-exoneration.

When Phil Knight was building Nike, he hired other distance runners to work with him because he knew that whatever they lacked in terms of business knowledge, they made up for in stamina. They would never give up. They would take the pain and make it to the end of the race despite the difficulties. When you start a company, you are usually happy to find anyone of quality willing to go on the journey with you. But as you grow, you realize that some people are like wide receivers in football with hands of stone. You throw to them, and the ball just bounces off them. Others have hands like glue. As a decent person you think your role is to coax the bad ones along, to find workarounds. As employees, these are 6s and 7s out of 10. If you keep them, you will end up with a dysfunctional company, where you do all the work, staying up all night with the few people who can make it happen. You have two options: either run a middling company going nowhere or clear out the mediocrity you created so you can grow. If you are ambitious, you have to fill your company with 9s and 10s, and give them the difficult tasks to do. Finally, to succeed as an entrepreneur, you have to be paranoid. You always have to believe your company, regardless of size, is a little company. The moment you start to become big and successful, challengers will appear and do their best to take your customers and defeat your business. You are never more vulnerable than at the moment you think you have succeeded.

The nature of the Amazon Leadership Principles is borne out in processes and practices throughout the company. For example, the six-page narratives that the company uses in place of PowerPoint decks to present quarterly and yearly business updates require both the writer and reader to Dive Deep and Insist on the Highest Standards. The Press Release/Frequently Asked Questions process—aka PR/FAQ—reinforces customer obsession, starting with customer needs and working backwards from there. (See chapters four and five for a detailed discussion of both the six-pager and the PR/FAQ.) The Door Desk Award goes to a person who exemplifies Frugality and Invention. The Just Do It Award is an abnormally large, well-worn Nike sneaker given to employees who exhibit a Bias for Action. It usually goes to a person who has come up with a clever idea outside the scope of their job. What’s peculiarly Amazonian about the award is that the idea doesn’t have to be implemented—nor does it have to actually work if it is—in order to be eligible. The stories we tell in part two of this

Let’s make a promise to each other that if we ever find ourselves in a position where we throw off the shackles of oppression, we’ll leave them off and stay in charge of ourselves. Not just pick some new shackles with Nike on them and get on with our subjugation. This requires diligence. As David Graeber said, any authoritative measures supposedly for our benefit must be resisted. We must insist on total self-governance. The American constitution was designed to keep rich men in charge; the only significant change was the accent and crowns. They swapped a lion for an eagle and crowns for hair cream. The same people that were shafted then are shafted now. Any country that puts the word “United” in its title has got something to hide, and I would suggest that it’s conflict. In the United Kingdom, the Scottish want out, the Welsh want out, even the English want nothing to do with it. The United States is anything but. Descendants of slaves, Europeans of every description, Latino folk, forever condemned for crossing a line that didn’t used to be there. The nation state is a relatively modern idea, and I don’t think we’re getting a lot out of it except for flags and World Cups. It’s odd that those in power condemn people who want change for being whimsical and impractical, but actually what is being demanded is pragmatism, systems that function. People get the resources they need, the resources are managed efficiently, and the conditions required to create resources are respected. None of that happens. It can’t, because they’ve prioritized a bizarre, selfish, and destructive idea over common sense.

Whatever the army had failed to teach me about staying out of sight, they had made up for by teaching me a lot about fighting. They had taken one look at me and sent me straight to the gym. I was like a lot of military children. We had weird backgrounds. We had lived all over the world. Part of our culture was to learn from the locals. Not history or language or political concerns. We learned fighting from them. Their favored techniques. Martial arts from the Far East, full-on brawling from the seamier parts of Europe, blades and rocks and bottles from the seamier parts of the States. By the age of twelve we had it all boiled down to a kind of composite uninhibited ferocity. Especially uninhibited. We had learned that inhibitions will hurt you faster than anything else. Just do it was our motto, well before Nike started making shoes. Those of us who signed up for military careers of our own were recognized and mentored and offered further tuition, where we were taken apart and put back together again. We thought we were tough when we were twelve. At eighteen, we thought we were unbeatable. We weren’t. But we were very close to it, by the age of twenty-five.

With tongue only slightly in cheek, we can view the typical practitioner as following Nike’s “Just Do It” mantra, while the theorist follows the “Just Define and Study It” mantra.

Anyone who has taken an introductory psychology course has likely encountered the developmental-stage models posited by Freud, Jung, Erikson, Piaget, and Maslow. But there’s one stage model I keep in mind nearly every minute of every session—the stages of change. If therapy is about guiding people from where they are now to where they’d like to be, we must always consider: How do humans actually change? In the 1980s, a psychologist named James Prochaska developed the transtheoretical model of behavior change (TTM) based on research showing that people generally don’t “just do it,” as Nike (or a new year’s resolution) might have it, but instead tend to move through a series of sequential stages that look like this: Stage 1: Pre-contemplation Stage 2: Contemplation Stage 3: Preparation Stage 4: Action Stage 5: Maintenance

I'd've loved more songs, because if you don't put on a radio station there isn't very much songs in GTA IV. He can jump out from the automobile when it halts, in case you enter into a terrible enough mishap while Chop is driving along with you and go house. Incidentally an enlargement for the first was situated in London. So, in case you want to try Freefall then you certainly must complete 'Meat company'. Some sites accept this-but many the others refuse. Each sport in the set offers some thing new to gamers. and gun you down additionally if other armed citizens see you perpetrate a crime they could get ballsy and try to destroy you on-the-spot also. The Hollywood aspect had proceeded, you were always being hassled by perople such as principal character's brother, Roman, to really go and do a little mundane task like drinking till you fell over, enjoying darts or bowling. Later on, he determines to see a location called Downtown. Most of the big websites remark continuously about how terrific the cut-scenes are. The overall game's storyline is centered around Nike Bellic, a former soldier from Eastern Europe, who concerns america to get the "American desire". When Chop is on you, he assaults anyone that reveals aggression towards Franklin, and might even eliminate them. The gameplay is continually open world permitting player to decide on assignments packaged with activity-experience, third-person shooting, stealth, racing and sometimes roleplaying. Next, look at the Caligula Palace. I don't accept being of any Leather encounter character even. In V, players reach jump in and out of the lives of each one of the three figures so that you can feel the storyline from other points of view. As an issue of fact, you actually have to be cautious about everybody in Grand Theft Auto just around they must be careful for you and also your murderous manners. In the event you held turning them down, they got irritated. And this stops the scene and you're in the sport. I presume cut scenes may be pleasant benefit for completing a larger part of a sport. http://hh.vom

So while Jordan told me to "just do it," my parents reminded me of a guy who once laced my Nikes at Stride Rite and talked about his years playing pro basketball in Europe -- a cautionary tale to show me and my sister the value of practical goals.

Yesterday you said tomorrow. JUST DO IT.

Just do it,'' she prompted him. Then she rolled her eyes. ''God, you've turned me intro a Nike commercial.” ― J.R. Ward, Prisoner of Night

Just do it,'' she prompted him. Then she rolled her eyes. ''God, you've turned me intro a Nike commercial.” ― J.R. Ward, Prisoner of Night

In the 1980s, a psychologist named James Prochaska developed the transtheoretical model of behavior change (TTM) based on research showing that people generally don’t “just do it,” as Nike (or a new year’s resolution) might have it, but instead tend to move through a series of sequential stages that look like this: Stage 1: Pre-contemplation Stage 2: Contemplation Stage 3: Preparation Stage 4: Action Stage 5: Maintenance So let’s say you want to make a change—exercise more, end a relationship, or even try therapy for the first time. Before you get to that point, you’re in the first stage, pre-contemplation, which is to say, you’re not even thinking about changing. Some therapists might liken this to denial, meaning that you don’t realize you might have a problem. When Charlotte first came to me, she presented herself as a social drinker; I realized that she was in the pre-contemplation stage as she talked about her mother’s tendency to self-medicate with alcohol but failed to see any connection to her own alcohol use. When I challenged her on this, she shut down, got irritated (“People my age go out and drink!”), or engaged in “what-aboutery,” the practice of diverting attention from the difficulty under discussion by raising a different problematic issue. (“Never mind X, what about Y?”)