Yogi.berra Quotes

Always go to other people's funerals, otherwise they won't come to yours.

If you don't know where you are going, you'll end up someplace else.

You can observe a lot just by watching.

It ain't over 'til it's over.

In theory, there is no difference between theory and practice. But in practice, there is.

When you come to a fork in the road take it

The future ain't what it used to be.

Nobody comes here anymore, its too crowded

Cut my pie into four pieces, I don’t think I could eat eight.

Half the lies they tell about me aren't true.

90% of the game is half mental.

I wish I had an answer to that because I'm tired of answering that question.

I never said most of the things I said.

If the world were perfect, it wouldn't be.

Deja Vu All Over Again

Okay you guys, pair up in threes!

It's tough to make predictions, especially about the future.

We made too many wrong mistakes.

I'd give my right arm to be ambidextrous.

We're lost, but we're making good time.

You wouldn't have won if we'd beaten you.

A nickel ain't worth a dime anymore.

Its getting late early

No matter where you go, there you are,

You have to give 100 percent in the first half of the game. If that isn't enough, in the second half, you have to give what's left.

I'm not going to buy my kids an encyclopedia. Let them walk to school like I did.

Little League baseball is a very good thing because it keeps the parents off the streets.

If you ask me anything I don't know, I'm not going to answer.

It ain't the heat, it's the humility.

He must have made that before he died.

If you can't imitate him, don't copy him.

Even Napoleon had his Watergate.

You've got to be very careful if you don't know where you're going, because you might not get there.

I just want to thank everyone who made this day necessary.

If the fans don’t wanna come out to the ballpark, no one can stop ‘em.

If you don't know where you are going you will end up somewhere else

It's not too far; it just seems like it is.

Pitching always beats batting — and vice-versa.

If you don't know where you're going, you'll end up someplace else.

Ninety percent of all mental errors are in your head.

75% of baseball is mental the other half is phisical

Nobody goes to that restaurant anymore because it's too crowded.

When you come to a fork in the road, take it.

If you come to a fork in the road, take it

You’ve got to be careful if you don’t know where you’re going, ’cause you might not get there. —Yogi Berra

I tell the kids, somebody's gotta win, somebody's gotta lose. Just don't fight about it. Just try to get better.

Nobody goes there anymore, it's to crowded

But Little League can be a great experience for kids, as long as they want to play--and don't play to bring their parents glory.

Love is the most important thing in the world, but baseball is pretty good, too.

If I didn't wake up, I'd still be sleeping.

A nickle ain't worth a dime anymore!

It's like deja-vu, all over again.

It ain't over until it's over

When you come to a fork in the road, just take it

Ninety percent of this game is half mental.

Yogi Berra said "If the world was perfect, it wouldn't be.

When you see a fork in the road...Take It!!

If you don’t know where you are going, you’ll end up someplace else.

Losing is a learning experience. It teaches you humility. It teaches you to work harder. It’s also a powerful motivator.

When you come to a fork in the road....Take it.

Ninety percent of baseball is mental, the other half is physical.

If you don't know where you are going, you might wind up someplace else.

You've got to be careful If you don't know where you're going, Because you might get there.

When you get to the fork in the road.....take it!

As Yogi Berra said, “In theory there is no difference between theory and practice; in practice there is.

When you see a fork in the road, take it.

It was impossible to get a conversation going, everybody was talking too much. —YOGI BERRA

New York Yankees: Mickey Mantle, Roger Maris, Clete Boyer, Bobby Richardson, Yogi Berra, and Whitey Ford. The Yankees were playing the San Francisco Giants in the 1962 World Series.

Economics is really about two stories. One is the story of the old economist and younger economist walking down the street, and the younger economist says, ‘Look, there’s a hundred-dollar bill,’ and the older one says, ‘Nonsense, if it was there somebody would have picked it up already.’ So sometimes you do find hundred-dollar bills lying on the street, but not often—generally people respond to opportunities. The other is the Yogi Berra line ‘Nobody goes to Coney Island anymore; it’s too crowded.’ That’s the idea that things tend to settle into some kind of equilibrium where what people expect is in line with what they actually encounter.

Memory can be dramatically disrupted if you force something that’s implicit into explicit channels. Here’s an example that will finally make reading this book worth your while—how to make neurobiology work to your competitive advantage at sports. You’re playing tennis against someone who is beating the pants off of you. Wait until your adversary has pulled off some amazing backhand, then offer a warm smile and say, “You are a fabulous tennis player. I mean it; you’re terrific. Look at that shot you just made. How did you do that? When you do a backhand like that, do you hold your thumb this way or that, and what about your other fingers? And how about your butt, do you scrunch up the left side of it and put your weight on your right toes, or the other way around?” Do it right, and the next time that shot is called for, your opponent/victim will make the mistake of thinking about it explicitly, and the stroke won’t be anywhere near as effective. As Yogi Berra once said, “You can’t think and hit at the same time.

On the endive show, she offered a Yogi Berra-style malaprop: "Now don't wash endive-that is, unless it's dirty." And during an episode of forgetfulness: "I did not have my glasses on when I was thinking." Once, she sorted through a jungle of seaweed in search of a twenty-pound lobster lurking in its folds; another time, she lifted the veil over a platter hunting for the "big, bad artichoke" lying furtively underneath.

Yogi Berra, the fabled Yankee baseball player and manager, was said to have pointed out, “If you don’t know where you are going, you’ll end up somewhere else.” That is so true about brands; you need to know where they are to end up.

Note that I am not relying in this book on the beastly method of collecting selective "corroborating evidence." ...I call this overload of examples naïve empiricism--successions of anecdotes selected to fit a story do not constitute evidence. Anyone looking for confirmation will find enough of it to deceive himself--and no doubt his peers.* The Black Swan idea is based on the structure of randomness in empirical reality. *It is also naïve empiricism to provide, in support of some argument, series of eloquent confirmatory quotes by dead authorities. By searching, you can always find someone who made a well-sounding statement that confirms your point of view--and, on every topic, it is possible to find another dead thinker who said the exact opposite. Almost all my non Yogi Berra quotes are from people I disagree with.

It ain't over til it's over.Yogi Berra A good way to live one's life

If the world was perfect, it wouldn't be.

It's 90% mental. The other half is physical

Ninety percent of the game is half mental. —YOGI BERRA

     You can observe a lot by just watching. ~ Yogi Berra

You've got to be very careful if you don't know where you are going, because you might not get there.

As Yogi Berra said, “If you don’t know where you’re going, you will wind up somewhere else.

No, I don't go to that restaurant anymore. No body goes there. It's too crowded.

You’ve got to be very careful if you don’t know where you are going, because you might not get there.

It’s tough to make predictions, especially about the future.

Boy, Whitey, I hope I never see my name up there. To Whitey Ford during scoreboard tribute on opening day to recently deceased Yankees.

It ain`t over until it`s over.

Into the 1960s and even the ’70s, players held offseason jobs not to fill the time but to feed their families. Yogi Berra worked at a Sears, Roebuck. Lou Brock became a florist. Players sold real estate and insurance, worked in mines and on ranches.

There are some people who, if they don't already know, you can't tell them. As the great philosopher of uncertainty Yogi berra once said, "Don't waste your time trying to fight forecasters, stock analysts, economists and social scientists, except to play pranks on them.

Attitude is 100% under your control – (yours to choose, use or lose, as they say) Happiness, fulfillment and satisfaction in a life ALWAYS and ONLY come as a consequence of some other activity. That is you don’t just create ‘happy’ or ‘satisfied’ – you have to be doing something with your life that as a byproduct creates these states. That’s it. Told you it was simple. Alright, I admit, writing about how to create a ‘successful life’ is easy – because to create something out of your life is 99.9% Mental Focus and 50% ( as Yogi Berra would say and .01% for those of you who are paying attention) -knowing how to get the result and doing it. Writing about it is easy; it’s the doing that’s hard.

Mark Twain, Albert Einstein, Marilyn Monroe, Winston Churchill, Dorothy Parker, and Yogi Berra are quotation superstars. Personas of this type are so vibrant and attractive that they become hosts for quotations they never uttered. A remark formulated by a lesser-known figure is attached to a famous host. The relationship is symbiotic and often enhances the popularity of both the host and the quotation.

I think Yogi Berra said, “You don’t know what you don’t know,” and that’s exactly the problem here. We’re not going to look for another type of love if we don’t even know it exists, or how it feels. So it’s easy to get stuck with this false blueprint of love and develop all sorts of maladaptive needs based on that. Suddenly we’re looking outward for love, imagining a savior, or saving others, stuck with vengeful thoughts, seeking external validation and approval, trying to do everything perfectly. In order to find a different kind of love, we need to tame our own ego that has been hugely inflated, criticized, and ultimately betrayed. Underneath all of that is where you’ll find the good stuff: feelings, the heart, the real you.

And so, when I tell stories today about digital transformation and organizational agility and customer centricity, I use a vocabulary that is very consistent and very refined. It is one of the tools I have available to tell my story effectively. I talk about assumptions. I talk about hypotheses. I talk about outcomes as a measure of customer success. I talk about outcomes as a measurable change in customer behavior. I talk about outcomes over outputs, experimentation, continuous learning, and ship, sense, and respond. The more you tell your story, the more you can refine your language into your trademark or brand—what you’re most known for. For example, baseball great Yogi Berra was famous for his Yogi-isms—sayings like “You can observe a lot by watching” and “When you come to a fork in the road, take it.” It’s not just a hook or catchphrase, it helps tell the story as well. For Lean Startup, a best-selling book on corporate innovation written by Eric Ries, the words were “build,” “measure,” “learn.” Jeff Patton, a colleague of mine, uses the phrase “the differences that make a difference.” And he talks about bets as a way of testing confidence levels. He’ll ask, “What will you bet me that your idea is good? Will you bet me lunch? A day’s pay? Your 401(k)?” These words are not only their vocabulary. They are their brand. That’s one of the benefits of storytelling and telling those stories continuously. As you refine your language, the people who are beginning to pay attention to you start adopting that language, and then that becomes your thing.

In June 1981, a strike shuttered the major leagues for fifty days, the first time in baseball history that players walked out during the season. Determined to make his people earn their keep, George Steinbrenner ordered his major-league coaches into the minors to scout and help mentor the organization’s prospects. Berra drew Nashville, where Merrill was the manager. Merrill was a former minor-league catcher with a degree in physical education from the University of Maine. He began working for the Yankees in 1978 at West Haven, Connecticut, in the Eastern League and moved south when the Yankees took control of the Southern League’s Nashville team in 1980. Suddenly, in mid-1981, the former catcher who had never made it out of Double-A ball had the most famous and decorated Yankees backstop asking him, “What do you want me to do?” Wait a minute, Merrill thought. Yogi Berra is asking me to supervise him? “Do whatever you want,” Merrill said. “No,” Berra said. “Give me something specific.” And that was when Merrill began to understand the existential splendor of Yogi Berra, whom he would come to call Lawrence or Sir Lawrence in comic tribute to his utter lack of pretense and sense of importance. “He rode buses with us all night,” Merrill said. “You think he had to do that? He was incredible.” One day Merrill told him, “Why don’t you hit some rollers to that lefty kid over there at first base?” Berra did as he was told and later remarked to Merrill, “That kid looks pretty good with the glove.” Berra knew a prospect when he saw one. It was Don Mattingly, who at the time was considered expendable by a chronically shortsighted organization always on the prowl for immediate assistance at the major-league level.

If you don’t know where you’re going, you might not get there. —Yogi Berra

Correlation is enough,” 2 then-Wired editor in chief Chris Anderson famously declared in 2008. We can, he implied, solve innovation problems by the sheer brute force of the data deluge. Ever since Michael Lewis chronicled the Oakland A’s unlikely success in Moneyball (who knew on-base percentage was a better indicator of offensive success than batting averages?), organizations have been trying to find the Moneyball equivalent of customer data that will lead to innovation success. Yet few have. Innovation processes in many companies are structured and disciplined, and the talent applying them is highly skilled. There are careful stage-gates, rapid iterations, and checks and balances built into most organizations’ innovation processes. Risks are carefully calculated and mitigated. Principles like six-sigma have pervaded innovation process design so we now have precise measurements and strict requirements for new products to meet at each stage of their development. From the outside, it looks like companies have mastered an awfully precise, scientific process. But for most of them, innovation is still painfully hit or miss. And worst of all, all this activity gives the illusion of progress, without actually causing it. Companies are spending exponentially more to achieve only modest incremental innovations while completely missing the mark on the breakthrough innovations critical to long-term, sustainable growth. As Yogi Berra famously observed: “We’re lost, but we’re making good time!” What’s gone so wrong? Here is the fundamental problem: the masses and masses of data that companies accumulate are not organized in a way that enables them to reliably predict which ideas will succeed. Instead the data is along the lines of “this customer looks like that one,” “this product has similar performance attributes as that one,” and “these people behaved the same way in the past,” or “68 percent of customers say they prefer version A over version B.” None of that data, however, actually tells you why customers make the choices that they do.

Nu căutați ceea ce este precis și local. Nu fiți îngust la minte. Marele descoperitor Pasteur, care a venit cu ideea că norocul îl favorizează pe cel pregătit, a înțeles că pentru a lăsa contingența să-ți afecteze viața nu trebuie să cauți ceva anume în fiecare dimineață, ci să muncești din greu. Așa cum a spus un alt mare gânditor, Yogi Berra, "Dacă nu știi încotro mergi, trebuie să fii foarte atent, pentru că s-ar putea să nu ajungi acolo.

That’s what led George to Yogi’s museum in New Jersey in 1999 to apologize in person. It’s the same feeling that led Yogi, a man who had vowed never to return to Yankee Stadium so long as George owned the team, to accept George’s apology. Together they made plans for a grand return, a Yogi Berra Day that July. Before the game, Don Larsen, the Yankees pitcher who threw the first perfect game in Yankees history, during the 1956 World Series with Yogi behind the plate, tossed the ceremonial first pitch to Yogi. A few hours later David Cone finished another perfect game, the third in the team’s history. As if we needed another sign that all was right in the world.

It turns out that Mantle was an indifferent student of his own career. In that regard he was like his teammate Yogi Berra, who once commented, “I never said most of the things I said.”5

If you don't know where you are going, you might wind up someplace else." - Yogi Berra

If you don't know where you are going, you will wind up somewhere else.

If you ask me a question I don't know, I'm not going to answer it.