David Stearns

Und dann, die Risiken, die wir begannen zu nehmen, waren, wir haben das Farmsystem ziemlich schnell gebaut. Zuerst durch die Betreuung von Veteranen, was eine ziemlich konventionelle Taktik ist. Aber dann, als wir das gemacht haben, haben wir wahrscheinlich gezwungen, den Team zu erhöhen, in einer viel früheren Phase, als die Leute vorher gemacht haben. Also...

Das beste Beispiel dafür ist, dass wir vier Top-100-Prospekte im Spiel für Christian Jelic in der 2017-Saison getradet haben. Das ist sehr ungewöhnlich in einem kleinen Markt zu tun. Milwaukee ist ein kleiner Markt. Right, you're trading cost-controlled talent. Yeah. Four of them.

Das beste Beispiel dafür ist, dass wir vier Top-100-Prospekte im Spiel für Christian Jelic in der 2017-Saison getradet haben. Das ist sehr ungewöhnlich in einem kleinen Markt zu tun. Milwaukee ist ein kleiner Markt. Right, you're trading cost-controlled talent. Yeah. Four of them.

Das beste Beispiel dafür ist, dass wir vier Top-100-Prospekte im Spiel für Christian Jelic in der 2017-Saison getradet haben. Das ist sehr ungewöhnlich in einem kleinen Markt zu tun. Milwaukee ist ein kleiner Markt. Right, you're trading cost-controlled talent. Yeah. Four of them.

For an established major leaguer who was on a club-friendly contract, who had a lot of indicators that we really liked. But that is something that really had not been done. We made some other more minor moves where we were trading future value for more present value at a stage in the organization when I think a lot of people were scratching their heads as to why are they doing it.

For an established major leaguer who was on a club-friendly contract, who had a lot of indicators that we really liked. But that is something that really had not been done. We made some other more minor moves where we were trading future value for more present value at a stage in the organization when I think a lot of people were scratching their heads as to why are they doing it.

For an established major leaguer who was on a club-friendly contract, who had a lot of indicators that we really liked. But that is something that really had not been done. We made some other more minor moves where we were trading future value for more present value at a stage in the organization when I think a lot of people were scratching their heads as to why are they doing it.

Und ich denke, wir haben eine Wette gemacht, dass wir uns identifizieren können. Und es war ein Risiko. Es war definitiv ein Risiko. Warst du nervös, den Risiko zu machen? Nein. Du kannst dich nicht nervös machen, die Entscheidungen in diesen Firmen zu machen.

Und ich denke, wir haben eine Wette gemacht, dass wir uns identifizieren können. Und es war ein Risiko. Es war definitiv ein Risiko. Warst du nervös, den Risiko zu machen? Nein. Du kannst dich nicht nervös machen, die Entscheidungen in diesen Firmen zu machen.

Und ich denke, wir haben eine Wette gemacht, dass wir uns identifizieren können. Und es war ein Risiko. Es war definitiv ein Risiko. Warst du nervös, den Risiko zu machen? Nein. Du kannst dich nicht nervös machen, die Entscheidungen in diesen Firmen zu machen.

Ja, ich denke, um es besser oder schlechter zu machen, ähm, ich werde nicht zu einfach geradelt, wie ich denke, das ist, ähm, in diesem Job ein Asset.

Ja, ich denke, um es besser oder schlechter zu machen, ähm, ich werde nicht zu einfach geradelt, wie ich denke, das ist, ähm, in diesem Job ein Asset.

Ja, ich denke, um es besser oder schlechter zu machen, ähm, ich werde nicht zu einfach geradelt, wie ich denke, das ist, ähm, in diesem Job ein Asset.

Look, I think making, in general in a leadership position, making unemotional decisions is helpful. I do think there is an element of emotion and certainly an element of authenticity that is essential for leading an organization and leading groups of people.

Look, I think making, in general in a leadership position, making unemotional decisions is helpful. I do think there is an element of emotion and certainly an element of authenticity that is essential for leading an organization and leading groups of people.

Look, I think making, in general in a leadership position, making unemotional decisions is helpful. I do think there is an element of emotion and certainly an element of authenticity that is essential for leading an organization and leading groups of people.

But once you get to the decision-making process, like trying to stay as factual, objective and unemotional, I think over and over again has proven leads to better decisions than the opposite.

But once you get to the decision-making process, like trying to stay as factual, objective and unemotional, I think over and over again has proven leads to better decisions than the opposite.

But once you get to the decision-making process, like trying to stay as factual, objective and unemotional, I think over and over again has proven leads to better decisions than the opposite.

ein universal trait among people who do the job of executive in sports across all of these facets so that that's that's true um i'm sort of running through my head of people who have done this for a long time across sports and i would say most of the people who are running through my head probably have an element of consistency to them sure um the ones who have made it that far yeah but not not all i i can think of