Top 93 Quotes & Sayings by Theo Epstein

When something goes wrong on the field, we expect our players to take the blame, step up, and proactively assume the blame for it, even if it's not their fault. That's the way to be a good teammate.

Whoever your boss is, or your bosses are, they have 20 percent of their job that they just don't like.

I don't think I'm a chameleon. I can feel where people are coming from, what makes them tick, where they are vulnerable, what makes them feel good about themselves. I get just as much out of it as they do. I love connecting.

You have years where most things go your way, and you have years where more things than usual seem like a challenge.

The fact that guys adjusted really quickly to the big leagues, developed really quickly, faced adversity under the brightest spotlights, played great baseball, overcame so much, overcame centuries worth of issues and won a World Series, I guess it doesn't necessarily mean we're still not just prone to the laws of nature and reality and baseball.

Communication is different in the clubhouse than it is in a boardroom. The heartbeat that exists in the clubhouse, you don't find that same type of heartbeat in the front office.

I work for the Chicago Cubs, a team with a following so loyal and adoring and a history so forlorn that we were known nationwide as the Loveable Losers.

If I let my brain follow its path unfettered, it would be kinda ugly.

I'm not going to try to deny that I'm a Red Sox fan. I grew up a Red Sox fan, had a great decade here that I really enjoyed, and that will always be a part of me.

I think people want the Cubs to succeed, and by extension, they want people associated with the Cubs to succeed.

You don't want to make a living or habit out of trying to solve your problems with high-price pitching free agents because over the long run, there's so much risk involved that you really can hamstring your organization.

If you reach a point where your entire farm system is in the big leagues, you've traded a couple guys for players who are now in the big leagues, you know what you do? You start over in your farm system, and you keep developing the talented players you have.

You reach a point where you're trying to survive. You're just trying to put the ball in play. You're not yourself. You're searching for your identity as a hitter on a nightly basis. That's just really hard. And it is not atypical at all for players to need to change their environment in order to rediscover who they are.

It's a natural push and pull that exists in any sports organization. When you are in a big market and then you win, and you're up against the Yankees, and ratings are what they are and attendance is what it is, no one wants to go backwards; as a business, you don't want to go backwards.

I don't want to be buried in a Red Sox casket.

No one is immune to needing to sit or needing to go down at the right time, and you want to give guys a chance.

You're not always going to get the outcomes you feel like your talent deserves, that you feel like the big picture deserves. And what's real is how do you respond in those situations?

When people you don't know say nice things about you, if you allow yourself, even subconsciously, to attach a shred of meaning to it, when the opposite happens, when people you don't know say bad things about you, you can't attach that same meaning.

I chose my classes based on which professors did not take attendance, and then I traded Padres tickets for notes from class. I wasn't the student of the month.

I used to follow people home. I just like being anonymous so much that I would follow people home because they didn't know who I was, and I could watch them. I know how that sounds. I could not exist but observe.

The 'Chicago Sun-Times,' I remember, ran a full-page, front-page photo-shop of me walking on water across Lake Michigan, as if by showing up I was going to miraculously fix the team's fortunes. Imagine their disappointment, then, when I announced a long-term rebuilding plan focused on acquiring young players and winning in five years.

There has to be active, hands-on management in concert with the manager to lead the organization and make sure that the standards that we set for the organization as a whole are being lived up to.

The Cubs, we built one of best farm systems - I think for a while there, it was the best farm system in baseball. And that was great. It got a lot of attention. But we didn't want the credit for the farm system. What we wanted was to see if we could do the tricky part, which was turn a lauded farm system into a World Series champion.

I ended up staying 10 years in Boston. It was nine as GM but 10 years there. That seemed about right: long enough to try to make a difference and try to contribute to winning teams and some championships.

Failure is inherent in the game. So if you don't respond well to adversity, you're probably not going to have a long career.

Players that tend to respond to adversity the right way and triumph in the end are players with strong character. If you have enough guys like that in the clubhouse, you have an edge on the other team.

Typically, it takes young players years to adjust to life in the big leagues and to start performing up to their capabilities. Most of the blame for this rests on these ridiculous old baseball norms that say young players are to be seen and not heard.

I think everyone deserves more than one World Series every 108 years so.

We try to do a great job of understanding the opposing hitter and his tendencies. Maybe understand the hitter better than he knows himself.

The Cubs - with their passionate fans, dedicated ownership, tradition, and World Series drought - represented the ultimate new challenge and the one team I could imagine working for after such a fulfilling Red Sox experience.

You just make the right baseball decision. You don't necessarily worry about somebody's feelings or anything like that. You make the right baseball decision for the team first and then for the player's development as importantly.

It's hypocritical to say when things are going well, 'Interview me. Ask me how great I am. Ask me about family and personal life.' At some point later, when someone wants information and you want to draw the line, how do you do that?

I tend to solicit opinions from all those around me. I like to hear opinions and the rationale behind it from everybody in the room. Perhaps it's the result of going to law school and using the Socratic method.

To win the World Series, you have to be able to do a lot of things well.

Be intentional about the spaces you create but not at the cost of compromising other elements.

If multiple starting pitchers underperform at the same time, it's always going to leave you in a stretch where it's hard to play better than .500 baseball.

We knew the 2017-18 offseason would be one of our most challenging. We've known that for a long time.

It stinks to give up a good player. But if you think that way, you'll never make any trades. You have to focus on what you're getting back.

I like to have some privacy, especially where my family is concerned, so when I'm recognized, I'll usually say something like 'I get that all the time' or 'Theo Epstein? Who's that?'

If the seller has a player that they think is going to have a lot of value, they're aware of it, protect that value. You have to go get it. That's the way the trade market works.

Sometimes, on the business side, it's important to sort of have something with some sizzle in an offseason. It's the baseball operations department's job to push back against that, just as it's the business side's job to sometimes advance those thoughts.

As I sat back and imagined what my transition from the Red Sox might be, I thought it would smell more like champagne than beer, I guess you would say.

If you're trying to avoid one move that you don't think is going to work out, don't then settle for a different move that maybe doesn't check all the boxes. Be true to the philosophy and understand the bigger picture. There's always another day to fight.

Every opportunity to win is sacred. It's sacred to us inside the organization, and it should be sacred to the fans as well. They deserve our best efforts to do what we can to improve the club and put the club in position to succeed in any given season.

There's nothing I hate more than someone who speaks in the draft room with absolute conviction, but they have nothing to back it up.

Once you thrust yourself out there in the public domain, it's really hard to retreat, to say no or reclaim that certain part of your life as private.

Watching the Dodgers perform at a really high level is a nice reminder to us as to how high the bar is.

Something as simple as transparency is really scalable because it quickly impacts the culture. And the culture is something everyone feels. If upper management is really transparent with everyone, that has this amplifying effect. Then you tend to attract players who operate that way, on the same wavelength, and coaches and fans.

Baseball is better with tradition, with history. Baseball is better with fans who care.

The 2011 Cubs were the oldest team in the division, the most expensive team in the division, and the worst team in the division. And we really needed to start over.

Scouting and player development is the key to year-in and year-out success, not the occasional lucky hit. There are no definitive answers in this game, no shortcuts. When you think you've got it all figured out, you can get humbled very quickly.

If you want to continue to be good and perform at a high level and be deep in all areas, you still have to hit on some undervalued players, too. You can't just go out and sign marquee free agents or trade for players when they're at the peak of their value. That's not a formula for long-term success.

There are certainly times when baseball is much more than bread and circus, times when baseball resonates deeply and meaningfully with many, many people, and times when a game that is built around overcoming failure can teach us all a few important lessons.

When I was writing or competing in individual sports, it felt unfulfilling and lonely. When I was able to find a group of people I believed in and liked, that all worked in pursuit of a common goal, it felt incredibly rewarding.

The goals is to create a really high 'floor' for this organization, where the 'off' years are years where you might win in the high-80s and sneak a division or a wild card or win 90 games and get in and find a way to win in October. And the great years, you win 103 and win the whole thing.

Baseball is a game based on adversity. It's a game that's going to test you repeatedly. It's going to find your weaknesses and vulnerabilities and force you to adjust. That adversity, in the big picture, is a really good thing because it shows you where your weaknesses are. It gives you the opportunity to improve.

It's a human phenomenon that there has to be a reason for everything. There almost never is.

The leadoff-hitter thing, I think, it's always nice to have an established leadoff hitter and to have someone who can really get on base and set the tone.

I believe in our players. That's why they're here. I also know slumping is part of baseball. What's surprising is sometimes when it lasts awhile, for really good players when it lasts awhile.

The Red Sox hadn't won in 86 years when we took over. We didn't run from that challenge - we embraced it.