A Quote by Warren Buffett

If you can't read the scoreboard. You don't know the score. If you don't know the score, you can't tell the winners from the losers. — © Warren Buffett
If you can't read the scoreboard. You don't know the score. If you don't know the score, you can't tell the winners from the losers.
First there are those who are winners, and know they are winners. Then there are the losers who know they are losers. Then there are those who are not winners, but don't know it. They're the ones for me. They never quit trying. They're the soul of our game.
I think the great part about what I do is that there's a scoreboard. At the end of every week, you know how you did. You know how well you prepared. You know whether you executed your game plan. There's a tangible score.
The guys that go into the Hall of Fame are the winners, and the losers are the ones who put them in there, and I would like to see some of the great losers through the years be in the Hall of Fame. I know that that's probably impossible, but you've got to give those losers credit, they made the winners.
You know, directors are funny people. They live with these movies for a year or more. And when you go in to score the picture, you're fooling with their child. They want to know everything that happens to the score - and why.
The culture war is between the winners and those who think they're losers who want to become winners. The losers think the only way they can become winners is by banding together all the losers and them empowering a leader of the losers to make things right for them.
This is a war universe. War all the time. That is its nature. There may be other universes based on all sorts of other principles, but ours seems to be based on war and games. All games are basically hostile. Winners and losers. We see them all around us: the winners and the losers. The losers can oftentimes become winners, and the winners can very easily become losers.
I know I can score goals, regardless of anything else that might be my weaknesses, I know I can score goals.
When I decide to score, I score. I know I am strong, but I believe it is not enough yet. I can kick fine, dribble very well, but I still have to improve.
I don't pick tournaments to score or rivals or other teams to score against. I'm a striker: every game I play, I want to score.
Those are all real things that I experienced, not with [my daughters] growing up but with the, you know - I'm trying not to step into something and get a call, "Dad why'd you say that?"! But we'd go to games [where score wasn't kept], and I'd get it, but I wouldn't get it, because I think there's a real value in winners and losers, in not everybody getting a trophy - it makes you work hard, you appreciate what it takes, to say, "Why didn't we win?" You shouldn't be condemned for losing.
I don't go out and just try to score. I score because there is an opportunity to score.
Conducting is more difficult than playing a single instrument. You have to know the culture, to know the score, and to project what you want to hear. Some conductors are well prepared but cannot transmit their ideas to an orchestra, and others are good communicators but have nothing to transmit because they are not absorbed enough in the score.
I always want to be known as a good Test cricketer. I believe I have the ability to score big runs in the longer format. For that, I know I have to score heavily in whatever opportunities I get.
When I grew up, I tried to score off every ball, be it a 10-over-match, a 20-over, or even a Test match. If I stay in the wicket for, say, about 30 minutes, I want to make the most of it and score maximum runs possible. You never know when you get out; try to score as much possible before that.
As a point guard, you don't really have to score. The only time you have to score is when you have to score.
It was a mistake of mine to tell the lads that this lot don't score too many goals - and statistically they don't - but then they go and score seven.
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