"I was also lucky to play for an owner, Bud Selig, who truly cared about his players. He'd call me into his office once in a while when he knew things weren't going so well. And it's funny. Every time I left there I always felt like something good was about to happen"
About this Quote
Yount isn’t praising Bud Selig’s baseball IQ so much as the emotional infrastructure he built around a franchise. The telling detail is the setting: “his office,” the private room where power usually flows one way. Yount frames those summons not as interrogations but as check-ins timed to failure: “when he knew things weren’t going so well.” That’s a quietly radical management story in pro sports, a world that often treats slumps like moral flaws and players like depreciating assets.
The quote works because it’s less about advice than about affect. Yount doesn’t quote Selig’s words; he reports the aftertaste. “Every time I left there I always felt like something good was about to happen” is the language of momentum, the superstition-adjacent psychology athletes live by. Selig becomes a kind of ritual reset: a reminder that a bad stretch isn’t a verdict. The “it’s funny” signals disbelief at how simple the intervention was. Not a mechanical fix, not a roster move, just attention from the person at the top.
There’s context tucked inside the nostalgia. Selig is remembered nationally as a commissioner with controversy attached, but here he’s the local owner, the Milwaukee figure who made the small-market Brewers feel like a community rather than a spreadsheet. Yount’s subtext is loyalty: when ownership treats you like a person, you internalize stability, and stability is its own performance enhancer. The real compliment is that Selig’s power didn’t have to be loud to be felt.
The quote works because it’s less about advice than about affect. Yount doesn’t quote Selig’s words; he reports the aftertaste. “Every time I left there I always felt like something good was about to happen” is the language of momentum, the superstition-adjacent psychology athletes live by. Selig becomes a kind of ritual reset: a reminder that a bad stretch isn’t a verdict. The “it’s funny” signals disbelief at how simple the intervention was. Not a mechanical fix, not a roster move, just attention from the person at the top.
There’s context tucked inside the nostalgia. Selig is remembered nationally as a commissioner with controversy attached, but here he’s the local owner, the Milwaukee figure who made the small-market Brewers feel like a community rather than a spreadsheet. Yount’s subtext is loyalty: when ownership treats you like a person, you internalize stability, and stability is its own performance enhancer. The real compliment is that Selig’s power didn’t have to be loud to be felt.
Quote Details
| Topic | Servant Leadership |
|---|---|
| Source | Help us find the source |
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