Quotes About Decisions

We biblioholics have different priorities. We've got all our clothes in our suitcase in two minutes flat, and then we spend three hours and fifty-eight minutes deciding which books to bring.

The choices I make today are my outcomes for tomorrow.

It's funny—we worry about the big things, about the big decisions we make in our lives, and how they'll affect us. Take this job or that job? Go to school? Marry; don't marry. Move? But it's the little decisions we make that irrevocably destroy us. Dine in or take out? Turn left here or wait a block? Each one of those little decisions drives us toward our end, and we don't even know it.

Look, I'm a person, an individual with a character and part of my character is about what I believe in and part of my beliefs obviously is a religious conviction. I simply hesitate whenever I get drawn into this territory because I have found, over time, that it either leads to people misunderstanding the basis upon which you are taking decisions or it leads to people trying to colonise God or religion for one particular political position. I make no claims to that at all.

Big decisions in my life have always come easy and are made without hesitation. It is easier for me to make a life-changing decision than to decide what to get for dessert.

That it should be the questions and shape of a life, its total complexity gathered, arranged, and considered, which matters in the end, not some stamp of salvation or damnation that disperses all the complexity into some unsatisfying little decision - the balancing of scales...

The truth is, hope is a terrible strategy to grow, develop, and multiply what God has entrusted to us as leaders. Too much is at stake. This is why developing a theology of planning is critical to ensure life change continues to be a natural byproduct of the decisions we make, buildings we build, and ministry investments we allocate.

The most convincing argument against early parenthood is that you are in a relationship that is likely to fall apart before that child grows up.

Create a vision and never let the environment, other people's beliefs, or the limits of what has been done in the past shape your decisions. Ignore conventional wisdom.

It is your decisions, and not your conditions, that determine your destiny.

Stay committed to your decisions, but stay flexible in your approach.

Even potted plants got to be a responsibility, like everything else you took care of that couldn't make decisions for itself.

Even potted plants got to be a responsibility, like everything else you took care of that couldn't make decisions for itself.

We are all free to make our own decisions–but if the information on which we base those decisions is carefully selected and presented to us in the "pre-thought for you" form of a story, then how much of an informed decision can we make?

Good decisions require far more than factual knowledge. They are made using self-knowledge and emotional mastery when they're needed most.

Stay aware of your good moods and the foolish decisions these moods can lead to, and you'll be able to enjoy feeling good without any regrets.

One problem with being a leader, is that even among your friends you are alone, for it is you -- and you alone -- to whom the others look for final guidance.

Trump's election wasn't about Trump. It was a throbbing middle finger in the face of America's ruling class. It was a gesture of contempt, a howl of rage, the end result of decades of selfish and unwise decisions made by selfish and unwise leaders. Happy countries don't elect Donald Trump president. Desperate ones do. In retrospect, the lesson seemed obvious: Ignore voters for long enough and you get Donald Trump.

You've had choices, and we haven't seen you make any good ones yet.

none of which involve finding out your preferences first.

Great teams make clear and timely decisions and move forward with complete buy-in from every member of the team, even those who voted against the decision. They leave meetings confident that no one on the team is quietly harboring doubts about whether to support the actions agreed on.

organizations learn by making decisions, even bad ones.

Second, and this is certainly related, those executives don't see the company's reason for existing as having any practical implications for the way they make decisions and run the organization.

Teams that commit to decisions and standards do so because they know how to embrace two separate but related concepts: buy-in and clarity. Buy-in is the achievement of honest emotional support. Clarity is the removal of assumptions and ambiguity from a situation.