Quotes About Decisions

What Charlie finds interesting when thinking back about all this progress is how few big business decisions were involved in creating billions of dollars out of less than $40 million, fewer than one every three years. "1 think the record shows the advantage of a peculiar mind-set-not seeking action for its own sake, but instead combining extreme patience with extreme decisiveness.

I thought of my favorite business analogy—the mouse who says let me out of the trap, I've decided I don't want the cheese.' There are a million business traps. You can get sloppy, you can get alcoholic, you can get megalomania, you can not understand your own limitations. There are a million ways to gum it up.

The difference between a good business and a bad business is that good businesses throw up one easy decision after another. The bad businesses throw up painful decisions time after time.

a person doesn't demonstrate independence by rebelling. You do it by shouldering responsibilities, making wise, thoughtful decisions.

You know, sometimes you've got to trust the people you love. You've got to trust that if they're good people, they'll make good decisions.

Things that are easily done are often much harder to undo. Sometimes, impossible.

Perhaps selling your children, your future, just happened one bad decision at a time.

She gave me money to buy condoms, and instead I bought a book of baby names. That's life. That's love. That's fiscally irresponsible.

But, hey, remember: If things don't work out in your life, you can always just turn to drugs or join the Army.

How do you build self-esteem? You get it by making smart decisions, surviving painful moments, and coming out a stronger woman. For starters, dump anyone who doesn't treat you with respect and avoid such guys in the future...Every time you walk away from the counterfeits of love you get one step closer to the real thing.

This is how the history of the Invisible War would become distorted; these are the small decisions that erased Elizebeth from the record and later allowed J. Edgar Hoover to take credit for her achievements.

Good decisions don't so much need consensus as they need commitment.

Decisions are progress. Each one you make is a brick in your foundation. You can't build on top of "We'll decide later," but you can build on top of

Bezos only makes decisions in the first half of the day. If any important decision comes to him after noon, he won't make it, he'll say he's waiting until the next day. Because he knows he is cognitively there in the morning, in the best possible way. The mornings are for decisions, the afternoons are not.

When you put off decisions, they pile up. And piles end up ignored, dealt with in haste, or thrown out. As a result, the individual problems in those piles stay unresolved. Whenever you can, swap "Let's think about it" for "Let's decide on it." Commit to making decisions. Don't wait for the perfect solution. Decide and move forward.

Decide what you're going to do this week, not this year. Figure out the next most important thing and do that. Make decisions right before you do something, not far in advance.

When you get in that flow of making decision after decision, you build momentum and boost morale. Decisions are progress.

The problem comes when you postpone decisions in the hope that a perfect answer will come to you later. It won't. You're as likely to make a great call today as you are tomorrow.

It's easy to shoot down good ideas, interesting policies, or worthwhile experiments by assuming that whatever you decide now needs to work for years on end. It's just not so, especially for a small business. If circumstances change, your decisions can change. Decisions are temporary.

When you don't know what you believe, everything becomes an argument. Everything is debatable. But when you stand for something, decisions are obvious. For

Cuando no tienes claro en lo que crees, todo deriva en una controversia. Todo es discutible. Por el contrario, cuando tienes las ideas claras, las decisiones son fáciles.

When you don't know what you believe, everything becomes an argument. Everything is debatable. But when you stand for something, decisions are obvious.

Start by empowering everyone to make decisions on their own. If the company is full of people whom nobody trusts to make decisions without layers of managerial review, then the company is full of the wrong people.

Decisions about who goes and who stays, who leads and who follows will determine any enterprise's ability to embrace constant change, growth, and reinvention.