Quotes About Decision-making

When you see how the President makes political or policy decisions, you see who he is. The essence of the Presidency is decision-making.

The thing about looking back over Clinton's presidency, and probably anybody's presidency, is that when you look back, the events all line up in a way that makes sense. At the time, you don't know where it's going.

President Trump is President Trump. He is the commander-in-chief. He can roll things out however he wants.

President Trump has had business leaders at the table. He's listening; he's engaging and making decisions that will help us grow the economy and, ultimately, U.S. manufacturing jobs.

From the beginning of the presidential nominating conventions in the 1830's really through the 1950's, you had conventions that actually did real business.

The greatest presidents have been those who demonstrated astute judgment in times of crisis - often despite the advice they were getting.

I think a lot of presidents learn to be president by being president.

Decision making in a democracy depends above all on knowledge and not just the intel available to presidents and policymakers.

Presidents get to decide how their intelligence is served up to them, and it's the job of intelligence to adjust.

In America, through pressure of conformity, there is freedom of choice, but nothing to choose from.

I was able to sit at Lincoln's side and see how he thought and how he acted, and how he felt about what was going on around him. I felt the pressures that were on him. You can see what people were writing to him, how they were nudging him.

My point here is I think international pressures of our acting unilaterally again are going to be such that the administration will say, well, we just can't take this on now.

Leaders get things wrong. Of course they do. They have imperfect information. They face competing political pressures. Ultimately they are human.

I'm ready to accept the pressures of captaincy.

I think I'd make a pretty good president, and they have a great pension plan.

I'm pretty good at saying no to things, at discerning between what I'm supposed to do and what I'm not supposed to do.

With big data comes big responsibilities.

The key to good decision making is evaluating the available information - the data - and combining it with your own estimates of pluses and minuses. As an economist, I do this every day.

The reason we don't give a date by which we will acquire something is because we don't want to create pressure on ourselves to buy something.

I'm a constant waffler. I've said to anyone I've ever dated, 'Asking me to choose a restaurant is going to be a conversation that's going on for a while.'

Maybe I should have played two more Australians and two less Davis Cups? I could have had more majors and still have three Davis Cups when most people don't have one.

I don't like to rule by committee. I like sort of an autocratic way of dealing with things.

It's about players making choices as they play, and then dealing with the consequences of those choices. It's about you telling your story, not me telling mine. It's about you.

I've had deals over the years where I just haven't had good chemistry with the person across the table from me, so I've said to one of my brothers, 'You know what, you will be more effective than I will.' And that takes a level of confidence.