Quotes About Decision-making

When you go out there and you try to change things around and avoid a guy or pick your spots to go at a guy, I think you're usually taking away a piece of your offense that you rely on a lot.

I have to do a better job of picking the spots where I want to attack and picking the right moment when I need to attack.

If you're open in certain spots, you just shoot the ball. It doesn't matter if you're good from that spot or not.

You don't want to be an iron fist all the time; at least I don't. I like to pick my spots and have a reason for everything that I do.

Just trying to get better and pick my spots, know when to pass, know when to shoot and I think I've gotten a little bit better at that.

Imagining what a character will do in a given situation - it's like an equation, and working it out is a marathon rather than a sprint.

You run the floor. Kick the ball out, repost, keep moving around, search it out, get to the offensive board. You've got to sprint around. You learn when teams are double-teaming you - that's what you have to do. You have to make the right play.

I used to wonder if running a large industrial company would really square with my values.

The Packers have lots of owners nobody knows instead of one owner who doesn't know squat.

Cutting VAT is a classic case of shutting the stable door, when the horse has already galloped a couple of furlongs down the road.

I still don't want no broke dude! I'm open to offers, but he's got to be stable. I see a lot of friends who feel they have to be with a man, but they always pick the wrong one. Are there any right ones?

My whole business philosophy is based on a risk-reward ratio. But it's got to stack up. If it doesn't, don't do it. You might as well go to a casino.

See that the President, the Cabinet and staff are informed. If cut out of the information flow, their decisions may be poor, not made, or not confidently or persuasively implemented.

For every year past the age of 27, you need to take another step toward commitment somewhere in your life. Instead of freelancing, you get a staff job. Instead of renting, you buy. Fine, instead of couch-surfing, you rent.

Ladies and gentlemen, even my own staff challenges me. When I issue edicts, commands, orders, ideas, you would think that there would be overwhelming blanket acquiescence, approval, and support.

Preventing staff from having too much influence and decision-making power is fairly easy. Appropriate procedural safeguards can be installed to prevent staff from, among other things, self-dealing, making decisions in an isolated manner, or committing funds without oversight.

Allowing staff to dictate frameworks and policy outcomes without appropriate checks by elected leaders has corrosive effects.

Most of my friends between 21 and 31 are at different stages of figuring out what the hell they are going to do with their lives. It's a big part of our generation. What is the next step?

Believe it or not, the biggest obstacle for a business owner with any size business is the internal response to the question - 'Now what?' Often this question is followed by a - deer in the headlights - response, which is then followed by stagnation. Following stagnation comes fear.

When 'Siruthai' became a hit, there was suddenly a lot at stake. A lot of people were telling me what to do and what not to. But at some point, you realise that's not the way to go. Good or bad, you need to be making your own choices.

In our party, for the post of the prime minister or chief minister, there is no race, and nor does anyone stake their claim. Who will be the prime minister or chief minister, either our parliamentary board decides on this or the elected MLAs, in the case of chief minister, and MPs, in the case of the prime minister, select their leader.

Most of us are going through life without interrogating whether our decision-making processes are fit for purpose. And that's something we need to change - especially when the stakes are high and the decisions are of real import.

Advice and consent does not mean rubber stamp in the Senate.

To build a great company, which is a CEO's job, sometimes you have to stand up against conventional wisdom.