Quotes About Decision-making

I do say no to lots of things, actually! I know it doesn't look like it. But I have a tendency to a) be rubbish at saying no, and b) be pushed by some kind of Protestant work ethic.

As I've progressed in my career, I've come to appreciate - and really value - the other attributes that define a company's success beyond the P&L: great leadership, long-term financial strength, ethical business practices, evolving business strategies, sound governance, powerful brands, values-based decision-making.

Prudence is not the same thing as caution. Caution is a helpful strategy when you're crossing a minefield; it's a disaster when you're in a gold rush.

Self-delusion is rarely a good strategy for effective management.

People are looking for certainty. The more complex the world becomes, the more people look for people to give them certainty and tell them what to do. During the past few years of actively thinking about this, there is one thing that I have accepted: certainty is not out there. There is not one strategy to follow, and that's OK.

Because President Obama had an overall strategy, military and civilian leaders under his command could make reactive decisions that advanced the president's goals. In the military, we call that commander's intent: When there's a decision to be made and you don't have exact guidance at that moment, you at least know overall what your boss wants.

Father was bold, and Mother was cautious. They never shouted at each other but argued constantly about strategy, and they taught me very early that before taking big risks, one must carefully figure the odds.

I love strategy games, but a lot are very techy, and they don't really give you any human side of what strategy really is.

In the 101st Airborne Division headquarters in Mosul, we had a sign on the wall. It was a question that we would ask ourselves before every new operation or policy initiative. It asked: Will this policy or operation take more bad guys off the streets than it creates by its conduct?

It's stressful when you run a company.

I've had a very good stretch with startup investing, and I think it's very important to know when to hold your chips.

On every job you learn, on every job you should be looking to learn and every decision you make on the jobs you take, they should always try in some way, even if not in a huge way, they should in some way stretch you.

When I first entered this business, I said, 'Well, this will be good to stay in for 10 years or so; then I'll start a family.' Then 10 years came, and I thought, 'I'm just hitting my stride. There's no way I'm leaving.'

We all have to strive to learn what motivates us, learn from our experiences, and what feels right and what feels wrong. There's a strong component over the years to having formal processes that help to identify lessons that need to be learned, and actions that need to be taken. In other words, how do you find the big idea?

As the leaders and decision-makers of this great state, it is our responsibility to strive for perfection.

As I have said repeatedly, if confirmed to the court, I would be part of a team of nine, committed to deciding cases according to the constitution and laws of the United States. I would always strive to be a team player.

It's the manager's job to always knock on the door, to always strive to improve, but there has to be a reasonable degree of common sense too.

If you have the feeling of choice, if you feel free, you will be better off. And when I say better off I mean that if people feel they have control over their lives, they call in for fewer sick days from work. They have a lesser probability of having a heart attack or stroke. They live longer. They're happier.

We have no reason to expect the quality of intuition to improve with the importance of the problem. Perhaps the contrary: high-stake problems are likely to involve powerful emotions and strong impulses to action.

The best advice when playing from the small blind is to mix up your play. The general rules are to fold garbage hands, limp with marginal hands, and raise with hands that are strong enough to play big pots with. Don't allow your opponents, however, to pick up patterns in your play.

I shall argue that strong men, conversely, know when to compromise and that all principles can be compromised to serve a greater principle.

You can no longer just be a good sailor. You have to be an incredible athlete as well. Having said that, you can be a great athlete, the strongest guy in the world, but if you can't anticipate and make decisions under stress and exhaustion and think ahead, then you won't be able to cut it, either.

I strongly believe that'players have to express themselves to their full potential, they must be able to make choices during the game.

I meditate a lot and pray for guidance. If, in a moment of self-contemplation or meditation, I were to feel very strongly that I shouldn't be an entertainer anymore, that I should be doing something else, I would stop immediately.