Quotes About Decision-making

The Rooneys are very classy. They're very deliberate with their decision-making. Once you're part of that family, Steeler nation, they treat you with respect. You don't have a lot of rambunctious players running around.

You get to decide where your time goes. You can either spend it moving forward, or you can spend it putting out fires. You decide. And if you don't decide, others will decide for you.

How do you build trust? Through relationships, good decision making, consistency, and leadership.

The toughest choices are not between good and bad. The most difficult decisions are when a leader must decide between better and best. This must be done carefully and warrants a period of research, prayer, and evaluation.

The only good leader is a reluctant one.

A person acts according to the knowledge internalized in his heart.

But it wasn't running the project that threatened to do him in; it was the unwanted, persistent condition—the racket—of not being able to say no, or fully commit to yes.

Remember the white knight." Though it seemed so long ago, he well remembered their conversation about the chess problem. The white knight had made a move, changed his mind, and started over. "And do you believe this was a good move?" Mr. Benedict had asked. "No, sir," Reynie had answered. "Why, then, do you think he made it?" And Reynie had replied, "Perhaps because he doubted himself.

Why, then, do you think the white player might have done it?" Reynie considered. He imagined himself moving out his knight only to bring it right back to where it started. Why would he ever do such a thing? At last he said, "Perhaps because he doubted himself.

Faithful discernment in decision making is seldom an individual enterprise. More often than not, the Holy Spirit guides us through both our own thinking and the feelings it generates, as well as through the insights that come from others.

It is a relationship that is flexible enough to allow for change and that is constantly being renegotiated in the light of changing needs, consensus in decision-making, acceptance and encouragement of individual growth, and openness to new possibilities for growth.

Then who do we answer to? Ourselves?" "Of course. Who else can we trust to wield our power? We must follow our own consciences." - Corran and Jacen

8:58 We go to McDonald's. The woman in front of me in line spends more than five seconds contemplating her order. This infuriates me, "WHAT ARE YOU LOOKING FOR?? MC-SEABASS?? IT'S THE GODDAMN MCDONALDS'S MENU, IT'S BEEN THE SAME FOR TEN YEARS! IT'S ALL MCSHIT!JUST ORDER!

being a good dragon is about the choices you make no matter where you are or who raised you or how.

I'm awake," Clay muttered. He buried his head under his talons. "I'm just waiting until Glory and Tsunami stop fighting. I was dreaming about sheep and buffalo and bears. They were all on the table in front of me and I had to decide which to eat first. Oh, and they all smelled like melons. That part was kind of weird.

Tick tick tick tick flip flip flip flip. Her brain never stopped. She was constantly running scenarios, tracing paths forward into different futures. Darkstalker had thought he was pretty good at this himself — he could see not just the most plausible future, but a few alternates where things were different. But she had thousands of strands gathered in her mind, weaving and interweaving and knotting and tangling. He regretted promising to stay out; it was fascinating in there.

Most people are generally reasonable and can rally around an idea that wasn't their own as long as they know they've had a chance to weigh in.

No action, activity, or process is more central to a healthy organization than the meeting.

Great organizations, unlike countries, are never run like a democracy.

If team members are never pushing one another outside of their emotional comfort zones during discussions, then it is extremely likely that they're not making the best decisions for the organization.

Rather than coming together to make the best possible decision for the entire organization, they become lobbyers for their own constituents

Team leaders must give members a reason to care at the beginning of a meeting or discussion. They must raise the anxiety of the team about why the issues about to be discussed matter, and what could go wrong if bad decisions are made. By doing so, they immediately get everyone engaged

Ad Hoc Strategic Meetings In some cases, a strategic or critical issue that gets raised in a Weekly Tactical meeting cannot wait for the next Monthly Strategic meeting on the schedule. Still, that doesn't mean it should be taken up during that Weekly Tactical.

Another challenge in making strategic meetings work is the failure to do research and preparation ahead of time. The quality of a strategic discussion, and the decision that results from it, are improved greatly by a little preliminary work. This eliminates the all-too-common reliance on anecdotal decision making. The key to ensuring that preparation occurs is to let team members know as far in advance as possible what issues will be discussed during the Monthly or Ad Hoc Strategic.