Decision Quotes - Page 70

Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions.

I've never found an important decision made by a great organization that was made at a point of unanimity. Significant decisions carry risks and inevitably some will oppose it. In these settings, the great legislative leader must be artful in handling uncomfortable decisions, and this requires rigor.

There never is a good time for tough decisions. There will always be an election or something else. You have to pick courage and do it. Governance is about taking tough, even unpopular, decisions.

The patient's autonomy always, always should be respected, even if it is absolutely contrary - the decision is contrary to best medical advice and what the physician wants.

The judge is forced for the most part to reach his audience through the medium of the press whose reporting of judicial decisions is all too often inaccurate and superficial.

How can we keep growing instead of staying stuck-perhaps because we are fearful of making a "wrong" decision? Herbert Otto nudges us to get out there and experiment...then we may find ourselves with many "right" choices to make.

The closed language does not demonstrate and explain it communicates decision, dictum, command. Where it defines, the definition becomes "separation of good from evil;" it establishes unquestionable

Any decision you make isn't worth a tinkers damn until you have formed the habit of making and keeping it.

Our decisions, once executed, can never be erased. This is because such selections introduce a new series of conditions setting in motion events which cannot later be recalled.

The hurricane complicates things in that what would have been purely a business decision becomes a decision of the heart.

There will be hunters and hunted, winners and losers. What counts in global competition is the right strategy and success.

You don't have to buy from anyone. You don't have to work at any particular job. You don't have to participate in any given relationship. You can choose.

The South Africans decided that they would like to prove to the world they did not have any nuclear weapons and their decision was not doubted because it was the end of the Cold War, it was also the end of apartheid.

I can't let important policy decisions hinge on the fact that an election is coming up every 90 days.

From the beginning, I said that Israel, one, has a right to defend herself, but Israel ought to be cautious about how she defends herself. Israel's a democratically elected government. They make decisions on their own sovereignty. It's their decision-making that is what leads to the tactics they chose.

Every nation in every region now has a decision to make. Either you are with us, or you are with the terrorists.

Today the biggest decisions I make aren't related to the heavyweight title. They are whether I visit McDonalds, Burger King, Wendy's, or Jack-in-the-Box.

The Supreme Court, or any court, when they make a decision, if that's a published decision, it becomes virtually like a statute. Everybody is suppose to follow that law. Whether I decide to allow a law to become a law without my signature is simply in effect expressing a view that while I don't particularly care for this, the Legislature passed it, it was an overwhelming. vote, or maybe there were other reasons. But my decision not to sign doesn't have to be followed by everybody from that point on

The happier you are, the more apt you are to make a prudent decision.

The real damper on employee engagement is the soggy, cold blanket of centralized authority. In most companies, power cascades downwards from the CEO. Not only are employees disenfranchised from most policy decisions, they lack even the power to rebel against egocentric and tyrannical supervisors.

I'm against big bureaucracy in Washington making health care decisions. I just have an aversion to bureaucrats. But it's not just government bureaucrats. I don't like HMO bureaucrats and insurance company bureaucrats either.

The most valuable insight I have made about how people make decisions is that when they become skilled they don't have to make decisions - choices between options. Instead, they can draw on experience and the patterns they have acquired to recognize what to do, ignoring other options. This is the basis of the Recognition-Primed Decision (RPD) model my colleagues and I described thirty years ago.

I may play some exhibition games so I don't want to quit the game of chess completely. I just decided and it's a firm decision not to play competitive chess anymore.

A man who has depths in his shame meets his destiny and his delicate decisions upon paths which few ever reach . . .

Presidents with strong nerves are decisive. They don't balk at unpopular decisions. They are willing to make people angry. Bush had strong nerves. Clinton, who passed up a chance to eliminate Osama bin Laden, did not. Obama is a people pleaser, a trait not normally associated with nerves of steel.