Quotes About Decisions

The most basic principle to being a free American is the notion that we as individuals are responsible for our own lives and decisions. We do not have the right to rob our neighbors to make up for our mistakes, neither does our neighbor have any right to tell us how to live, so long as we aren’t infringing on their rights. Freedom to make bad decisions is inherent in the freedom to make good ones. If we are only free to make good decisions, we are not really free.

Many of life's decisions are hard. What kind of career should you pursue? Does your ailing mother need to be put in a nursing home? You and your spouse already have two kids; should you have a third?such decisions are hard for a number of reasons. For one the stakes are high. There's also a great deal of uncertainty involved. Above all, decisions like these are rare, which means you don't get much practice making them. You've probably gotten good at buying groceries, since you do it so often, but buying your first house is another thing entirely.

It's how you make decisions that matters, and that ought to be the question that people ask of any candidate for any executive office, whether it's mayor, governor or president. How do you make decisions? Who do you want in the room helping you make those decisions?

The next thing to be said about what long-range planning is not, is that it does not deal with future decisions. It deals with the futurity of present decisions. Decisions exist only in the present. The question that faces the long-range planner is not what we should do tomorrow.

My advice was to start a policy of making reversible decisions before anyone left the meeting or the office. In a startup, it doesn't matter if you're 100 percent right 100 percent of the time. What matters is having forward momentum and a tight fact-based data/metrics feedback loop to help you quickly recognize and reverse any incorrect decisions. That's why startups are agile. By the time a big company gets the committee to organize the subcommittee to pick a meeting date, your startup could have made 20 decisions, reversed five of them and implemented the fifteen that worked.

What is the secret of success? Right decisions. How do you make right decisions? Experience. How do you gain experience? Wrong decisions.

I understand everybody in this country doesn't agree with the decisions I've made. And I made some tough decisions. But people know where I stand.

I have criticized it [Europe], but I repeat: we keep 40 percent of our gold and foreign currency reserves in euros, we are not interested in the collapse of the Eurozone, but I do not rule out the possibility of decisions being made that would consolidate a group of countries equal in economic development and this, in my opinion, will lead to a consolidation of the euro. But there can also be some interim decisions in order to keep the present number of members of the Eurozone unchanged.

Even in the era of AIDS, sex raises no unique moral issues at all. Decisions about sex may involve considerations about honesty, concern for others, prudence, and so on, but there is nothing special about sex in this respect, for the same could be said of decisions about driving a car. (In fact, the moral issues raised by driving a car, both from an environmental and from a safety point of view, are much more serious than those raised by sex.)

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.

Solitude is one of our great superpowers... Solitude is the key to being able to make effective decisions and then having the courage of convictions to stand behind those decisions.

We have to learn how scientists arrive at decisions. Once you use the scientific method, it doesn't mean that your decisions will be perfect. They'll be far more accurate than just opinions.

I've always believed in making films that you make the little decisions with your head, but you make the big decisions with your heart.

I always say, "First complete your education, be what you want to be in life, get a position, start earning. Then, when you are financially stable, everything will be stable in your life." I have become like a role model, and people feel that I must have had a really cool life, my parents accepting me, like a Cinderella story. It's not like a Cinderella story for me. I had to be my own fairy godmother and create myself. I took decisions and I lived with those decisions, and I did everything for my own dignity.

I know as a manager you have to abide by the chairman's decisions. But his decisions were this team, that team, this player, that player. The chairman is a control freak.

There is no single policy to which one can point and say - this built the Morris business. I should think I must have made not less than one thousand decisions in each of the last ten years. The success of a business is the result of the proportion of right decisions by the executive in charge.

Investment decisions and personal decisions don't wait for the picture to be clarified.

Successful people make right decisions early and manage those decisions daily.

What is living about? It is the decisions you must make between two rights, hard and costly decisions because always you can do one right thing, but sometimes not two.

We have a lot of problems in this country. It's going to put pressure on the budget and we're going to have to make some hard decisions. But the decisions we make are to prioritize the middle class.

You make decisions and decisions will make you.

And it took to "The Devil Wears Prada" to play someone tough, who had to make hard decisions, who was running an organization, and sometimes that takes making tough decisions for a certain kind of man to empathize. That's the word - empathize. Feel the story through her. And that's the first time anybody has ever said that they felt that way.

Somewhere deep down we know that in the final analysis, we do decide things and that even our decisions to let someone else decide are really our decisions, however pusillanimous.

I always hear people saying, "If I can just help one person, or if I can just stop one person from doing what I did." I don't think one person is enough. I feel you can help more than one person, help as many as you can. That's something that I would like to leave as my legacy: That I helped a lot of people and made some people make better decisions after looking at the decisions I've made in my life.

I don't take right decisions, I take decisions and make them right

My telephone calls and meetings and decisions were now parts of a prescribed ritual aimed at making peace with the past; his calls, his meetings and his decisions were already the ones that would shape America's future." (On transfer of power to Gerald R Ford)

I think it is clear that what we ought to do has to be independent of our decisions about what to do, and independent of any procedures we might use in making such decisions.

I don't have a particular recommendation other than that we base decisions on as much hard data as possible. We need to carefully look at all the options and all their ramifications in making our decisions.

You have got to connect your land use decisions with transportation decisions.

Now that I'm almost forty, I look back at some of the decisions I made when I was younger - decisions that I thought of as courageous, or generous, or otherwise befitting a writer; befitting someone who had taken it as their life's goal to understand the human condition - and I wish I could go back in time and be like, "Hey, you don't actually have to do that - you're allowed to look out for yourself a little bit."

We've seen in terms of the reaction to some proposals in the Budget already how resistant that public opinion is to, first of all, a public comprehension of the new paradigm in which we have to operate; and secondly, to the rationale for the decisions that we're taking and the reason for those decisions to be implemented and followed through.

There are times where I'd say the Oval Office, you use to gather the facts. The decisions you probably make late at night, or at least I do. But there are some times where you think you've made a decision, but during that walk, where you're announcing the decision, you've just got to make sure that, you're prepared to live with it, because as you know George, a lot of these decisions are not - the outcomes are uncertain.

If we want people on the front lines of companies to be responsible for making good business decisions, they must have the same information that managers use to make good business decisions.

Our experience of reality is the result of the magical alchemy of the creation of our thoughts, our beliefs, our decisions, our attitudes, our feelings. All of these are, for the most part, unconscious. Mindfulness allows us to watch these thoughts and choices and decisions without being triggered and having to take action and give meaning.

There is never a specific theme or anything I have interest in. Really, I make decisions based on decisions that are made by other people and whatever is presented to me, and I do it on a first come, first serve basis, and go from there.

Well, we've faced very difficult decisions and challenges in our country, every one of us have, as we - since September 11th, as we fought the war on terror, all of those decisions that the President had to make to put young men and women in harm's way.

For the decisions of our will are often so directly opposed to the decisions of our emotions, that, if we are in the habit of considering our emotions as the test, we shall be very apt to feel like hypocrites in declaring those things to be real which our will alone has decided.

We need to stop spending so much of our time trying to make the right decisions and instead start spending our time making decisions and then making them right.

Another idea that is changing is that the leader must be one who can make quick decisions. The leader to-day is often one who thinks out his decisions very slowly.

The groups of which we are a part impact our decisions and our decisions shape the future.

People like definite decisions, / Tidy answers, all the little ravelings / Snipped off, the lint removed, they / Hop happily among their roughs / Calling what they can't clutch insanity / Or saintliness.

I find that deadlines form part of the aesthetic. I don't have that "It could only have been this way" kind of thing. I tend to rewrite it and say that after the fact, but on the way there, there are just some routes that you have to give up and make decisions, and that decision-making I find torturous. But I'm used to that torture.

I know how to make decisions and stand up to the criticism every day.

Forget what others whisper in your ears. Most of that is pure rubbish that obstructs the view to what really is important. Always make your own decisions. That is what makes us human.

Most of the time, I see what I see, I search my feelings, and then I make my decisions based on my gut - and I don't always make the right ones.

Mama was a stickler on keeping your word. That's helped me to make the right decisions in so many situations. Because of that, I also think really hard before I make a decision because I know I'm going to have to see it through.

People who to back and chastise themselves, or second guess themselves, for making a wrong decision or a weak decision continues to set themselves up for failure in future decisions simply because they don't trust themselves.

Despite two decisions, in 2008 and 2010, by the U.S. Supreme Court unequivocally affirming that the Second Amendment to the Constitution guarantees an individual right to keep and bear arms against infringement by the government, state legislatures continue to do just that - enact laws that significantly infringe this fundamental human right.