A Quote by Anne Wojcicki

I don't necessarily want my physician making all my decisions. — © Anne Wojcicki
I don't necessarily want my physician making all my decisions.
Is it not also true that no physician, in so far as he is a physician, considers or enjoins what is for the physician's interest, but that all seek the good of their patients? For we have agreed that a physician strictly so called, is a ruler of bodies, and not a maker of money, have we not?
The fact of the matter is right now politicians and insurance companies are making decisions. We're saying we want doctors to be making decisions. And I think that will lead to a higher-quality, lower-cost system over time.
I think Hollywood is so driven by money, the people who are making the decisions are not necessarily reflective of the melting pot, so what stories are you going to want to tell? You're going to want to tell stories about yourself.
What I learned from my work as a physician is that even with the most complicated patients, the most complicated problems, you've got to look hard to find every piece of data and evidence that you can to improve your decision-making. Medicine has taught me to be very much evidence-based and data-driven in making decisions.
When Death lurks at the door, the physician is considered as a God. When danger has been overcome, the physician is looked upon as an angel. When the patient begins to convalesce, the physician becomes a mere human. When the physician asks for his fees, he is considered as the devil himself.
Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.
You don't necessarily want your physician to have all your information.
If we decide rightly what to do, or use a correct procedure for making such decisions, that has to be because the decisions or the procedure rest on good reasons, and these reasons consist in the apprehension of truths about what we ought to do. Because these truths must constitute reasons for our decisions, and because in the rational order, reasons must always precede the decisions based on them, the truth conditions of claims about what we ought to cannot be reduced to, or constructed out of, decisions about what to do, or procedures for making such decisions.
I love producing shows. And so when you're on a show where other people are making decisions you don't necessarily agree with it, after a while you start to feel like a passenger.
People often avoid making decisions out of fear of making a mistake. Actually the failure to make decisions is one of life's biggest mistakes.
Parts of you die with every decision you have to make. It becomes about making decisions between bad decisions and worse decisions.
The direction of the country isn't controlled by one person on top making decisions. It's a mass movement of people making a lot of individual decisions that add up to something broader.
I had an assistant for a hot minute, because that was offered to me. And literally, after a day I was like, "I don't like this. I don't like someone else making the decisions that I should be making." I'm very busy, yes, but I'm not so busy that I can't make my own decisions. I want people to contact me directly about what time I'm being picked up in the morning.
Leadership isn't making all the decisions. It is making sure the right decisions are made.
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.
The definition of strong leadership is not about making decisions that are popular. Making popular decisions is easy - you don't need to be a leader to do that. The definition of strong leadership is to make decisions that are unpopular, but are nevertheless sound.
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