A Quote by Brian Sandoval

Good executives, like all good leaders, must expect opposition when making decisions or when making or enforcing the law. But executives must engage those that disagree with them.
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.
Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.
In the face of ambiguity, uncertainty, and conflicting demands, often under great time pressure, leaders must make decisions and take effective actions to assure the survival and success of their organizations. This is how leaders add value to their organizations. They lead them to success by exercising good judgment, by making smart calls when especially difficult and complicated decisions simply must be made, and then ensuring that they are well executed.
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 just feel like the days of a handful of executives making the decisions for the entirety of the human public have gone on long enough.
When business executives are making the artistic decisions and don't understand animation, things can go awry.
It's an open secret: Even now, in the 21st century, Korean executives often consult spiritual advisers before making major business decisions - decisions that can affect their employees around the world.
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.
I felt like I'd spent many years making excuses for my executives and making excuses for political candidates I was representing and their views, when some of those political views, in my mind, were very distasteful.
We must change the decisions we are making by changing the people who are making them.
Executives run organizations. In business, we need executives who have clarity, people who are in touch with themselves. Then, in leadership and management positions, they can be good role models and leaders. The people I know who have really moved their organizations are scrupulous role models. They are so clear about honesty, integrity, openness, mutual self-respect, dignity for the individual, and creativity, that they don't deviate from these principles at all in their behavior.
Systematic decision review also shows executives their own weaknesses, particularly the areas in which they are simply incompetent. In these areas, smart executives don't make decisions or take actions. They delegate.
By the time executives get to high levels, they are good at making others feel confident in their judgment, even if there's no strong basis for the judgment.
Women oftentimes are the ones making those economic decisions, sitting around the kitchen table and trying to figure out how to pay for rising gas prices or food prices or the health insurance costs. And I think that they see where they expect their leaders in Congress to also make those tough decisions.
Good design isn't about making decisions for your users, it's about making those decisions irrelevant.
You're always having those life-skills type discussions about decision-making. It's just making sure you're making good decisions and going about your business. There are distractions in every city.
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