A Quote by David Levithan

The mistake is thinking that there can be an antidote to the uncertainty. — © David Levithan
The mistake is thinking that there can be an antidote to the uncertainty.
The idea that you try to time purchases based on what you think business is going to do in the next year or two, I think that's the greatest mistake that investors make because it's always uncertain. People say it's a time of uncertainty. It was uncertain on September 10th, 2001, people just didn't know it. It's uncertain every single day. So take uncertainty as part of being involved in investment at all. But uncertainty can be your friend. I mean, when people are scared, they pay less for things. We try to price. We don't try to time at all.
The consumer is going through a period around the world of uncertainty - whether geopolitical uncertainty, economic uncertainty - and that makes them a little nervous as well.
Embrace relational uncertainty. It's called romance. Embrace spiritual uncertainty. It's called mystery. Embrace occupational uncertainty. It's called destiny. Embrace emotional uncertainty. It's called joy. Embrace intellectual uncertainty. It's called revelation.
Decision-making is difficult because, by its nature, it involves uncertainty. If there was no uncertainty, decisions would be easy! The uncertainty exists because we don't know the future, we don't know if the decision we make will lead to the best possible outcome. Cognitive science has taught us that relying on our gut or intuition often leads to bad decisions, particularly in cases where statistical information is available. Our guts and our brains didn't evolve to deal with probabilistic thinking.
The biggest mistake, in general, I've made, is to put too much of a weighting on someone's talent and not enough on their personality. And I've made that mistake several times. I think it actually matters whether somebody has a good heart, it really does. I've made the mistake of thinking that it's sometimes just about the brain.
Confidence is very important - even pretending to be confident. If you make a mistake but do not let your opponent see what you are thinking then he may overlook the mistake.
If leaders don't have an antidote for fear they will be crushed by it. What is your antidote?
Uncertainty is a personal matter; it is not the uncertainty but your uncertainty.
It is not a mistake to commit a mistake, for no one commits a mistake knowing it to be one. But it is a mistake not to correct the mistake after knowing it to be one. If you are afraid of committing a mistake, you are afraid of doing anything at all. You will correct your mistakes whenever you find them.
A state of expectancy is a great assetl; a state of uncertainty-one moment thinking "perhaps" and the next moment thinking "I don't know"-will never get desired results.
You have no idea how much of the inefficiency of mankind comes from thinking about the wrong-doings of others, and of ourselves. There is nothing more miserable than to feel that by some mistake in life you have not amounted to what you might have, and that your misfortunes all hinge on that mistake.
Thinking of someone else is what got me damned. It’s a mistake I don’t want to repeat. (Xypher) You know sometimes it’s by repeating our mistakes that we realize what went wrong the first time. Knowing that, we’re able to fix the mistake and move past it. (Acheron)
And learn that when you do make a mistake, you'll surface that mistake so you can get it corrected, rather than trying to hide it and bury it, and it becomes a much bigger mistake, and maybe a fatal mistake.
In all of history, we have found just one cure for error—a partial antidote against making and repeating grand, foolish mistakes, a remedy against self-deception. That antidote is criticism.
And, frankly, what happens out of Washington is, it creates a wind in my face, uncertainty over Obamacare, uncertainty over their tax policy, uncertainty over the regulatory policy.
Where there is no uncertainty, there is no longer the need for leadership. The greater the uncertainty, the greater the need for leadership. Your capacity as a leader will be determined by how well you learn to deal with uncertainty.
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