A Quote by Gary Cahill

I realise that sometimes you have to make tough decisions and football doesn't wait for people. — © Gary Cahill
I realise that sometimes you have to make tough decisions and football doesn't wait for people.
I want the Iraqis to understand that we are with them and that they have to make tough decisions, and we'll help them make those tough decisions for this country, for this democracy to survive. And they've made some tough decisions.
Early in my career, I sometimes found it difficult to make the tough people decisions - I had to learn that. In business, you want to listen. You want to learn. You want to make sure you're not proceeding without information. But if you wait too long, you can actually hurt an organization even more.
I didn't realise how my life was changing. When I was 17, 18, 20, I didn't realise how big football was and everything around football. How many people live for football and love football. I was a professional, but I was a supporter.
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.
People are yearning for a politics that tells it straight: that being in government is difficult, that there are tough decisions that we have to make sometimes.
You've got to make tough decisions, sometimes unpopular decisions... Whatever it is, if it's the right move at the right time, you've got to be also willing to make mistakes.
Being hip, being popular, being cool, that's really easy. Until you have to make tough decisions. And when you have to make tough decisions, that veneer of coolness comes off real quick.
Sometimes you have to make tough decisions to hold the line on spending.
As a policymaker, as a public servant, I come to Washington, D.C., and I make difficult decisions and I make difficult decisions every day. And sometimes those decisions upset people.
We’ve lost something vital, I tell you. When we lost it, we lost the ability to make good decisions. We fall upon decisions these days the way we fall upon an enemy—or wait and wait, which is a form of giving up, and we allow the decisions of others to move us. Have we forgotten that we were the ones who set this current flowing?
In sports and in business, the greatest leaders are those who make the best decisions in the most crucial of situations. They are the ones who focus their energy on turning tough decisions into winning decisions.
Since Japan is little known in football in the world, we want to play good football and make a huge impact so that we can make the world realise the presence of the Japan football team.
In football, sometimes things happen that are outside of your control, leading the club to make decisions.
Referees will make good decisions and bad ones. But when they make decisions actually affecting a game of football, it's disappointing.
That is the great thing about policing, you do have a lot of responsibility very early and you have got to make decisions, sometimes life and death decisions, very quickly and there is something about putting a uniform on and thinking 'people are looking to me to make decisions and to look after them' that makes you feel capable.
Political journalists love graduate student intelligence, the ability to make clever allusions in seminars, and in 1999-2000, they hassled George W Bush for not having it. They didn't realise what this book succinctly displays: that the president has something far more important - CEO intelligence, the ability to ask tough questions, garner essential information and make discerning decisions.
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