A Quote by George Saunders

The millions or billions of micro decisions that you're going to make, that's what will determine who you are as a writer, not you deciding in advance. — © George Saunders
The millions or billions of micro decisions that you're going to make, that's what will determine who you are as a writer, not you deciding in advance.
The ecological challenges we face are the result of billions of ecologically ignorant decisions made by billions of people over centuries. To address the climate crisis, we now need billions of people to make ecologically intelligent decisions.
Our lives will depend upon the decisions which we make, for decisions determine destiny.
Have a picture in mind of the kind of career you want, the kind of writer you want to be. This will help you make tough decisions when you reach crossroads - choosing an agent, deciding to accept deals.
The more decisions we make in a day, the more likely we are to make bad decisions - because deciding wears us down. You start making decisions in the morning, and by the middle of the afternoon, you're running on fumes.
When you see millions and billions of dollars being made in a genre, there are going to be copycats and people who jump in for the wrong reasons. Ten years ago, nobody was going to make dance music to try and get rich or even make a living. You couldn't! It was impossible.
I'm going to make decisions that I think are best for me and my family. So, when I make these decisions, of course I'm going to ask people for advice, but at the end of the day, Brandon Jennings makes the decisions. And I feel like the decisions that I've made so far have been successful.
If CEO compensation was performance-driven, which I believe it was in IBM's case, nobody would ever argue. If the shareholders didn't make billions and billions of dollars, I wouldn't make millions of dollars. My salary was the same for 10 years. It was all performance-based.
Nothing would more quickly and definitively reduce U.S. income inequality than allowing every worker in all businesses to participate in deciding the range of incomes from one worker to another. They would never do what is now a matter of normality: give one person millions, in some cases billions, while others have barely enough to make a living.
Now, as a reader, you shouldn't feel the decisions the writer makes about this DNA, or it would be boring beyond belief. But, as a writer, you're struggling to make these decisions. What should the title be? What's the first line? The point of view? And the struggle with the decisions is because you're trying to figure out WHAT IS THE NOVEL, WHAT IS THE NOVEL?
The decisions you make today will determine the stories you tell tomorrow.
If you look at it now from the Google perspective, how do you make billions of dollars? Hundreds of millions doesn't count anymore; how do you make billions? And that's the question we've been tasked. Is this a Google-scale business, or is this a nice business for a startup?
You don't make spending decisions, investment decisions, hiring decisions, or whether-you're-going-to-look-for-a-job decisions when you don't know what's going to happen.
Deciding whether or not to bring in an outside CEO is one of the most gut-wrenching decisions that a founder will ever need to make.
The fine art of executive decision consists in not deciding questions that are not now pertinent, in not deciding prematurely, in not making decision that cannot be made effective, and in not making decisions that others should make.
The decisions we make about communication security today will determine the kind of society we live in tomorrow.
We all forget that when a TV network says, 'Look, we're broke,' it means that they're not making as much money as they would like to be making. They're still making millions and millions of dollars - they're just not making billions and billions of dollars.
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