A Quote by Gerry Harvey
Making decisions quickly isn't for everyone, and I've had my disasters, but overall, it works for me.
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It wasn't conscious, but I'm glad I've had a slow and steady career path. I wanted to develop my style, and I wanted to be the one making the decisions. Sometimes, when you become a success quickly, those decisions are out of your control.
If you produce yourself and you're working in a band, there's certain compromises everyone has to make, because it's a democracy and you have to cater to each other's feelings. When you have a producer, you have this objective ear that's not worrying about protecting anybody's feelings, so he's just making hard decisions based on what works and what doesn't, which was huge for us. I don't think we'd be able to make those decisions by ourselves.
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.
Everyone knows what it's like to make the wrong decision for the right reasons. For me, wrong decisions are the heart of drama - a character who's always making the right decisions is boring.
Some scenes comes together really quickly, and some scenes are disasters that take forever. But it sort of works itself out over time.
Launching a start-up, you need to get a lot done quickly. Every day is different. Everyone pitches in with everything. It's easy for the founding team to say, 'We're flexible. We all help out with everything!' But when it comes to making decisions - that flexibility can spell inefficiency and disaster.
My biggest past mistakes have been when I made decisions out of ego rather than spirit. When I acted too quickly. When I wasn't contemplative or reflective or prayerful enough, and I ended up making what I would only later see to be unwise decisions.
Any individual decisions can be badly thought through, and yet be successful, or exceedingly well thought through, but be unsuccessful, because the recognized possibility of failure in fact occurs. But over time, more thoughtful decision-making will lead to better overall results, and more thoughtful decision-making can be encouraged by evaluating decisions on how well they were made rather than on outcome.
I was always making decisions and they were easier decisions because I had control of the game, I had control of the ball. As a coach you sort of put the ball in other player's hands and let them make decisions for you. But I still get a kick out of winning basketball games and that's what I'm in this for.
Because President Obama had an overall strategy, military and civilian leaders under his command could make reactive decisions that advanced the president's goals. In the military, we call that commander's intent: When there's a decision to be made and you don't have exact guidance at that moment, you at least know overall what your boss wants.
I had seen people who had lost everything and everyone they loved to war, famine, and natural disasters.
The environmental movement, like all political processes, reacts best to disasters. But these are very slow, very gradual disasters in the making.
I'm always in awe of directors because they're just holding so much stuff in the air. They've got so many decisions that they need to be making and they have to have the complete overall look of what the piece of artwork is.
I had individuals in my life to help me make the right decisions because it wasn't about them accepting handouts. It was about them making the right decisions for me.
I had individuals in my life to help me make the right decisions because it wasn't about them accepting handouts. It was about them making the right decisions for me.
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.
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