A Quote by Jason Fried

When it comes to making decisions, I'm not what you'd call a numbers guy. — © Jason Fried
When it comes to making decisions, I'm not what you'd call a numbers guy.
That's all baseball is, is numbers; it's run by numbers, averages, percentage and odds. Managers make their decisions based on the numbers.
The big problem in making the hard decisions has much to do with the personal and professional well-being of the person making the call.
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.
I'm such a lucky guy. I've been able to make my own decisions for my own life for the last fifty years...or sixty ... well maybe not sixty. Even though I think I was making my own decisions at the tender age of eight.
There are 10^11 stars in the galaxy. That used to be a huge number. But it's only a hundred billion. It's less than the national deficit! We used to call them astronomical numbers. Now we should call them economical numbers.
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.
People often avoid making decisions out of fear of making a mistake. Actually the failure to make decisions is one of life's biggest mistakes.
Shall I call the others back in?" He nodded. "Why ask me? It's all of you who are making the decisions.
Parts of you die with every decision you have to make. It becomes about making decisions between bad decisions and worse decisions.
The direction of the country isn't controlled by one person on top making decisions. It's a mass movement of people making a lot of individual decisions that add up to something broader.
The numbers are there just to help you - at the end of the day you've still got to make the decision. There are certain things the numbers can't quantify: They can't quantify injuries, they can't quantify the weather, they can't give you a number on whether the referee's going to make a good call or a bad call.
The owner of a company with supertight margins - say, a restaurant, retailer, or producer of commodity goods - would be a fool not to keep a close eye on the numbers. But when I make big decisions, numbers are seldom, if ever, the tiebreaker.
Leadership isn't making all the decisions. It is making sure the right decisions are made.
In acting, there's a type of courage you're recognized for all the time. You lose 100 pounds and play a guy with AIDS, and you get rewarded. But, in life, doing what is courageous is quiet, and no one knows about it. Courage is someone making sacrifices for their family or making selfless decisions for what they hope or feel.
The fact of the matter is right now politicians and insurance companies are making decisions. We're saying we want doctors to be making decisions. And I think that will lead to a higher-quality, lower-cost system over time.
Decisions should be based on facts, objectively considered what I call the fact-founded, thought-through approach to decision making.
This site uses cookies to ensure you get the best experience. More info...
Got it!