A Quote by Joe Hart

When managers have got decisions to make, whether it benefits me or not, I have to be man enough to take it. — © Joe Hart
When managers have got decisions to make, whether it benefits me or not, I have to be man enough to take it.
Strong managers who make tough decisions to cut jobs provide the only true job security in today's world. Weak managers are the problem. Weak managers destroy jobs.
If the fact that people make poor decisions is reason enough for the government to second-guess their decisions about dangerous activities such as smoking cigarettes and riding motorcycles, why on earth should the government let people make their own choices when it comes to such consequential matters as where to live, how much education to get, whom to marry, whether to have children, which job to take, or what religion to practice?
Women are smart enough and strong enough to make their own health care decisions and should be able to make these decisions in private, consulting with their doctors and families as they choose.
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.
It's how you make decisions that matters, and that ought to be the question that people ask of any candidate for any executive office, whether it's mayor, governor or president. How do you make decisions? Who do you want in the room helping you make those decisions?
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.
When you pay social security taxes, you are in no way making provision for your own retirement. You are paying the pensions of those who are already retired. Once you understand this, you see that whether you will get the benefits you are counting on when you retire depends on whether Congress will levy enough taxes, borrow enough, or print enough money.
The whole enterprise of teaching managers is steeped in the ethic of data-driven analytical support. The problem is, the data is only available about the past. So the way we've taught managers to make decisions and consultants to analyze problems condemns them to taking action when it's too late.
The whole enterprise of teaching managers is steeped in the ethic of data-driven analytical support. The problem is, the data is only available about the past. So the way weve taught managers to make decisions and consultants to analyze problems condemns them to taking action when its too late.
One of the biggest challenges we face today is finding managers who can sense and respond to rapid shifts, people who can process new information very quickly and make decisions in real time. It's a problem for the computer industry as a whole - and not just for Dell - that the industry's growth has outpaced its ability to create managers.
And as a director, you make 1,000 decisions a day, mostly binary decisions: yes or no, this one or that one, the red one or the blue one, faster or slower. And it's the culmination of those decisions that define the tone of the film and whether or not it moves people.
You've got to do what's right, or what you think is right. And you've got to make tough decisions. And you've got to be willing to take on your friends when you disagree with them.
It is both delusional and stupid to think that clothes don't really matter and we should all wear whatever we want. Most people don't take clothing seriously enough, but whether we should or not, clothes do talk to us and we make decisions based on people's appearances.
If we want people on the front lines of companies to be responsible for making good business decisions, they must have the same information that managers use to make good business decisions.
High level policy makers and program managers do not normally listen to the voices of local people, local providers and local program managers when they make decisions about contraceptive introduction or other aspects of program development in reproductive health.
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.
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