A Quote by John C. Maxwell

Inability to make decisions is one of the principal reasons executives fail. — © John C. Maxwell
Inability to make decisions is one of the principal reasons executives fail.
Inability to make decisions is one of the principal reasons executives fail. Deficiency in decision-making ranks much higher than lack of specific knowledge or technical know-how as an indicator of leadership failure.
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.
Among the reasons marriages fail, sex ranks no higher than fourth, behind money, having only one bathroom, and an inability to communicate, reasons one, two and three.
Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.
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.
Systematic decision review also shows executives their own weaknesses, particularly the areas in which they are simply incompetent. In these areas, smart executives don't make decisions or take actions. They delegate.
But to procrastinate and prevaricate simply because you're afraid of erring, when others - I mean our brethren in Germany - must make infinitely more difficult decisions every day, seems to me almost to run counter to love. To delay or fail to make decisions may be more sinful than to make wrong decisions out of faith and love.
People who make decisions go to the top. Those who fail to make decisions go nowhere.
I have to make a lot of decisions that aren't in the best interests of individuals, whether they be owners, club executives, players.
We think, each of us, that we're much more rational than we are. And we think that we make our decisions because we have good reasons to make them. Even when it's the other way around. We believe in the reasons, because we've already made the decision.
Sometimes you have to say no to things that people don't want you to say no to in the interest of self-preservation. I definitely went through some times that I did more than I could handle, and I was trying to make decisions for the best of my career; the irony was that those decisions were a direct cause of my inability to produce, perform, create anything. If you are not emotionally and personally stable and intact and healthy, then the entire foundation of what you do this for - the things that you make - is gone.
Decide promptly, but never give any reasons for your decisions. Your decisions may be right, but your reasons are sure to be wrong.
Individual and institutional investors alike frequently demonstrate an inability to make long-term investment decisions based on business fundamentals.
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.
It's an open secret: Even now, in the 21st century, Korean executives often consult spiritual advisers before making major business decisions - decisions that can affect their employees around the world.
Good executives, like all good leaders, must expect opposition when making decisions or when making or enforcing the law. But executives must engage those that disagree with them.
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