A Quote by Kadeena Cox

I'm not very good at making decisions. — © Kadeena Cox
I'm not very good at making decisions.
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.
I'm just going to continue to make good plays. Making the right decisions, good decisions with the ball so my team can play with a great flow.
Good design isn't about making decisions for your users, it's about making those decisions irrelevant.
Children learn how to make good decisions by making decisions, not by following directions.
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.
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.
My job is exhilarating. It's challenging. I find that the governance part of it, the decision making part of it - actually comes - comes pretty naturally. I think I've got a great team. I think we're making good decisions. The the hardest thing about the job is staying focused. Because there's so many demands and decisions that are pressed upon you.
I'm a very good decision maker because I have core set of principles and so I can make decisions. Decisions can be very hard and you have to wrestle with them, but I'm able to get all the data on the table and figure out what would be the best decision because decisions mean ill for some people and mean positives for others.
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.
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.
I actually had someone say to me, 'Lynn, you're going to have very good days, and you're going to have very bad days. But It's rare that things are as good as they look, and it's rare that things are as bad as they seem.' So having perspective, and challenging perspective, is important to making good decisions.
Usually, I'm pretty good about sorting through the options and then making decisions that I'm confident are the best decisions in that moment, given the information we have. But there are times where I think I wish I could have imagined a different level of insight.
You're always having those life-skills type discussions about decision-making. It's just making sure you're making good decisions and going about your business. There are distractions in every city.
I'm very aware that we make these decisions toward love or hate every day. I certainly don't have the stamina to live through each day making only the noblest decisions.
Whether baseball or football, we're tasked in front offices with making decisions under uncertainty. How do you corral that uncertainty in a way to make more consistently better decisions? That's very similar.
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