A Quote by Kim Young-ha
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.
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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.
A hundred years ago-even 20 or 30 years ago-it was possible, if not always easy, to close major business by calling on and satisfying a key decision-maker. Today, every piece of business entails multiple decisions, and those decisions are virtually never made by the same person. Not only do you have to contend with multiple decisions, but the people who make those decisions may not even work in the same place.
Most discussions of decision making assume that only senior executives make decisions or that only senior executives' decisions matter. This is a dangerous mistake.
When business executives are making the artistic decisions and don't understand animation, things can go awry.
My mother has often said that the issue of women is the unfinished business of the 21st century. That is certainly true. But so, too, are the issues of LGBTQ rights the unfinished business of the 21st century.
My mother has often said that the issue of women is the unfinished business of the 21st century. That is certainly true. But so, too, are the issues of LGBT rights the unfinished business of the 21st century.
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.
That's what separates out American democracy from dictators and horrible governments across the world and the reason why that works is that we have a president that can consult with congress before making big decisions. That doesn't just make a unilateral decision to go in for military conflict.
Today, cultural and legal changes mean that individuals expect and demand a voice in decisions that affect their lives and often they have the power to undermine those decisions if they aren't allow their voice.
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.
Writing a novel, when it's all going well, it's wonderful. You're lost in the world, and you have a relationship with your own mind. Also, as a novelist, you don't have to yell at anyone. But being an executive producer of a TV show, all you have is people coming at you with questions, and you're making decisions, decisions, decisions.
You make decisions, take actions, affect the world, receive feedback from the world, incorporate it into yourself, then the updated 'you' makes more decisions, and so forth, 'round and 'round.
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.
North Korean defectors often find it hard to settle down. It is not easy for somebody who’s escaped a totalitarian country to live in the free world. Defectors have to rediscover who they are in a world that offers endless possibilities. Choosing where to live, what to do, even which clothes to put on in the morning is tough enough for those of us accustomed to making choices; it can be utterly paralyzing for people who’ve had decisions made for them by the state their entire lives.
Parts of you die with every decision you have to make. It becomes about making decisions between bad decisions and worse decisions.
Too often, founders make decisions before determining whether they are the right thing to do. These decisions often create chaos in their companies where people are having to jump from the last 'great idea' to yet another unproven-and-about-to-be-poorly-executed one.
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