A Quote by Mario Andretti
What I learned is that in business you must make decisions based on facts, not react with your heart.
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When I make decisions based on other circumstances, things don't necessarily go so well. So sometimes, even if something seems commercially tempting, I've learned that if it's not what's in your heart, it's probably not what you should do.
Facts are neutral until human beings add their own meaning to those facts. People make their decisions based on what the facts mean to them, not on the facts themselves. The meaning they add to facts depends on their current story … facts are not terribly useful to influencing others. People don’t need new facts—they need a new story.
There are studies that have shown that we make decisions, ethical and otherwise, based on the way we imagine ourselves as characters in the stories of our lives. In other words, if we imagine ourselves brave or crazy or open, we're more likely to make decisions in a given situation based on how we imagine ourselves, whatever the facts may be.
Facts are almost irrelevant to most people. We make decisions based on emotion and then justify them later with whatever facts we can scrounge up in our defense.
You have to fail, man, but you cannot allow failure to stop you from doing what you must do. Failing is just as good as succeeding in a lot of ways. It's how you react to it all. You can react to success the wrong way and be a total failure. Or you can react to losing with your whole heart, learn from it, and be a huge success. In stand-up, I've learned to know when I'm burning it up or when I'm being so-so. That's experience. I learn every single time I'm on a stage.
As a mayor, I don't make my decisions based upon whether it is a "Democrat" issue. You make your decisions based upon the people you represent as a city to move our city forward.
Over the course of the years, I've learned [that] fashion is a fascinating business about selling magic. It is done on the backs of our optimism and our insecurity. It is as much psychology as commerce. But I've also learned that every day we make split second decisions about people based on their attire and those decisions can have powerful implications - see the story of Trayvon Martin and his hoodie. It's important for us to understand how fashion works and how we connect to it.
I make decisions based on my work, not based on meetings with my business managers, who I don't like to meet.
I have faith in the United States and our ability to make good decisions based on the facts.
A president must make decisions based upon principle and stand by the principles by which he makes decisions in order to achieve peace.
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.
I do not make decisions [as governor] based on what have I learned through my Bible studies, what have I learned in my religious classes in school. I'm a big believer in separation of church and state, and I think that's what . . . the law is.
I've always believed in making films that you make the little decisions with your head, but you make the big decisions with your heart.
Indecision is debilitating; it feeds upon itself; it is, one might almost say, habit-forming. Not only that, but it is contagious; it transmits itself to others. . . . Business is dependent upon action. It cannot go forward by hesitation. Those in executive positions must fortify themselves with facts and accept responsibility for decisions based upon them. Often greater risk is involved in postponement than in making a wrong decision.
To be successful in the family the father must have the welfare of each family member at heart and his decisions and plans must be based upon what is best for them.
If someone really wants my company's business, why shouldn't he be able to do everything he can - including paying me off - to get that business? Because bribery encourages people to make decisions based on the wrong criteria, which means in the business world that it distorts the efficient allocation of resources.
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