A Quote by Mark Goulston

Salespeople are in the decision business. Their livelihood depends on the decisions of others. — © Mark Goulston
Salespeople are in the decision business. Their livelihood depends on the decisions of others.
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.
When you're playing it as a business... your livelihood depends on winning and losing and so some- times sportsmanship is lost, as in the process of billion dollar companies.
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.
When we acquired Secureworks, if we had taken it and made all the salespeople into Dell salespeople, we would have totally destroyed Secureworks. Instead, it remained Secureworks but with capital from Dell and access to Dell's customers. And now, it's a great business.
Leaving my first agent was both my best business decision and my worst business decision. It depends on how I want to look at my career because of opportunities that may have come had I stayed with him and because of the opportunities that did come because I had to fight harder for roles.
The fine art of executive decision consists in not deciding questions that are not now pertinent, in not deciding prematurely, in not making decision that cannot be made effective, and in not making decisions that others should make.
On the path to ubiquity of AI, there will be many ethics-related decisions that we, as AI leaders, need to make. We have a responsibility to drive those decisions, not only because it is the right thing to do for society but because it is the smart business decision.
Parts of you die with every decision you have to make. It becomes about making decisions between bad decisions and worse decisions.
My livelihood depends on the art of animators.
Some make light of decisions, arguing that all possible decisions will occur. In such a world, how could one be responsible for his actions? Others hold that each decision must be considered and committed to, that without commitment there is chaos. Such people are content to live in contradictory worlds, so long as they know the reason for each.
Actually, I can't take credit for any of my decisions. I noticed one day that all my decisions were making themselves, and always at the right time. I haven't had to make one decision since then. They are always made for me, and they come from the wisdom that is in us all. I trust that wisdom completely. That trust itself was a decision made for me as inquiry cleared my mind. No decision, no fear.
My livelihood depends on my surface beauty, but when I wash my face, I see a real person there.
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.
My best business decision was becoming a writer as well as a director, and learning all aspects of the filmmaking craft. My worst business decision was licensing music that I don't own.
There are times where I'd say the Oval Office, you use to gather the facts. The decisions you probably make late at night, or at least I do. But there are some times where you think you've made a decision, but during that walk, where you're announcing the decision, you've just got to make sure that, you're prepared to live with it, because as you know George, a lot of these decisions are not - the outcomes are uncertain.
Make every decision—even decisions about whether to expand the business, raise money, or promote someone—according to what's best for your customers.
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