A Quote by Mark Goulston
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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Another idea that is changing is that the leader must be one who can make quick decisions. The leader to-day is often one who thinks out his decisions very slowly.
While the apostles of the new so-called "behavioral" theory present ample evidence of how often human beings make irrational financial decisions, it remains to be seen whether these decisions lead to predictable errors that create systematic mispricings upon which rational investors can readily and economically capitalize.
That is the great thing about policing, you do have a lot of responsibility very early and you have got to make decisions, sometimes life and death decisions, very quickly and there is something about putting a uniform on and thinking 'people are looking to me to make decisions and to look after them' that makes you feel capable.
People without clear vision are easily distracted, have a tendency to drift from one idea to another and often make foolish decisions that rob them of their dreams.
If crimes are committed, they are committed by people; they are not committed by some free-floating entity. These companies and other entities don't operate on automatic pilot. There are individuals that make decisions - and some make the right decisions, and some make the wrong decisions.
You know what works in venture capital? A group of incredibly smart, connected people who have the financial wherewithal and risk appetite to make multi-million dollar bets on unproven ideas and inexperienced founders. People who can make decisions quickly, and who spend their time trying to help entrepreneurs make the most of that cash.
In the face of ambiguity, uncertainty, and conflicting demands, often under great time pressure, leaders must make decisions and take effective actions to assure the survival and success of their organizations. This is how leaders add value to their organizations. They lead them to success by exercising good judgment, by making smart calls when especially difficult and complicated decisions simply must be made, and then ensuring that they are well executed.
People often say that, in a democracy, decisions are made by a majority of the people. Of course, that is not true. Decisions are made by a majority of those who make themselves heard and who vote - a very different thing.
You don't make spending decisions, investment decisions, hiring decisions, or whether-you're-going-to-look-for-a-job decisions when you don't know what's going to happen.
If you ask people, as I often do, how they make decisions, 'lucky' people will talk about tuning in to information and instincts, while 'unlucky' people often mention pushing away the uncomfortable feeling they were headed for trouble.
And as a director, you make 1,000 decisions a day, mostly binary decisions: yes or no, this one or that one, the red one or the blue one, faster or slower. And it's the culmination of those decisions that define the tone of the film and whether or not it moves people.
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.
Many of life's decisions are hard. What kind of career should you pursue? Does your ailing mother need to be put in a nursing home? You and your spouse already have two kids; should you have a third?such decisions are hard for a number of reasons. For one the stakes are high. There's also a great deal of uncertainty involved. Above all, decisions like these are rare, which means you don't get much practice making them. You've probably gotten good at buying groceries, since you do it so often, but buying your first house is another thing entirely.
It's how you make decisions that matters, and that ought to be the question that people ask of any candidate for any executive office, whether it's mayor, governor or president. How do you make decisions? Who do you want in the room helping you make those decisions?
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.
The people who make policy decisions should damned well know what they are talking about before they make the decisions. There is nobody who is an expert on cloning who would be afraid after seeing Attack of the Clones.
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