A Quote by Michael Bloomberg

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.
I'm going to make decisions that I think are best for me and my family. So, when I make these decisions, of course I'm going to ask people for advice, but at the end of the day, Brandon Jennings makes the decisions. And I feel like the decisions that I've made so far have been successful.
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.
When you make bad decisions bad things happen. And it was so simple. You know, the decisions you make are going to become the life that you live!
Everybody grows up and they have to make decisions, and they try and make the best decisions that they know how to. It's taken them their whole lives to finally step out and start making their own decisions.
You have to accept the fact that not all your decisions are going to be right - and when they are wrong, you have to own it right away. I try not to have an emotional connection or investment in the decisions I make so that when they need to change, I can quickly move on to: 'How do we fix this?'
Parts of you die with every decision you have to make. It becomes about making decisions between bad decisions and worse decisions.
The part of capitalism that doesn't work for me is when capitalists make decisions in the way that Adam Smith suggested, which is that as long as you do everything in the interest of the investor, you're going to actually make the best decisions for all other stakeholders. I don't happen to agree with that.
We have a lot of problems in this country. It's going to put pressure on the budget and we're going to have to make some hard decisions. But the decisions we make are to prioritize the middle class.
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.
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?
In sports and in business, the greatest leaders are those who make the best decisions in the most crucial of situations. They are the ones who focus their energy on turning tough decisions into winning decisions.
We can't retract the decisions we've made, we can only affect the decisions we're going to make from here.
That's why I made decisions; they were tough decisions but we shouldn't feel bad at all - don't look back with any regrets, that's how I made decisions as governor.
When there are hiring decisions and promotion decisions to be made, people are hungry for data.
As a policymaker, as a public servant, I come to Washington, D.C., and I make difficult decisions and I make difficult decisions every day. And sometimes those decisions upset people.
The more decisions we make in a day, the more likely we are to make bad decisions - because deciding wears us down. You start making decisions in the morning, and by the middle of the afternoon, you're running on fumes.
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