A Quote by Phil Hellmuth
Look, for some players, pot odds should guide your decision making.
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The Pentagon should use data to guide financial decision-making.
It's a bit disappointing when board members who don't know a thing about football are making decisions on your career. When you look at it you've got coaches, senior players and CEO's who wanted me but then it gets to a board meeting and you've got fat businessmen who are making the decision on your career. It was frustrating and it made me a bit angry.
When you are making a decision about how best to serve your customers, your own experience is often a better guide than a more sophisticated analysis of the market.
I think that there are certain principles which should guide decision-making for a president. One such principle was that we're all God's children, and every life is precious. To me, that's a moral statement.
I think my deepest criticism of the educational system . . . is that it's all based upon a distrust of the student. Don't trust him to follow his own leads; guide him; tell him what to do; tell him what he should think; tell him what he should learn. Consequently at the very age when he should be developing adult characteristics of choice and decision making, when he should be trusted on some of those things, trusted to make mistakes and to learn from those mistakes, he is, instead, regimented and shoved into a curriculum, whether it fits him or not.
Players talk about pot odds all the time, especially when they try to justify a call that they made. Whenever I hear this line of reasoning, though, I can't help but wonder if they properly thought through the consequences of their call.
Startup CEOs should not play the odds. When you are building a company, you must believe there is an answer and you cannot pay attention to your odds of finding it. You just have to find it. It matters not whether your chances are nine in ten or one in a thousand; your task is the same.
Limping in - entering a pot by calling rather than raising - is more complicated than raise-or-fold poker because you'll end up playing more hands. Also, it's difficult to put players on a hand when they're in the pot without making a pre-flop raise.
This was not a decision made with the Israelis. This was a decision by the president for the American people. And so, it was a decision that we all said Jerusalem should be the capital and the embassy should be there. This decision should not weigh in on the peace process.
To be a successful coach you should be and look prepared. You must be a man of integrity. Never break your word. Don't have two sets of standards. Remember you don't handle players-you handle pets. You deal with players. Stand up for your players. Show them you care-on and off the court. Very important-it's not 'how' or 'what' you say but what they absorb.
I have always tried to teach my players to be fighters. When I say that, I don't mean put up your dukes and get in a fistfight over something. I'm talking about facing adversity in your life. There is not a person alive who isn't going to have some awfully bad days in their lives. I tell my players that what I mean by fighting is when your house burns down, and your wife runs off with the drummer, and you've lost your job and all the odds are against you. What are you going to do? Most people just lay down and quit. Well, I want my people to fight back.
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.
I think it's very, very important that in foreign policy and national security decision making, as in any other realm, that there be a range of diversity that reflects the full complexity of America. We should draw on those experiences to inform our decision making.
Sometimes success isn't about making the right decision, it's more about making some decision.
It is reason, and not passion, which must guide our deliberations, guide our debate, and guide our decision.
while the executive should give every possible value to the information of the specialist, no executive should abdicate thinking on any subject because of the expert. The expert's information or opinion should not be allowed automatically to become a decision. On the other hand, full recognition should be given to the part the expert plays in decision making.
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