A Quote by Shervin Pishevar

I care deeply about the long-term success of the firm and believe my decision to resign is the best decision in the interests of the Sherpa Capital family of team members, founders, and LPs.
When team members openly and passionately share their opinions about a decision, they don't wonder whether anyone is holding back. Then, when the leader has to step in and make a decision because there is no easy consensus, team members will accept that decision because they know that their ideas were heard and considered.
When Dad made a decision, whether it was about family or his own career, the majority of the time, it was for the long term, not the short term.
The best decision is the right decision. The next best decision is the wrong decision. The worst decision is no decision.
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.
I'm going to be prayerful about it. Whatever decision I make hopefully is the best decision I can make for my family and the fans and everybody.
When I made the decision - when my team-mates made that decision, when the whole peloton made that decision - it was a bad decision and an imperfect time. But it happened.
People ask me about the decision to transition from fashion to 'Rookie' magazine. But it wasn't a decision. I was 14, and my interests were changing.
Last year, the surgery was a tough decision, but I had to make a decision based on my career. It was a decision to get healthy, and start over with a new team at 100 percent.
Although the decision to get a dog can seem light on the surface, it's actually a long-term commitment much like a human mate. The consequences of a bad decision can be difficult for everyone involved.
The president [of American research institute] can act as the CEO and make a firm decision about the long-term development of the institution, but he or she does so in constant consultation with the faculty. It may not always work this way, but the greatest advances occur when governance is truly shared.
Personally, I would counsel any woman who asked, in my family, to do her best to carry the child full term, and I'd try to help. But I do believe the government should not prohibit a woman from making that decision.
Have a living will if you don't want long-term life support. It makes the decision easier for the family.
The decision to have an abortion is a deeply personal decision between a woman, her family, her doctor, her God; not her government, and not the public at large.
In the face of uncertainty, many companies will default to asking their innovators to study and analyze, which can't actually ever provide a definitive answer. The decision-making systems here are meant to deal with the reality that decisions about innovative ideas will rely on patterns and intuitions. The best venture capital organizations deal with this challenge by staging investment, actively participating in startups they fund, tying decisions to learning as opposed to artificial dates on the calendar, and assembling a diverse team of decision-makers.
The constant drive for campaign dollars has distorted decision-making in Washington, DC, to the point where our systems can no longer effectively address complex, long-term problems like the climate crisis. Which brings me to my other major concern - the short-term focus of capitalism. It distorts the allocation of resources and the decision-making processes of companies.
I had more friends on my hockey team than I did on my soccer team. I might have been better at soccer, to be honest. But I think it was more the friendship, and my family was more of a hockey family than a soccer family, so when I had to make a decision, I tried hockey, and it turned out to be a good decision.
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