A Quote by Stuart Pearce

Football's in my blood - and eventually I want to be the one making decisions. — © Stuart Pearce
Football's in my blood - and eventually I want to be the one making decisions.
The fact of the matter is right now politicians and insurance companies are making decisions. We're saying we want doctors to be making decisions. And I think that will lead to a higher-quality, lower-cost system over time.
Whether baseball or football, we're tasked in front offices with making decisions under uncertainty. How do you corral that uncertainty in a way to make more consistently better decisions? That's very similar.
Football runs in my blood, and I did really want to play football.
Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.
Addictions [...] started out like magical pets, pocket monsters. They did extraordinary tricks, showed you things you hadn't seen, were fun. But came, through some gradual dire alchemy, to make decisions for you. Eventually, they were making your most crucial life-decisions. And they were [...] less intelligent than goldfish.
I think it comes in cycles for Brandy [Burre] and for many women. You want to take care of your home, making it as good as possible for your kids and for yourself, and then eventually you feel trapped and you want to break out of that. You want to be someone else and you want the world to look at you as something else. Eventually, you come back again. The cycles are very much a part of her life.
If we decide rightly what to do, or use a correct procedure for making such decisions, that has to be because the decisions or the procedure rest on good reasons, and these reasons consist in the apprehension of truths about what we ought to do. Because these truths must constitute reasons for our decisions, and because in the rational order, reasons must always precede the decisions based on them, the truth conditions of claims about what we ought to cannot be reduced to, or constructed out of, decisions about what to do, or procedures for making such decisions.
Football comes first, but I want to be an actor eventually.
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.
Parts of you die with every decision you have to make. It becomes about making decisions between bad decisions and worse decisions.
The direction of the country isn't controlled by one person on top making decisions. It's a mass movement of people making a lot of individual decisions that add up to something broader.
I want to judge the nannies that's around my child. I don't want to pay for a nanny that I never met, that I never got a chance to interview. That's not the life I want for my child. I want to be involved 100 percent in all decisions made. This my flesh and blood.
I had an assistant for a hot minute, because that was offered to me. And literally, after a day I was like, "I don't like this. I don't like someone else making the decisions that I should be making." I'm very busy, yes, but I'm not so busy that I can't make my own decisions. I want people to contact me directly about what time I'm being picked up in the morning.
Leadership isn't making all the decisions. It is making sure the right decisions are made.
Money is killing football: people are making their decisions based on money.
Business leaders must not cling to old ways of doing business, or allow inertia or complacency to prevent them from making the decisions that they will eventually be forced to make.
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