A Quote by Warren G. Bennis
Unlike top management at Enron, exemplary leaders reward dissent. They encourage it. They understand that, whatever momentary discomfort they experience as a result of being told they might be wrong, it is more than offset by the fact that the information will help them make better decisions.
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The only beef Enron employees have with top management is that management did not inform employees of the collapse in time to allow them to get in on the swindle. If Enron executives had shouted, "Head for the hills!" the employees might have had time to sucker other Americans into buying wildly over-inflated Enron stock. Just because your boss is a criminal doesn't make you a hero.
Most people define "street smarts" as some innate ability to make savvy decisions, or one that has developed as a result of a person being confronted with very challenging circumstances in the past. I think another common term that is used is one who has amazing "business acumen." But, whatever we call it, it is always associated with some mysterious ability, only a few possess, that allow them to make better decisions than the rest of us.
I have proven people wrong so many times. I was told when I was younger there is no chance I will make the top 100, top 50, top 30. Every time I have proven them wrong. It's kind of nice.
Liberals are constantly wrong. In fact, that's how you rise to the top in liberalism, by being wrong. If you are wrong, and if you are consistently wrong, it's even better. You're really one of them if you're really wrong all the time. Look at Jimmy Carter.
As population susceptibilities are better understood, we will be in a better position than we are in today to make informed decisions about risk management.
The way to make better decisions is to make more of them. Then make sure you learn from each one, including those that don't seem to work out in the short term: they will provide valuable distinctions to make better evaluations and therefore decisions in the future. Realize that decision making, like any skill you focus on improving, gets better the more often you do it.
No one believes more firmly than Comrade Napoleon that all animals are equal. He would be only too happy to let you make your decisions for yourselves. But sometimes you might make the wrong decisions, comrades, and then where should we be?
If we all make systematic mistakes in our decisions, then why not develop new strategies, tools, and methods to help us make better decisions and improve our overall well-being? That's exactly the meaning of free lunches- the idea that there are tools, methods, and policies that can help all of us make better decisions and as a consequence achieve what we desire-pg. 241
In forty hours I shall be in battle, with little information, and on the spur of the moment will have to make the most momentous decisions. But I believe that one's spirit enlarges with responsibility and that, with God's help, I shall make them, and make them right.
I want the Iraqis to understand that we are with them and that they have to make tough decisions, and we'll help them make those tough decisions for this country, for this democracy to survive. And they've made some tough decisions.
What is wrong is not the great discoveries of science—information is always better than ignorance, no matter what information or what ignorance. What is wrong is the belief behind the information, the belief that information will change the world. It won’t.
I think what has allowed me to be successful is that I can absorb more information than most and drill down to the key business elements of that information and make faster decisions. And of course, I truly try to enjoy every minute of my life. I can never understand why anyone wouldn't.
Putting somebody else in crisis mode and causing them to make quicker decisions, urgent decisions, rather than prolonged, more logical decisions can be very advantageous. So, to be successful in business, you have to understand the power of confrontation and how to use it correctly.
Whatever it is, people have issues and that affects you deeply. So you have to get to the bottom of it and not let that affect your life decisions and really understand why you're making the decisions you make so that way you can understand how to not do that, so I always encourage people to ask why and then to really understand you, because that's the only way to be your most successful and your most happy.
You'll better understand the evil when top audit firms started selling fraudulent tax shelters when I tell you that one told me that they're better [than the others] because they only sold [the schemes] to their top-20 clients, so no-one would notice.
I tell people to look at me and understand that everybody first told me that I couldn't be a 6-foot, 9-inch point guard, and I proved them wrong. Then they told me I couldn't be a businessman and make money in urban America, and I proved them wrong. And they thought I couldn't win all these championships, and I proved them wrong there as well.
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