A Quote by Jeff Bezos

For every leader in the company, not just for me, there are decisions that can be made by analysis. These are the best kinds of decisions! — © Jeff Bezos
For every leader in the company, not just for me, there are decisions that can be made by analysis. These are the best kinds of decisions!
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.
The bigger a company gets, the more people are involved in decisions, the slower decisions get made. Look, the whole theory of startups is that three motivated people can go and do something that every company can't.
My job as majority leader is be supportive of our troops, try to have input as decisions are made and to look at those decisions after they're made ... not to march in lock step with everything the president decides to do.
In their zeal for particular kinds of decisions to be made, those with the vision of the anointed seldom consider the nature of the: process: by which decisions are made. Often what they propose amounts to third-party decision making by people who pay no cost for being wrong-surely one of the least promising ways of reaching decisions satisfactory to those who must live with the consequences.
All my important decisions are made for me by my subconscious. My frontal lobes are just kidding themselves that they decide anything at all. All they do is think up reasons for the decisions that are already made.
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.
Another idea that is changing is that the leader must be one who can make quick decisions. The leader to-day is often one who thinks out his decisions very slowly.
I've never found an important decision made by a great organization that was made at a point of unanimity. Significant decisions carry risks and inevitably some will oppose it. In these settings, the great legislative leader must be artful in handling uncomfortable decisions, and this requires rigor.
Parts of you die with every decision you have to make. It becomes about making decisions between bad decisions and worse 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.
Thousands of years of ideological, philosophical and practical decisions were made. They altered the surface of the earth, the coordinates of our souls. For every one of those decisions, maybe there's another decision that could have been made, should have been made.
The interesting thing I learned was that if you're really concerned about your health, the best decisions for your health turn out to be the best decisions for the farmers and the best decisions for the environment-and that there is no contradiction there.
It was Grant's company and he made all the decisions. And that was just fine.
I've always made my decisions based on two factors: intellectual analysis and my gut. And when they meet, that's a go from me. That's when I see the goal.
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.
Tony Blair made decisions on what he thought was best for the people of Great Britain, and I made decisions on what I thought was best for Americans. And I really don't view our relationship as one of quid pro quo. I view our relationship as one of strong allies and friends working together for the common good.
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