A Quote by Nikki Haley
When we come into the NSC, everybody has different opinions. At the end of the day, we present the president with all the facts. We let him make the decision. And we all, as a team, go out and support that decision.
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The decision he made with Usama bin Laden was a tactical decision. It wasn't a strategic decision. The strategic decision was made by President Bush to go after him. What President Obama has done on his watch, the issues that have come up while he's been president, he's gotten it wrong strategically every single time.
When you're a member of a team, when I was member of a team, whether I ultimately agreed or disagreed, once a president makes a decision, everybody, in my opinion, has to go with that decision, or you shouldn't be a member of the team. Your reputation rises and falls with the person who's the leader of the team.
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.
I think it was the right decision to disarm Saddam Hussein. And when the president made the decision, I supported him, and I support the fact that we did disarm him.
When you're president, you can't vote present. You have to make a decision. Sometimes it's a split second decision. You don't have time to think about it. You've got to actually decide.
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.
When you make a decision you need facts. If those facts are in your brain, they're at your fingertips. If they're all in Google somewhere you may not make the right decision on the spur of the moment.
When you make a decision, you need facts. If those facts are in your brain, they're at your fingertips. If they're all in Google somewhere, you may not make the right decision on the spur of the moment.
Every day, we all make the critical decision of what we're going to wear, because many of the people we encounter in a day don't get to know anything more about us than how we present ourselves. That decision - totally on our own terms - is a powerful one.
We all create expectations of what we would like to happen after a decision is made. The picture in our mind's eye might have served a valuable function in helping to make a decision. But once the decision is made, let the picture go. Since you can't control the future, the picture can create unhappiness if it's not fulfilled. Disappointment may make you miss the good that can come out of every situation in which you find yourself.
Time cools, time clarifies; no mood can be maintained quite unaltered through the course of hours. When you make a decision to "be" a particular way, you can count on change and external circumstances to come along which will challenge that decision. Remain vigilant after declaring a major decision and manage yourself in relationship to the goal. Set up structures that support you staying on target.
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.
As president, you can get all kinds of advice from all kinds of people. But at the end of the day, when it comes time to make that decision, as president, all you have to guide you are your values and your vision and the life experiences that make you who you are.
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.
It is not always what we know or analyzed before we make a decision that makes it a great decision. It is what we do after we make the decision to implement and execute it that makes it a good decision.
One of the thing about being President - that can't be taught, you have to experience, is - there is the sheer weight of decision making. And when I make a decision to send 17,000 young Americans to Afghanistan - you can understand that intellectually. But understanding what that means for those families, for those young people - when you end up sitting at your desk, signing - a condolence letter to one of the family members of a fallen hero - you're reminded each and every day, at every moment, that - the decisions you make count.
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