A Quote by Peter Drucker
The 1st question the effective decision-maker asks is: 'Is this a generic situation or an exception?'
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On some positions, Cowardice asks the question, 'Is it safe?' Expediency asks the question, 'Is it politic?' And Vanity comes along and asks the question, 'Is it popular?' But Conscience asks the question, 'Is it right?'
It comes down to your decision-making and obviously you can get better and better as a decision-maker as you play, and get reps and go through experiences and learn but football's the same as life, you got to be a great decision maker to have success.
On some positions, cowardice asks the question, is it expedient? And then expedience comes along and asks the question, is it politic? Vanity asks the question, is it popular? Conscience asks the question, is it right? There comes a time when one must take the position that is neither safe nor politic nor popular, but he must do it because conscience tells him it is right.
I said last week that the number on Jean's back does not matter. He stays effective as a runner, decision-maker and leader.
Cowardice asks the question, is it safe? Expediency asks the question, is it politic? Vanity asks the question, is it popular? But conscience asks the question, is it right? And there comes a time when one must take a position that is neither safe, nor politic, nor popular, but one must take it because it is right.
In my opinion there are two basic questions that any writer tries to answer. "What is?" is the question non-fiction asks. "What if?" is the question fiction asks. That's the question I'm more interested in.
So when somebody asks me to make a decision about a situation, I don't offer a solution, I ask a question: What are our options? Give me the good, give me the bad, give me the pretty, give me the ugly, give me the impossible, give me the possible, give me the convenient, give me the inconvenient. Give me the options. All I want are options. And once I have all the options before me, then I comfortably and confidently make my decision.
What you have in most education software is that they're catering to the decision-maker who makes the budget allocations, and that decision-maker has a lot of check boxes. Does it do this? Check. Does it do that? Check. They could care less about the end user experience.
My father said, Politics asks the question: Is it expedient? Vanity asks: Is it popular? But conscience asks: Is it right?
The question that faces the strategic decision maker is not what his organisation should do tomorrow. It is, what do we have to do today to be ready for an uncertain tomorrow?
The ablest and most effective leaders do not hold to a single style; they may be highly supportive in personal relations when that is needed, yet capable of a quick, authoritative decision when the situation requires it.
I have many friends and close collaborators working with Maker, which inspired my decision to join forces with the team, and couldn't be more excited to be part of the many exciting things happening at Maker and Disney.
That's a very nice, generic-sounding question: "When did you know you were funny?" But it pre-supposes that I think I'm really hilarious. So that's kind of a loaded question.
'Chels-emojis' are in the works. I use emojis heavily in life, and I think a lot of people do. There are a number that are frustratingly absent - you know how there's kind of a generic white man and a generic white woman? I just want to put a generic black man and a generic black woman.
Nobody can refuse a person who comes and asks for a job. Nobody can refuse a poor man when he goes and asks for food. Nobody can stop any Indian if he asks a question of his government. This is what the Congress party and the UPA have done over the last 10 years.
On an important decision one rarely has 100% of the information needed for a good decision no matter how much one spends or how long one waits. And, if one waits too long, he has a different problem and has to start all over. This is the terrible dilemma of the hesitant decision maker.
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