Top 1200 Business Decisions Quotes & Sayings - Page 10

For the decisions of our will are often so directly opposed to the decisions of our emotions, that, if we are in the habit of considering our emotions as the test, we shall be very apt to feel like hypocrites in declaring those things to be real which our will alone has decided.

Communities don't think, don't believe, don't want, don't have needs, don't have interests and don't make decisions. Only individuals have minds that generate desires and needs - and only individuals can make choices and decisions.

I was always in show business but in many ways was not really of show business. I didn't move in show business circles, particularly, still don't do it.

Everyone wants to call wrestling 'the business.' Why don't you treat it like a business? I don't care if you're running a diner, if you're running a car wash or a wrestling company. It's all business.

You can be obsessed with makeup and hair products and, you know, your appearance and still be absolutely making smart life decisions and work on your smarts, develop your smarts by studying something like math. Then you'll make much better decisions on the brands of clothing that you buy or whatever it is that you want.

It is a matter of course and of absolute necessity to the conduct of business, that any discretionary businessman must be free to deal or not to deal in any given case; to limit or withhold the equipment under his control, without reservation. Business discretion and business strategy, in fact, has no other means by to work out its aims. So that, in effect, all business sagacity reduces itself in the last analysis to judicious use of sabotage.

Business is not just doing deals; business is having great products, doing great engineering, and providing tremendous service to customers. Finally, business is a cobweb of human relationships.

It is incredibly important to set goals for your business, as if you have no direction for your business, your online business will be a failure.

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.

Democracy is about non-arbitrary decisions. Democracy is about spreading decisions; it is not about destroying processes.

The same Jesus Who turned water into wine can transform your home, your life, your family, and your future. He is still in the miracle-working business, and His business is the business of transformation.

The studios basically, besides developing some material, their strength is distribution. Distribution in any other business is a cost that you incur. You know, in a trucking business, you eat it. In a film business, distribution is a profit center.

I'm not afraid to make decisions. One of my friends said... we were talking about movies. It's really just a series of decisions you make. They said, "Tim Miller: frequently wrong, but never in doubt." I don't know that I'm making the right ones, but I'm not afraid to make them. That keeps the train moving forward.

If you're an Indian, you could be very anxious about some of the Supreme Court's decisions, some of the decisions of policy makers, so maybe a little bit of irony there. But I think our "Savage Anxieties," when I titled the book, I really wanted to focus people on the challenge that tribes in this country, as well as indigenous peoples around the world, are confronting Western civilization with.

It doesn't require expropriation or confiscation of private property or business to impose socialism on a people. What does it mean whether you hold the deed or the title to your business or property if the government holds the power of life and death over that business or property?

You realize that these accidental decisions you make about changing jobs, about moving into an apartment where you make new friends and confidants, about going to one city over another, that sometimes they're completely arbitrary decisions that you haven't put as much thought into as perhaps you should have, and yet they change the course of your whole life.

I'll tell you, it's Big Business. If there is one word to describe Atlantic City, it's Big Business. Or two words – Big Business.

There are times where I'd say the Oval Office, you use to gather the facts. The decisions you probably make late at night, or at least I do. But there are some times where you think you've made a decision, but during that walk, where you're announcing the decision, you've just got to make sure that, you're prepared to live with it, because as you know George, a lot of these decisions are not - the outcomes are uncertain.

You have to be passionate about your business. If you don't love your business, you are doing a terrible disservice to your customers and clients, your team members and business partners, your family and yourself.

There is a kind of a cascading chain, ... If one can't sell, then that business doesn't buy and that means the next business doesn't sell, and the previous business doesn't sell, and so on.

Without music I wouldn't have the ability to be in business. The opportunity to be in business came with the finances from music and the notoriety that comes with being successful as an artist. So I see myself as an artist first, but I'm absolutely conscious of business.

What I love about the way they both [Paul Thomas Anderson and Joaquin Phoenix] work is that all of the monkey business is on film. There's no monkey business outside of the monkey business of making the movie. There's no ego bullshit, there's no wasted energy. It's all directed at the story and that's rare.

It is imperative to exercise over big business a control and supervision which is unnecessary as regards small business. All business must be conducted under the law, and all business men, big or little, must act justly. But a wicked big interest is necessarily more dangerous to the community than a wicked little interest. 'Big business' in the past has been responsible for much of the special privilege which must be unsparingly cut out of our national life.

My motivation has to do with what happened to my family. I want to help young people make important decisions at the most important time in their life. If I didn't do this, it would be like my kids died in vain. I want to help them make the right decisions.

Give your decisions, never your reasons; your decisions may be right, your reasons are sure to be wrong.

Indecision is debilitating; it feeds upon itself; it is, one might almost say, habit-forming. Not only that, but it is contagious; it transmits itself to others. . . . Business is dependent upon action. It cannot go forward by hesitation. Those in executive positions must fortify themselves with facts and accept responsibility for decisions based upon them. Often greater risk is involved in postponement than in making a wrong decision.

Rather take that moral sense and apply it to the particulars of a job that is going to test those ethical and moral precepts differently than if you're a professor, or a business person, or a dad. And if I were not comfortable with the judicious use of our military to protect the American people, than I shouldn't have run for president. And having said that, I do think that the wisdom of a [Martin Luther] King or a [Mahatma] Gandhi can inform my decisions.

What causes adolescents to rebel is not the assertion of authority but the arbitrary use of power, with little explanation of therules and no involvement in decision-making. . . . Involving the adolescent in decisions doesn't mean that you are giving up your authority. It means acknowledging that the teenager is growing up and has the right to participate in decisions that affect his or her life.

Our MPs will take decisions on how they're voting on a day-to-day basis. But I'm the leader of the party, and in terms of our overall strategy and how we vote on key issues, then ultimately, those decisions will be mine.

My job is exhilarating. It's challenging. I find that the governance part of it, the decision making part of it - actually comes - comes pretty naturally. I think I've got a great team. I think we're making good decisions. The the hardest thing about the job is staying focused. Because there's so many demands and decisions that are pressed upon you.

In 1977, when I started my first job at the Federal Reserve Board as a staff economist in the Division of International Finance, it was an article of faith in central banking that secrecy about monetary policy decisions was the best policy: Central banks, as a rule, did not discuss these decisions, let alone their future policy intentions.

I had individuals in my life to help me make the right decisions because it wasn't about them accepting handouts. It was about them making the right decisions for me.

I guess for me, I keep saying the words 'consumer electronics,' 'consumer tech' - the biggest purchase decisions people make a lot of times are the phones they buy and the tech they buy. To be able to influence other people's decisions on that front is pretty game changing.

Stripe makes it easy for anyone, be it an individual or a small business or a large business, to accept credit card payments on the Internet. We want to give control to the user or the business to define what the experience looks like. We work on a website or a mobile app, or whatever between that.

Business men are to be pitied who do not recognize the fact that the largest side of their secular business is benevolence. ... No man ever manages a legitimate business in this life without doing indirectly far more for other men than he is trying to do for himself.

Who was the greatest business man ever. . . The greatest salesman? Advertiser? Who? . . . It was Jesus. . . Jesus was the founder of modern business. . . he picked up twelve men from the bottom ranks of business and forged them into an organization that conquered the world!

I am not going to make decisions based on barricades and blockades, nor am I going to make decisions based on the short-term volatility of the oil price.

Being in the consumer business helps us groom talent in areas like marketing, finance and logistics. We can benchmark our outsourcing business to our consumer business and its best practices.

Our experience of reality is the result of the magical alchemy of the creation of our thoughts, our beliefs, our decisions, our attitudes, our feelings. All of these are, for the most part, unconscious. Mindfulness allows us to watch these thoughts and choices and decisions without being triggered and having to take action and give meaning.

And it took to "The Devil Wears Prada" to play someone tough, who had to make hard decisions, who was running an organization, and sometimes that takes making tough decisions for a certain kind of man to empathize. That's the word - empathize. Feel the story through her. And that's the first time anybody has ever said that they felt that way.

CIOs have earned a strategic seat at the table, but now they've got to hold that seat - and the only way they can do that is to converse in the language of business value and business benefits and business outcomes that all align perfectly with the strategic agenda of the company.

If you've got the power to raise prices without losing business to a competitor, you've got a very good business. And if you have to have a prayer session before raising the price by a tenth of a cent, then you've got a terrible business. I've been in both, and I know the difference.

You might indeed be able to provide this money that people need to start a business, but can they run a business? This new consolidated agency [National Empowerment Fund] focuses on that matter of preparing people so that they can run business successfully.

Our party [Republicans] has been focused on big business too long. I came through small business. I understand how hard it is to start a small business. That's why everything I'll do is designed to help small businesses grow and add jobs. I want to keep their taxes down on small business. I want regulators to see their job as encouraging small enterprise, not crushing it.

The most important thing is that you make sure you follow the music, which is a musician's way of saying follow your heart. The two things are intertwined. You know, when you even mention the phrase "music business," the older you get, the sourer it sounds. It's a terrible business, you know. Music and business have nothing to do with each other; there's no correlation, so it's always a rub. I would encourage people, don't be swayed by the music business. If you're truly, in your heart, a musician, stay one, and let the business find you.

Early in a startup, product decisions should be hunch driven. Later on, product decisions should be data driven.

You can invest to create the new growth business while the core business is still growing, because new business units don't need to get big fast. But when the core business stops growing, investing to create new growth businesses becomes impossible.

My prototypical quarterback is a competitive guy that's a winner, somebody that has great athletic instincts, somebody who is very accurate throwing the football, a quick-minded guy who can think fast on his feet and can make decisions quickly, someone who has leadership ability, an understanding of timing and can make really good decisions.

The function of traditional history is to create a citizenry that looks to the top - the president, Congress, the Supreme Court - to make the important decisions. That's what traditional history is all about: the laws that were passed, the decisions made by the court. So much of history is built around "the great men." All of that is very anti-democratic.

One of biggest lies in politics is the lie that Republicans are the party of big business. Big business does great with big government. Big business is very happy to climb in bed with big government. Republicans are and should be the party of small business and of entrepreneurs.

History reminds us that revolutions are not events, so much that they’re processes – that for tens of thousands of years, people have been making decisions that irrevocably shaped the world that we live in today; just as today, we are making subtle, irrevocable decisions that people of the future will remember as revolutions.

The most valuable insight I have made about how people make decisions is that when they become skilled they don't have to make decisions - choices between options. Instead, they can draw on experience and the patterns they have acquired to recognize what to do, ignoring other options. This is the basis of the Recognition-Primed Decision (RPD) model my colleagues and I described thirty years ago.

How can you be on top of the things you do? I think when you are involved in a business, first of all you need to know the business. After that you know the business, you can - the numbers tell you what is happening. You can read with the numbers.

Twenty-eight years in business and you understand the importance of problem solving and the importance of efficiency, because if you don't become efficient, you don't run a business well, and you are out of business. And I think some of those principles could be applied to leadership in Washington.

The girls and women of our race must not be afraid to take hold of business endeavor and, by patient industry, close economy, determined effort and close application to business, wring success out of a number of business opportunities that lie at their very doors.

Leaders are defined by the decisions they make ... Leaders rise and fall by the decisions they make.

When it comes right down to it, whatever business you're in, you're in the people business. After all, people prefer to do business with people and companies they find likeable.

I don't read many business books. I read good fiction. Business is about people, so my favorite business books are anything by Dickens.

I had individuals in my life to help me make the right decisions because it wasn't about them accepting handouts. It was about them making the right decisions for me.

If people want consultative government, the price is increased complexity and delay in arriving at decisions. If they want speed of government, then they must accept a greater degree of authoritarianism. I suspect that the real answer is that most people prefer the latter so long, that is, as government's decisions conform with their own views.