Top 1200 Business Decisions Quotes & Sayings - Page 5

I'm very aware that we make these decisions toward love or hate every day. I certainly don't have the stamina to live through each day making only the noblest decisions.

Most Christians are more than content to live out their lives surrounded by the trappings of our world, rather than to risk losing them in becoming a radical Christian. A radical Christian (by my definition) is one who will put God first in all decisions, even when putting God first is costly. In the business world, this means putting God first even when doing so costs money. That is true freedom - spiritual freedom - as opposed to business bondage.

International summits and organisations like WTO take decisions, which will bind us, and if we are not present in such summits, we may be hurt by the decisions taken.

Usually, I'm pretty good about sorting through the options and then making decisions that I'm confident are the best decisions in that moment, given the information we have. But there are times where I think I wish I could have imagined a different level of insight.

I'm not a fan of the NCAA. I don't think they make decisions for the kids. They make decisions for bureaucracy and for their structure.

Quick decisions are unsafe decisions.

It is hard to imagine a more stupid or more dangerous way of making decisions than by putting those decisions in the hands of people who pay no price for being wrong.

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.

You're not free if you can't start a small business because you fear losing your health care, and you're certainly not free if a male boss or politician prevents you from making decisions about your own reproductive health.

I beat Larry Holmes and George Foreman. I whupped Mike Tyson twice. I had my ear chewed off and spat on the ground in front of me. I've seen everything it is possible to see in boxing. I know this business better than anyone. So I live and die by my own decisions.

Today, cultural and legal changes mean that individuals expect and demand a voice in decisions that affect their lives and often they have the power to undermine those decisions if they aren't allow their voice.

I'm a business first and foremost so whatever my business is, it's separate from my personal. It's like whatever I do business wise, it's done in the business fashion whether it's promoting , marketing, whatever I'm doing.

Why the transfer of decisions from those with personal experience and a stake in the outcome to those with neither can be expected to lead to better decisions is a question seldom asked, much less answered.

It's not what we do once in a while that counts, but our habitual actions. What ultimately determines who we become and where we go in life are our decisions. These decisions shape our destiny.

The innovations we need at our systems level require an understanding of business, psychology, and policy, but doing it with a deep, deep understanding of how our decisions create barriers for fairness and opportunity for some people.

In life you make the small decisions with your head and the big decisions with your heart.

There's no wobble in Bush. If anything, the opposite. Right after hello, the next words out of his mouth are: I've never been more convinced that the decisions I made are the right decisions.

In business, integrity is just as important as in any of the great public offices... but I believe one of the first and fundamental obligations of competent business leadership is above all to protect the reputation and integrity of the business - to that degree the integrity of the business is the integrity of the leader.

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

I definitely had a big head, and I'll be the first to admit that I made some bad decisions. But back when I was making those decisions, in my head I was doing no wrong.

There never is a good time for tough decisions. There will always be an election or something else. You have to pick courage and do it. Governance is about taking tough, even unpopular, decisions.

Developing games for the PC and consoles is all about everything and the kitchen sink. In many ways, you don't have design decisions to make. You do it all. So I enjoy going back to making decisions about what's important as I'm working on a game.

Early in my career as an engineer, I’d learned that all decisions were objective until the first line of code was written. After that, all decisions were emotional.

Long ago I added to the true old adage of "What is everybody's business is nobody's business," another clause which, I think, morethan any other principle has served to influence my actions in life. That is, What is nobody's business is my business.

I'm just going to continue to make good plays. Making the right decisions, good decisions with the ball so my team can play with a great flow.

We all know that it is women who take the decisions, but we have to let men think that the decisions are theirs. It is an act of kindness on the part of women.

Solitude is one of our great superpowers... Solitude is the key to being able to make effective decisions and then having the courage of convictions to stand behind those decisions.

What is living about? It is the decisions you must make between two rights, hard and costly decisions because always you can do one right thing, but sometimes not two.

Things said by political parties are different from the decisions of the government which are taken to uphold the rule of law. The government takes decisions that are best for the country.

I've always studied business. Even when I was a ball player, I'd read business journals and the business sections of newspapers.

The groups of which we are a part impact our decisions and our decisions shape the future.

I'm interested in the balance between big currents in history - the economies, the ideologies, social structures, and so on - and the decisions that people have to make. At the heart of all these great decisions to go to war, there are human beings who have to say, 'Yes, let's do it,' or 'No, we won't do it.'

The reason I grew so fast in the supermarket business, without help of the banks in those days, was through my vendors. I convinced my vendors, the companies I was doing business with, if I did more business, they would do more business.

Happy Thursday! Greet your problems and decisions with peace and calm. Use your inner wisdom to evaluate and make smart decisions for yourself! You got this !

In the book [Today Matters] I talk about successful people make important decisions early in their life, and then they manage those decisions the rest of their life.

I'm a professional athlete. I've been paid since I was in my early 20s to go out there and fight with guys who were 40 or 50 pounds heavier than I am and fight for my life. I got into a business where people make decisions based on some of the most stupid things.

If wrong decisions, both from a governance perspective and ethics, happen, this is a slippery slope that we will go down. Unless and until you recognise this, you will not take the right decisions.

To invest successfully over a lifetime does not require a stratospheric IQ, unusual business insights, or inside information. What's needed is a sound intellectual framework for making decisions and the ability to keep emotions from corroding that framework. You must supply the emotional discipline.

Resolution can be in any form - S4A, SDR or restructuring - but we need an enabling environment where bankers feel comfortable to take decisions and where they also feel obliged to implement decisions in a timely manner.

We need to ask our policy makers and those we elect to office who are supposed to make decisions to give us the evidence of the facts that are behind the decisions that we make. We should be skeptical.

When we look at the investment decisions into the city of Compton, the small business community and global corporations and retailers and all of those types of services that decide to come into the community to serve it, they look at the perception, how does the brand work with the local community.

You have to accept the fact that not all your decisions are going to be right - and when they are wrong, you have to own it right away. I try not to have an emotional connection or investment in the decisions I make so that when they need to change, I can quickly move on to: 'How do we fix this?'

My ultimate goal is to create operating systems for myself that allow me to think as little as possible about the silly decisions you can make all day long - like what to eat or where we should meet - so I can focus on making real decisions.

We are a company that lives and breathes a philosophy that's centered on not only making sound business decisions but also personally and professionally finding ways to contribute to the well being of society. We are also a company that understands community.

In the military, and in business, the most elite and effective teams I've seen or been part of are filled with individuals who take responsibility for their choices. Life is a series of decisions that you make and actions you take, not a series of things that happen to you.

People often avoid making decisions out of fear of making a mistake. Actually the failure to make decisions is one of life's biggest mistakes.

You're always having those life-skills type discussions about decision-making. It's just making sure you're making good decisions and going about your business. There are distractions in every city.

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.

Of course our feelings matter. But emotional decisions are usually not the best ones. On the other hand, your emotions can affect your decisions whether you like it or not because the effects can occur on the unconscious level.

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 feel lucky every day. But I can also trace that luck back to decisions I have made. Frequently, those decisions have been to pay my own way to somewhere I want to be and something I want to do.

Whether baseball or football, we're tasked in front offices with making decisions under uncertainty. How do you corral that uncertainty in a way to make more consistently better decisions? That's very similar.

The most important decisions in organizations are people decisions, and yet only the military, and only recently, has begun to ask, "If we assign this general to lead this base, what do we expect him to accomplish?"

The direction of the country isn't controlled by one person on top making decisions. It's a mass movement of people making a lot of individual decisions that add up to something broader.

When you come through a business education, a lot of what they teach you is to make decisions through analysis, and logic and rationale, and I'm a big believer in that. But I also believe in the power of instinct. The truth is you're never going to have a perfect answer or view of how it is going to work.

What they're doing is, they're making the decisions for us. That's what this country is coming down to. They're going to make the decisions for us.

International summits and organisations like WTO take decisions, which will bind us and if we are not present in such summits, we may be hurt by the decisions taken.

I put up with the music business because I understand that I'm in the tradition, I'm in a tradition that's of far greater importance than the business I seem to be in. Everywhere I go in the world, people ask me about the business that I seem to be in, but I'm not really in that business.

I don't believe in taking right decisions. I take decisions and then make them right.

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.