Top 1200 Courageous Decisions Quotes & Sayings - Page 3

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.

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.

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.

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

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.

The obligation of the judge in the circuit is to follow the previous decisions in the circuit unless those decisions are overruled by an en bloc panel of the court.

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.'

You want to make your own decisions, but you ought to make those decisions with an eternal perspective.

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.

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.

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.

As much as I like to be thoughtful and think things through in my decision making - I don't like knee jerk decisions - but I'm not afraid to make decisions.

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.

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

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.

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.

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.

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.

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?'

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.

It's an open secret: Even now, in the 21st century, Korean executives often consult spiritual advisers before making major business decisions - decisions that can affect their employees around the world.

Bad decisions made with good intentions, are still bad decisions.

Turning a culture around is very difficult to do because it's based on a series of many, many decisions, and the organization is framed by those decisions.

I don't want to make decisions about what I'm eating or wearing. Because I have too many other decisions to make.

We try to make sensible decisions with the facts in front of us. The problem with sensible decisions is that so is everyone else.

Most decisions are seat-of-the-pants judgments. You can create a rationale for anything. In the end, most decisions are based on intuition and faith.

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 !

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.

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.

All the decisions you makehow many of those decisions are based on you doing simply what's right in your own eyes, and how many times specifically have you gone to Scripture looking for the answer, with regard to anything?

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.

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.

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?"

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

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.

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.

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.

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.

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.

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.

There is never a specific theme or anything I have interest in. Really, I make decisions based on decisions that are made by other people and whatever is presented to me, and I do it on a first come, first serve basis, and go from there.

It wasn't conscious, but I'm glad I've had a slow and steady career path. I wanted to develop my style, and I wanted to be the one making the decisions. Sometimes, when you become a success quickly, those decisions are out of your control.

The people who make policy decisions should damned well know what they are talking about before they make the decisions. There is nobody who is an expert on cloning who would be afraid after seeing Attack of the Clones.

I think it is clear that what we ought to do has to be independent of our decisions about what to do, and independent of any procedures we might use in making such decisions.

You don't get everything in life. You make decisions and have to live by them. If you make the right decisions, at the time you have no regrets.

Seize what's been handed you. Make smart decisions. Make decisions because life is a temporary situation.

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

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.

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.

Quick decisions are unsafe decisions.

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.

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.

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.

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.

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.

we need to make a few critical decisions in major areas of life and then manage those decisions day to day.

When you're my age, you'll see that it is wiser to make your own decisions than let time make decisions for you.

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.

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.

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.