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I really want to clear my life so that I have to make as few decisions as possible about anything except how to best serve this community.

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If I have three good decisions a day, that's enough.


Focus on the big decisions. "As a senior executive, what do you really get paid to do?" he asks. "You get paid to make a small number of high-quality decisions. Your job is not to make thousands of decisions every day.


The great thing about fact-based decisions is that they overrule the hierarchy.


Good business demands tough decisions based on rigorous analysis and unwavering follow-through. Emotion can't really play a part. The challenge we all face as leaders is to let the feelings churn inside you but then to present a calm exterior, and I learned to do that.


One of my predecessors is said to have observed that in making his decisions he had to operate like a football quarterback - he could not very well call the next play until he saw how the last play turned out. Well, that may be a good way to run a football team, but in these days it is no way to run a government.


My authoritarian and quick manner of making decisions led me to have serious problems and to be accused of being ultraconservative. I have never been a right-winger. It was my authoritarian way of making decisions that created problems.