Decisions Quotes

We have to work harder to develop a profound theology of women within the church. The feminine genius is needed wherever we make important decisions.

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.

This is the way human beings contrive to feed their self-destructive vices: trying not to see them, trying not to acknowledge them, delaying the important decisions and pretending that nothing will happen.

There are basically no companies that have good slow decisions. There are only companies that have good fast decisions.

Most people think small, because most people are afraid of success, afraid of making decisions, afraid of winning. And that gives people like me a great advantage.

The political system of the People's Republic of China can make things easy. Decisions are made quickly and results come quickly, too. In our democracy [in India], on the other hand, such things are extremely difficult.

Every decision, setback, or triumph is an opportunity to identify the seeds of truth that make you the wondrous human being you are.

Only make decisions that support your self-image, self-esteem, and self-worth.

Good riddance to decisions that don't support self-worth.

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.

There've been times when leaders have to make decisions, and if you had read my 360 when I first started as a CEO, it would've repetitively said, "You take too long to make decisions, you're participative and that's good, but you need to move faster, be decisive." And as the years went, that stopped being on my 360 because I think I got more confident and more self-aware that sometimes decisions just needed to be made.

Our world is increasingly transparent and we're out to earn trust. When people shine a light on Walmart and see our decisions - the jobs we create, the activities in our supply chain - we want them to like what they see.

You have a meeting, you hear about the strategy and then you think, "Yeah, we've got to do this." And then you go home that night, you're about to go to sleep, and you think, "I can't do that." And then you get up the next morning and go back through it, and we just iterate to a point where you finally have to make a decision and go for it.

Representing a company with the largest and one of the most diverse groups of associates in the U.S., and an even more diverse customer base of tens of millions of customers, we believe we should stay engaged to try to influence decisions in a positive way and help bring people together.

We would find ourselves in those moments saying, "I don't know the answer either, but you own the decision and tomorrow tell us what you decided." And so that quality decision making, moving fast was so different.

The only thing I really think about is: How are we making decisions and getting things done such that Walmart is succeeding and creating value 50 years from now?

We grew this business with the store operators and the merchants making all the decisions, I got to be one of the merchants and it was a lot of fun. But to put the customer in charge, you have to start with design.

Decision making, like coffee, needs a cooling process.

Our people expect their President and the Congress to find essential agreement on issues of great moment, the wise resolution of which will better shape the future of the Nation.

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.