Alberto Gonzales Quotes

By reading, you learn through others' experiences, generally, a better way to do business, especially in our line of work where the consequences of incompetence are so final for young men.

You can't make good decisions without knowing the business.

Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.

Being the leader means you have to make life or death decisions sometimes.

The more adaptability exists for a given kind of decision, the less risky it is to make plans for the future, and therefore the more likely it is that more people will make more plans in such areas.

You cannot make a mistake, you can only make a decision that will be your next best step.

In strategic decisions, I'd be really concerned about overconfidence.

I've got a lot of examples about moments where I thought something would work on film and it didn't work, but I never came to that decision with the film half shot, where I was stuck on a runaway train and couldn't jump off. On those occasions where I have admitted defeat, that this is not going to work, I haven't embarked on that project and made that movie.

You have to make smart decisions, but you never know what will happen in the future.

The key to No-Limit... is to put a man to a decision for all his chips.

The only people who have quick answers don't have the responsibility of making the decisions.

Certain types of decisions can be safely ignored. Some issues will go away with the passage of time, others will be so slow developing that the decision-makers will depart before the results of their neglect becomes manifest. Which brings us to the environment.

Structure your presentation so that you appeal to the different interests of the different decision-makers involved.

There is some risk involved in action, there always is. But there is far more risk in failure to act.

Outstanding long-term results are produced primarily by avoiding dumb decisions, rather than by making brilliant ones.

I had to make these decisions after 9/11, make a decision about how to proceed forward with an investigation or how to pull back, whether you use certain actionable intelligence or whether not to. And yet they continue to debate about this bill and in the subcommittee and what - nobody in America cares about that.

The stock market and the gridiron and the battlefield aren't as tidy as the chessboard, but in all of them, a single, simple rule holds true: make good decisions and you'll succeed; make bad ones and you'll fail.

Decisions are always made with insufficient information. If you really knew what was going on, the decision would make itself.

Be willing to make bold decisions and be willing to make glorious mistakes. Learn from your mistakes, but you've got to be willing to make them first.

An investor should act as though he had a lifetime decision card with just twenty punches on it.

We make investment decisions based on our evaluation of the most profitable combination of probabilities.

Sometimes the riskiest decision you can make is to do nothing.

Generally you should act somewhere between P40 and P70, as I call it. Sometime after you have obtained 40 percent of all the information you are liable to get, start thinking in terms of making a decision. When you have about 70 percent of all the information, you probably ought to decide, because you may lose an opportunity in losing time.

Not making a decision is the worst thing you can do. So long as you feel you made the right decision based on the information you had at that time, there's no need to fret about it. If it fails, you'll know what to do next time.

A campaign is a disagreement, and disagreements divide. But an election is a decision, and decisions clear the way for harmony and peace. I mean to be president of all the people.