Gerry Harvey Quotes

Most of the time, I see what I see, I search my feelings, and then I make my decisions based on my gut - and I don't always make the right ones.

I don't plan a career. That doesn't work for me. I just have to go with my gut.

I'm very unpredictable, but at the end of the day, I'm working. Sometimes things change in my life. It's like, 'Hold up - that ain't feel good. That felt good.' And that's how I look at anything I do.

What is really a stretch to me is to make quick decisions.

Half our mistakes in life arise from feeling where we ought to think, and thinking where we ought to feel.

I have to take decisions—not back hunches.

In many important contexts, especially those that are complex, new, or unfamiliar, you shouldn’t blink… and you really shouldn’t trust your gut.

At the end of the day, none of us are the Oracle of Delphi, so we don't get everything right. It's always good to be able to listen and to take on what seems to be the right thing to do.

When it comes to making decisions, I'm not what you'd call a numbers guy.

It's very personal to me and doesn't work for everybody, but what I have found in my experience is that when I make pro and con lists, it's usually because I am trying to talk myself out of a good idea or talk myself into a really bad one.

Making good judgments when one has complete data, facts, and knowledge is not leadership - it's bookkeeping

I like to get input from all different kinds of listeners, including the really conservative ones, and sometimes those listeners steer me in a direction that I haven't seen. But at the end of the day, my vote is always to go in the direction that makes me the most excited.

You can use all the quantitative data you can get, but you still have to distrust it and use your own intelligence and judgment.

Any decision that's made about my career is ultimately my decision, and it's helped me not to plan too much. I've never been the guy thinking, 'I want to do a play this year, I want to do this kind of movie or this kind of character.' I don't have that sort of control.

Launching a start-up, you need to get a lot done quickly. Every day is different. Everyone pitches in with everything. It's easy for the founding team to say, 'We're flexible. We all help out with everything!' But when it comes to making decisions - that flexibility can spell inefficiency and disaster.

Regret is pointless. I never do anything without first deciding to do it based on facts and feelings, and if it doesn't work out how I hoped, oh well - there's another notch on my experience belt.

When I was younger, I talked to the adults around me that I respected most about how they got where they were, and none of them plotted a course they could have predicted, so it seemed a waste of time to plan too long-term. Since then, I've always gone on my instincts.

I've been blessed with a good head on my shoulders and quite a good ability of discernment. I can see through people.

I've done enough of this that I can tell early on if it's going in the wrong direction or not.

Mistrust first impulses; they are nearly always good.

When I get logical, and I don't trust my instincts - that's when I get in trouble.

You have to ask a lot of questions and listen to people, but eventually, you have to go by your own instincts.

I'm always surprised at what I actually end up doing because I don't have a strategy or a game plan, especially now that I'm making my own choices.

Most decisions don't require extensive research.

I'm a wonderful editor. That's what I do best. I know exactly what I want. If I have to decide whether to wear the red dress or the blue dress or what should I have said, I am constantly changing my mind.