Instead of looking on discussion as a stumbling block in the way of action, we think it an indispensable preliminary to any wise action at all.
We deliberate not about ends, but about means.
I engage and after that I see what to do.
It is easy to say that something should be done. However to say what, when and how is more difficult.
One of the things I advised Donald Trump to do was to make sure that, before he commits to certain courses of action, he has really dug in and thought through how various issues play themselves out.
I look for what needs to be done
In any decision for action, when you have to make up your mind what to do, there is always a 'should' involved, and this cannot be worked out from, 'If I do this, what will happen?' alone.
Tomorrow becomes never. No matter how small the task, take the first step now!
We need learn what we need to learn, know what we need to know, and do what we need to do.
What I learned is that policymakers have to force consideration of actions that may not have occurred to them at the time.
The how will show up after the commitment to the what.
So much of what you do physically happens because you've thought about it and mentally prepared for it.
Execution gets divided into two key questions: 1) can you figure out what to do and 2) can you get it done.
Analysis can tell us what is required, but it cannot make us act.
It is true that one has to think first and then to act - but it's also true that if one has no possibility of acting, one's thinking kind of becomes empty and stupid.
Action to be effective must be directed to clearly conceived ends.
First we need to decide what needs to be done. Then we do it. And then we ask if it is possible.
If you don't execute on your plans, then you don't reach anywhere.
When I get the point, I often don't know what to do with it.
I'm in professional wrestling, which is what I do for a living. I coordinate stunts. I memorize them.
Happy people plan actions, they don't plan results.
We wanted to solve robot problems and needed some vision, action, reasoning, planning, and so forth. We even used some structural learning, such as was being explored by Patrick Winston.
If you keep thinking about what you want to do or what you hope will happen, you don't do it, and it won't happen.
A coach, on the other hand [when compared to counseling], helps us assess the present so that we can operate more effectively in the future.
To make it more familiar to me, I ended up treating my swordplay scenes like choreography. So it was, 'One and two and three and four and five, and turn and step and down and up and lunge.'
