Alex Oxlade-Chamberlain Quotes

My experience in decision-making has shown that patterns are tough to break. In the military, we study an opponent, looking for gaps, flaws, or weaknesses that can be exploited. Successful leaders at all levels in all disciplines conduct this kind of analysis.

Fortunately, President Kennedy and Robert Kennedy disagreed with the estimate and chose a course of action less ambitious and aggressive than recommended by their advisers.

Making good decisions is a crucial skill at every level.

Effective Presidents are those who can achieve a balance between purpose and prudence.

We have to make the right decisions.

One of the things I learned in the military is sometimes you don't know what mistakes you make for a long time. But as you go through a campaign, there's lots of decision points you make, and you don't know whether those are gonna be the right decision points or not.

General Petraeus is not a miracle worker. He can not be successful unless the president creates greater confidence within his own team about the decisions which the president has himself made.

I want to make smart choices.

Here's the teaching point, if you're teaching kids about intelligence and policy: Intelligence does not absolve policymakers of responsibility to ask tough questions, and it doesn't absolve them of having curiosity about the consequences of their actions.

True genius resides in the capacity for evaluation of uncertain, hazardous, and conflicting information.

Early in my career, I sometimes found it difficult to make the tough people decisions - I had to learn that. In business, you want to listen. You want to learn. You want to make sure you're not proceeding without information. But if you wait too long, you can actually hurt an organization even more.

I think in any organization you want your manager to have a strong opinion. You don't want them to just say, 'Yes, sir' to things they don't believe in.

The wound-tight, travel-light Obama has a distaste for the adversarial and the random. But if you stick too rigidly to a 'No Drama' rule in the White House, you risk keeping reality at bay. Presidencies are always about crisis management.

Every decision you make in life, not just on the sporting field - a lot of time and energy goes into it. You think things through before you make decisions and you always think the decision you make at the time is going to be the right one.

I think directors should be confident in their leadership capabilities. I think directors should be confident in what they want to do.

The rest is a mere matter of detail, to be settled with judgment, discretion, and caution.

One of the tests of leadership is the ability to recognize a problem before it becomes an emergency.

A lot of white-collar work requires less of the routine, rule-based, what we might call algorithmic set of capabilities, and more of the harder-to-outsource, harder-to-automate, non-routine, creative, juristic - as the scholars call it - abilities.

In this job, you're going to make decisions. You'll say things that some people are going to love them, some people are going to hate them. It's just part of the job.

A director makes 100 decisions an hour. Students ask me how you know how to make the right decision, and I say to them, 'If you don't know how to make the right decision, you're not a director.'

An executive is a person who always decides sometimes he decides correctly, but he always decides.

I agree with the President that second-guessing is not a strategy, but at the same time, I want to continue the dialogue that ultimately will lead to bringing all of our troops home.

I know how to make decisions, and I know how to lead.

Part of my job is to make the tough calls.

People (political and military leaders) much prefer to speak of what they are going to do rather than what the outcome will be.