Sam Hinkie Quotes

What I'm saying is it is our responsibility to exercise due diligence, to ask the tough questions, to get the evidence before we make those very costly decisions about how and when and where our military is used.

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.

The effort invested in 'getting it right' should be commensurate with the importance of the decision.

Part of my job is to make the tough calls.

I have to take decisions—not back hunches.

As Secretary of State, we need someone with sound judgment, ask tough questions, and should not be willing to just read talking points.

Impulsiveness is not a trait one would choose for a person with the power to launch the U.S. nuclear arsenal.

Before I take an offer seriously, I do my own research.

All managers make decisions, and sometimes they are right, and sometimes people say they are wrong.

Those split-second decisions that you can't take back, that's what I need to continue to improve.

You've got to be smart about tackling.

It comes down to your decision-making and obviously you can get better and better as a decision-maker as you play, and get reps and go through experiences and learn but football's the same as life, you got to be a great decision maker to have success.

Why is it that common sense is seldom common practice?

We all have a limited amount of good judgment.

Playing chess can make you a better poker player because it forces you to think several moves ahead. That kind of intense mental exercise develops a deeper level of thinking than is typically encountered when playing poker.

Time and again, players lose because they make rash decisions. Therefore, you always have to remind yourself - don't hurry. Embarking on a risky combination that cannot be calculated to the end is certainly not the right thing to do.

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.

Life is very much about making the best decisions you can. So I think chess is very valuable.

Interviewers, even the ones that support the person they're interviewing, have an obligation to probe further and push back when a candidate says something dangerous.

In every decision that we've ever made that's important, the more input, the more people we've heard from, the better the result. And so that will never change in the business model of NASCAR, because the ideas come from all over the place, and that's the strength that we have.

We've lost common sense.

Those who are close to me know that I am a person who likes to analyse everything before making a decision.

People who are great at making decisions in the face of uncertainty have great judgment.

You ought to be able to explain why you’re taking the job you’re taking, why you’re making the investment you’re making, or whatever it may be. And if it can’t stand applying pencil to paper, you’d better think it through some more. And if you can’t write an intelligent answer to those questions, don’t do it.

I do make sure that I've got people who are experts that are helping me make the best decisions possible.