Morten Tyldum Quotes

Of course, if this season turns out to be terrible for me - if I get injured again and this prevents me from reaching a satisfying level, then I could change my decision again. But at this moment, it absolutely feels like the right thing for me to continue through 2003.

In business, staying focused requires that you turn most opportunities down.

The way to develop decisiveness is to start right where you are, with the very next question you face.

I made a cold calculation that I wasn’t going to waste time on a futile struggle.

When it comes to making tough decisions, I'm ready to make them.

One big power of an actor is knowing when to say no to something. It can be very tempting to say yes to something, because you're flattered that somebody would like to work with you, and your ego sort of takes over, but it's important to ask whether there could be something you could add to a project by being part of it.

I still think carefully about what I'm going to say. I use me heart and head technique, in which the heart says, 'get stuck in, Dennis!', and the head says, 'just a minute... ' But I probably don't use this as often as some others.

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

You weigh your pros and cons and what's real. You want to play baseball? Yeah. You want to go to school? If that's the best option, than that is what it is.

You only need one good reason to commit to an idea, not four hundred. But if you have four hundred reasons to say yes and one reason to say no, the answer is probably no.

When you're bringing an idea to fruition, there are two distinct phases: the skeptic phase and the evangelist phase. During the first phase, you have to be willing to ask the hardest questions - is this idea worth pursuing? But once you are convinced, you flip a switch. It's about getting it done.

All that time I spent chasing Yale was time I could have been using to actually make a difference in the world. Bravery, not perfection, was the key that unlocked all the doors I've walked through since.

I do think I'm terrific at giving advice. Although in our hearts we usually know what we should do. It's rare that you get in a situation in life where you don't know how to proceed. You know the thing you should do, but don't want to.

To most people, paranoia carries a negative connotation. I believe it is one of the most valuable attributes a leader can have. It is about self-reflection and having the courage, humility, and discipline to constantly ask uncomfortable questions that can potentially poke holes in your strategy and challenge your conventional thinking.

About the only useful thing my economics degree taught me was that, in all decisions in life, you have to do a cost-benefit analysis.

The only regrets I have are things I didn't do.

I have taken restarts and have come to the conclusion myself that I can't give NASCAR that opportunity to penalize me.

I agree with myself on 80 percent of things, but when I look at myself in the mirror in the morning, I still have inner debates about the right thing to do.

When you find yourself in those situations where you have to take action in a crucial situation, you just do it.

When an opportunity comes knocking, you don't necessarily have to open your door. But you owe it to yourself to at least look through the keyhole.

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.

Valuations are always much-debated. I try to center on what is the value to us. Is it solving a problems for us? If it is, we find a way to proceed. If the valuation has been overhyped on something and it doesn't make sense, we won't. It's very simple for me. I tend not to worry too much about the valuation. It's really what the value is to us.

Choice is everything. Unfortunately, we do a lot of fluff. There's three boxes - profile, money, heart - and if the project ticks two of those, you do it.

To make a good decision, you actually need to think about it, the contours and the consequences.

One of the toughest things about life is making choices. I had a hard time saying 'no' to a bunch of other excellent possibilities.