Hillary Clinton Quotes

When you are under time pressure for a decision, you need to follow intuition.

Our unconscious is really good at quick decision-making - it often delivers a better answer than more deliberate and exhaustive ways of thinking.

Sometimes, the decisions have to be taken in minutes, even seconds, and there would be no time to make the right decision. We understood that this could have ended in catastrophe.

There are basically no companies that have good slow decisions. There are only companies that have good fast decisions.

Overall when you work in fashion, you're always in a rush. You're always a little late, always in a hurry. Every single moment's important, so you never have enough time to do what you want to do. It's ridiculous.

Television is like speed chess, as you have no time and no money. It is like trying to play Grandmaster chess with a 20 minute timer. The rewards are great, though, as it moves faster and you get to see the finished results much quicker.

When you're on the ice, you have very little time, you see very little, and everything happens really quick.

Things can move so fast that you don't have time to catch your breath or think about the next move.

I think, being an actress, you know that you're getting old. I'm 44. I mean, an agent said when I turned 40, "It won't get better."

People don't get a chance to think, "Why am I a consumer?" Because the decisions come at them so fast and furiously, they're not [even] given time to think, I am a consumer.

As for a fashion designer, you have those very precise deadlines to keep so you have to renew yourself constantly every three or six months. When you think about it, it's so intense.

I pretty much know that directing means that you have to answer about a thousand questions every day and you have to answer them quick.

Get to part B, Daniel. Think fast. Patience is a virtue, and you know how Cam feels about those.

I think the advantage we had with "MacGruber" is the speed we had to put it together. We had a such a short period to write the movie and such a post-[production] period, it was almost like the way that the show worked, where everything is happening so fast you have to go with your gut.

Essentially I feel like all of that pressure when you're making the first of a franchise of [movies based on] books that mean so much to people that has so much attention on it, it can be quite paralyzing I think. I think a lot of that creeped in the first time around and it maybe affects the work.

One should make his decisions within the space of seven breaths.

I believe in evolution and I think when it comes to business and the roots of business and the fundamentals of business, I don't think that ever changes. I think the idea of change is an illusion, but in nature it's necessary to change and perhaps business is a part of nature. I'm not totally sure.

Generally you should act somewhere between P40 and P70, as I call it. Sometime after you have obtained 40 percent of all the information you are liable to get, start thinking in terms of making a decision. When you have about 70 percent of all the information, you probably ought to decide, because you may lose an opportunity in losing time.

Indecision is a major time waster; 80% of decisions should be made the first time they come up

One mark of a good officer, he remembered, was the ability to make quick decisions. If they happen to be right, so much the better.

Holly walked rapidly into the cockpit, strapping herself into the pilot's chair. "Seven and a half hours to save the world. Isn’t there some law that says we get at least twenty-four?" Artemis strapped himself into the co-pilot's chair. "I don't think Opal bothers with laws.

No decision in business provides greater potential for the creation of wealth (or its destruction, come to think of it) than the choice of which innovation to back.

What really fueled me, and maybe infuriated me, is that nobody believed in me. Nobody. I don't even think I believe in myself. Part of what I was trying to do was to make the decision to go into business and find the guts to see it through. I was told that when I went in to see the bankers that I was supposed to be very muted, that I was supposed to blend in, that I was supposed to have the typical drab suit on.

Where you need to make fast decisions, people have to work in an open space where I can just walk to somebody's cube, so we don't need to schedule meetings for absolutely everything.

I think risk is important. I don't care if it's a great financial risk or a physical risk. You only get out of something what you put into it and the fact that you are willing to risk something means that you are going to get a lot more out of it.