Kevin Costner Quotes

You need to decide what problems, what opportunities, what projects you're going to work on.

One of the things Mr. Kennedy taught me was that in laying out a new project, you shouldn't try to cope with every little problem.

Part of executive functions is the ability to look to a goal deadline and assess where an organization is in meeting it.

You need a different checklist and different mental models for different companies.

Every GM will tell you it's an instinct. It's an instinct to be patient, to react, or act, or not to do anything at all. It just comes. What I can say is you must have a plan and a goal and a way to do things. At the end of the day, it's an instinct. Sometimes it's good. Sometimes it's bad.

There are a couple of projects that are sort of on the plate; I haven't closed any of them yet. I'm trying to figure out which one is going to be the best one for me.

It's a pretty intuitive process, picking the projects that I want to get involved with.

Two types of choices seem to me to have been crucial in tipping their outcomes towards success or failure: long-term planning, and willingness to reconsider core values.

As an entrepreneur, one of my biggest struggles is that you have to focus, but you also have to expand.

I always feel that the best kind of producing - and frankly, it has to do with what I like to do - is you're the big-picture person.

Nurturing a project from the ground floor is something I've been wanting to do.

Managing through ambiguity can be difficult for even the most experienced leaders. Defining a clear set of goals for your team demonstrates that there is an end in sight. However, it's crucial during this time to move through the transition in phases.

I want to find the right projects. I'm not going to take just anything.

I am the worst strategist ever.

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.

By playing at Chess then, we may learn: First: Foresight... Second: Circumspection... Third: Caution...And lastly, we learn by Chess the habit of not being discouraged by present bad appearances in the state of our affairs, the habit of hoping for a favorable chance, and that of persevering in the secrets of resources

Plans are of little importance, but planning is essential.

You cannot afford to wait for perfect conditions. Goal setting is often a matter of balancing timing against available resources. Opportunities are easily lost while waiting for perfect conditions.

You have to be damn certain you're putting something better in its place.

In the organization of any major sporting event or the planning of a building, long-term thinking is key.

I did parallel entrepreneurship, which was very hard to do. It was hard to keep your head straight and know which ideas were with which company.

I have an awesome team. We all talk about what projects are the best for me to work on for my career and which ones to pass on.

I want to make smart choices.

I'd say that, to be a good deal maker, you have to have 3 basic characteristics - timing, timing, and timing.

I think a good entrepreneur has a very clear grasp of what the goal is, an unwavering sense of the goal, an utterly agile approach of getting there.