Alisson Quotes

You need to carry out very careful pre-feasibility and feasibility studies before you enter any crisis situation.

I also believe that it is time to begin the fundamental analysis of how we got here, what led us here and what we need to do in order to ensure that we are equipped with the best possible intelligence as we face these issues in the future.

Game management is accomplished by staying constantly alert and then reading and reacting to potential problem situations before they materialize. It all boils down to paying attention to details.

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

I’ve worked as a leader for many years and I’ve always trained myself to be prepared for the worst.

It is axiomatic in politics that the earlier one addresses a problem, the more the alternatives and the easier the solutions.

Don't play for one run unless you know that run will win a ballgame.

This is something that baffles me about managers: if you know the formation that you will revert to if you are in trouble, why not start with it?

If you're on a bus and going down a snowy mountain like in Tahoe, and the bus loses its brakes, where do you want to be sitting? Immediately, you all think, 'In the back.' But in the front would be the correct answer. As a quarterback, you want to take control of it.

I've kind of found out that when I do get into trouble, that when I do have people on base, sometimes the best thing is to throw a little bit more off-speed, back off a little bit.

If you're too methodical, too fearful, you're not going to win. But the clever thing is to make the calculation correctly about where and when to go over the top. You've got to know when to push it and when to come back.

I do wonder whether the bigger the game is, the more the risks that David Luiz decides to take.

Being a Navy SEAL and sniper taught me all about risk management. Take away all the risk variables under your control and reduce it to an acceptable level. The same fundamentals apply in business.

As CEO, I believe my most important job is to both define reality and inspire hope for the PayPal team. Defining reality includes being realistic about all the things that could go wrong so that we are prepared to navigate those challenges.

I try to avoid all mistakes. I try to prepare my players and to put them in the best condition to play the game. If you discover a problem during the game, it is too late. You must anticipate and prepare.

It's bad policy to speculate on what you'll do if a plan fails when you're trying to make a plan work.

In strategic decisions, I'd be really concerned about overconfidence.

It's all well and good to look back after the fact and see what we should have done, but we rarely know what path is best when we take that first step.

Managers tend to pick a strategy that is the least likely to fail, rather then to pick a strategy that is most efficient," Said Palmer. " The pain of looking bad is worse than the gain of making the best move.

The time to worry is before you place the bet - not after the wheel is spinning. Once it spins, you forget about it.

The risk of a business being hit by a low probability, high impact event is far higher than most boards realize because the number of potential wild cards is so great.

That's the art of leadership. To make sure that what shouldn't happen, doesn't happen.

Chess is a matter of delicate judgement, knowing when to punch and how to duck.

There is some risk involved in action, there always is. But there is far more risk in failure to act.

I try to be a smart quarterback. I'm not the fastest or the best athlete, but if I can know what the defense is doing and stick to my job and what needs to be done I can make the plays needed to move the ball and score.