Matthew Fox Quotes

You've got to think about big things while you're doing small things, so that all the small things go in the right direction.

I look at everything from 100,000 feet.

The manager has a short-range view; the leader has a long-range perspective.

And Clinton was like that - he saw the whole playing field. He didn't just see the event that he was at or the circumstances of that week or that month. He saw the whole playing field all the time.

I'm like Bush, I see the world more like checkers than chess.

President [Franklin Delano] Roosevelt always had a wider point of view, of necessity, than I did.

I am a bigger-picture manager because I've lived through something that's a big picture.

I believe that the idea of strategic beliefs may be more important than strategic planning when thinking about how you keep the long view.

I think long-term, not short-term.

I think it's really important to have a long-term perspective.

One of the hardest things for the president is to distinguish the routine issues that come through from the essential issues that affect the long term, and not to let himself get sucked into the battles of the bureaucracy for marginal issues, and to keep them focused and to keep his mind clear on what the fundamental things are that he has to accomplish.

When Dad made a decision, whether it was about family or his own career, the majority of the time, it was for the long term, not the short term.

My experience in government is there is a whole host of unintended consequences you have to think through. I can't un-know that, I find it harder now to offer simple solutions.

I'm a good leader. I'm a good executive. I've been outside the U.S. a few times, and I've done a little bit of foreign policy. But most importantly, I'm smart enough to be in charge of this country.

You can get so focused on a strategy and making it work that you lose sight of your larger mission.

To be honest, I'm not the kind of guy to think about the future in the long term.

Never start small where goals are concerned. You'll make better decisions - and find it much easier to work a lot harder - when your ultimate goal is ultimate success.

You have to stick to your plan. Throwing everything overboard and inventing something on the spot does not make sense. You will never get that from me.

I want to take a long-term view. Being distracted by short term things can be dangerous when you are making cold, calm, long-term decisions.

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.

If you're trying to avoid one move that you don't think is going to work out, don't then settle for a different move that maybe doesn't check all the boxes. Be true to the philosophy and understand the bigger picture. There's always another day to fight.

Sometimes you have to make decisions for the bigger picture.

I needed to focus on what is good for my career long-term and when you decide to do something - you stay true to yourself.

From my experience, the best advisors help in three ways: encourage you to look at the problem or opportunity from multiple angles; help you balance the tug of the short-term with important long-term priorities; and ask the tough questions you need to know to reach the best solution.

If you do not look at things on a large scale, it will be difficult to master strategy.