Tom Vilsack Quotes

My job is a decision-making job, and as a result, I make a lot of decisions.

Despite his unimpressive appearance and manner, he was a brilliant fellow with a crystal-clear mind.... It was just that, when it came time for him to act like an executive, he was like a great many other people; when the time comes to make decisions, they have difficulty doing it.

The only people who have quick answers don't have the responsibility of making the decisions.

Make more decisions. That's the only way to get better at it.

You have a meeting to make a decision, not to decide on the question.

Governors have to balance budgets. And they have to make decisions. And they have to do things that sometimes aren't popular. And they also have to bring people together to try to solve problems.

You mustn't confuse the need for effective chairmanship, which is part of the job of the boss, along with the ability to take tough decisions and to lead people.

I certainly don't understand Fox's decision-making process.

I've got an extreme bias toward governors... they know what it's like to make hard decisions. They know what it's like to actually balance a budget - have a budget, first of all, and have a balanced budget.

Executives do many things in addition to making decisions. But only executives make decisions. The first managerial skill is, therefore, the making of effective decisions.

Every decision that affects our lives will be made by the person who has the power to make that decision, not the 'right' person or the 'smartest' person or the 'best' person. Make peace with this fact.

The truth is that many people set rules to keep from making decisions. Not me. I don't want to be a manager or a dictator. I want to be a leader-and leadership is ongoing, adjustable, flexible, and dynamic. As such, leaders have to maintain a certain amount of discretion

In fact, I think [Donald Trump] welcomes the fact that he's got people in the room that may not agree with each other on everything, but he prefers to be presented opinions that are varying at the same time and then making an informed decision based on everyone's input before making decisions.

Simply making decisions, one after another, can be a form of art.

I think being able to have follow-through, I think a lot of people who are in charge, that is the one quality that you can't forsake. You can get opinions, but you can't have too many cooks in the kitchen when you're envisioning something.

When you're having trouble making a decision you're making it too soon.

I have asked James Shabazz, I've asked other people who are members of the OAAU, Herman Ferguson and others, what led to that disastrous decision [that the guards didn't carry weapons]? James Shabazz said to me with a shrug, you just didn't know Malcolm. Malcolm was adamant, and that whatever Malcolm wanted, that's what we just did.

Facts are neutral until human beings add their own meaning to those facts. People make their decisions based on what the facts mean to them, not on the facts themselves. The meaning they add to facts depends on their current story … facts are not terribly useful to influencing others. People don’t need new facts—they need a new story.

In their zeal for particular kinds of decisions to be made, those with the vision of the anointed seldom consider the nature of the: process: by which decisions are made. Often what they propose amounts to third-party decision making by people who pay no cost for being wrong-surely one of the least promising ways of reaching decisions satisfactory to those who must live with the consequences.

I'm a believer that charisma makes a huge difference in people's decisions to follow you. However, it's not just that you say it well, but it's that you know it well. It helps if you can say it well enough that people want to follow you. Charisma isn't required, but it makes a big difference.

If you ask people, as I often do, how they make decisions, 'lucky' people will talk about tuning in to information and instincts, while 'unlucky' people often mention pushing away the uncomfortable feeling they were headed for trouble.

I would like to deal with a person who is able to take responsible decisions and implement the agreements reached. The name [Donald Trump or Hillary Clinton] does not matter.

No man who has not sat in the assemblies of men can know the light, odd and uncertain ways in which decisions are often arrived at.

After all, if you had the complete decision process, you could run it as an AI, and I'd be coding it up right now.

There are a lot of tactical decisions that, if I could have done them over, I would have.