Executive Decision Quotes

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The elegance under pressure is the result of fearlessness.
Ashish Patel
So, preferring death to capture, I accomplished the most astonishing deeds, and which, more then once, showed me that the too great care we take of our bodies is the only obstacle to the sucess of those projects which require rapid decision, and vigorous and determined execution. In reality, when you have once devoted your life to your enterprises, you are no longer the equal of other men, or, rather, other men are no longer your equals, and whosoever has taken this resolution, feels his strength and resources doubled.
Alexandre Dumas (The Count of Monte Cristo)
Grow with discipline. Balance intuition with rigor. Innovate around the core. Don't embrace the status quo. Find new ways to see. Never expect a silver bullet. Get your hands dirty. Listen with empathy and overcommunicate with transparency. Tell your story, refusing to let others define you. Use authentic experiences to inspire. Stick to your values, they are your foundation. Hold people accountable, but give them the tools to succeed. Make the tough choices; it's how you execute that counts. Be decisive in times of crisis. Be nimble. Find truth in trials and lessons in mistakes. Be responsible for what you see, hear, and do. Believe.
Howard Schultz (Onward: How Starbucks Fought for Its Life without Losing Its Soul)
The first rule in decision-making is that one does not make a decision unless there is disagreement.
Peter F. Drucker (The Effective Executive)
Converting a decision into action requires answering several distinct questions: Who has to know of this decision? What action has to be taken? Who is to take it? And what does the action have to be so that the people who have to do it can do it? The first and the last of these are too often overlooked—with dire results.
Peter F. Drucker (The Effective Executive)
a decision without an alternative is a desperate gambler’s throw,
Peter F. Drucker (The Effective Executive)
The decisions we make in the boardroom eventually show themselves in the company's performance.
Hendrith Vanlon Smith Jr.
Today is always the result of actions and decisions taken yesterday. Man, however, whatever his title or rank, cannot foresee the future. Yesterday’s actions and decisions, no matter how courageous or wise they may have been, inevitably become today’s problems,
Peter F. Drucker (The Effective Executive)
Our lives depend on whether safety standards at a nuclear power plant are properly maintained; on how much pesticide is allowed to get into our food or how much pollution into our air; on how skillful (or incompetent) our doctor is; whether we lose or get a job may depend on decisions made by government economists or corporation executives; and so forth. Most individuals are not in a position to secure themselves against these threats to more [than] a very limited extent.
Theodore J. Kaczynski (The Unabomber Manifesto: A Brilliant Madman's Essay on Technology, Society, and the Future of Humanity)
When efforts that are wisely executed, the situation and condition don't affect the performance.
Ashish Patel
When once a decision is reached and execution is the order of the day, dismiss absolutely all responsibility and care about the outcome.
William James
Instead of the concrete individual, you have the names of organizations and, at the highest point, the abstract idea of the State as the principle of political reality. The moral responsibility of the individual is then inevitably replaced by the policy of the State (raison d’etat). Instead of moral and mental differentiation of the individual, you have public welfare and the raising of the living standard. The goal and meaning of individual life (which is the only real life) no longer lie in the individual development but in the policy of the State, which is thrust upon the individual from outside and consists in the execution of an abstract idea which ultimately tends to attract all life to itself. The individual is increasingly deprived of the moral decision as to how he should live his own life, and instead is ruled, fed, clothed, and educated as a social unit, accommodated in the appropriate housing unit, and amused in accordance with the standards that give pleasure and satisfaction to the masses. The rulers, in their turn, are just as much social units as the ruled, and are distinguished only by the fact they are specialized mouthpieces of State doctrine. They do not need to be personalities capable of judgment, but thoroughgoing specialists who are unusable outside their line of business. State policy decides what shall be taught and studied.
C.G. Jung (The Undiscovered Self)
it made our workforce smarter. When you give low-level employees access to information that is generally reserved for high-level executives, they get more done on their own. They work faster without stopping to ask for information and approval. They make better decisions without needing input from the top.
Reed Hastings (No Rules Rules: Netflix and the Culture of Reinvention)
Henry stirs into life. 'Do I retain you for what is easy? Do you think it is for your personal beauty? The charm of your presence? I keep you, Master Cromwell, because you are as cunning as a bag of serpents. But do not be a viper in my bosom. You know my decision. Execute it.' pg. 585
Hilary Mantel (Wolf Hall (Thomas Cromwell, #1))
Nobody ever got started on a career as a writer by exercising good judgment, and no one ever will, either, so the sooner you break the habit of relying on yours, the faster you will advance. People with good judgment weigh the assurance of a comfortable living represented by the mariners’ certificates that declare them masters of all ships, whether steam or sail, and masters of all oceans and all navigable rivers, and do not forsake such work in order to learn English and write books signed Joseph Conrad. People who have had hard lives but somehow found themselves fetched up in executive positions with prosperous West Coast oil firms do not drink and wench themselves out of such comfy billets in order in their middle age to write books as Raymond Chandler; that would be poor judgment. No one on the payroll of a New York newspaper would get drunk and chuck it all to become a free-lance writer, so there was no John O’Hara. When you have at last progressed to the junction that enforces the decision of whether to proceed further, by sending your stuff out, and refusing to remain a wistful urchin too afraid to beg, and you have sent the stuff, it is time to pause and rejoice.
George V. Higgins
What Manner Of Men Are These That Wear The Maroon Beret? They are firstly all volunteers and are toughened by physical training. As a result they have infectious optimism and that offensive eagerness which comes from well-being. They have 'jumped' from the air and by doing so have conquered fear. Their duty lies in the van of the battle. They are proud of this honour. They have the highest standards in all things whether it be skill in battle or smartness in the execution of all peace time duties. They are in fact - men apart - every man an emperor. Of all the factors, which make for success in battle, the spirit of the warrior is the most decisive. That spirit will be found in full measure in the men who wear the maroon beret
Bernard Montgomery
The job is, however, not to set priorities. That is easy. Everybody can do it. The reason why so few executives concentrate is the difficulty of setting “posteriorities”—that is, deciding what tasks not to tackle—and of sticking to the decision.
Peter F. Drucker (The Effective Executive)
Focus on the big decisions. “As a senior executive, what do you really get paid to do?” he asks. “You get paid to make a small number of high-quality decisions. Your job is not to make thousands of decisions every day.
Jeff Bezos (Invent and Wander: The Collected Writings of Jeff Bezos)
One more thing, gentlemen, before I quit. Thomas Jefferson once said that all men are created equal, a phrase that the Yankees and the distaff side of the Executive branch in Washington are fond of hurling at us. There is a tendency in this year of grace, 1935, for certain people to use this phrase out of context, to satisfy all conditions. The most ridiculous example I can think of is that the people who run public education promote the stupid and idle along with the industrious — because all men are created equal, educators will gravely tell you, the children left behind suffer terrible feelings of inferiority. We know all men are not created equal in the sense some people would have us believe — some people are smarter than others, some people have more opportunity because they’re born with it, some men make more money than others, some ladies make better cakes than others — some people are born gifted beyond the normal scope of most men. But there is one way in this country in which all men are created equal — there is one human institution that makes a pauper the equal of a Rockefeller, the stupid man the equal of an Einstein, and the ignorant man the equal of any college president. That institution, gentlemen, is a court. It can be the Supreme Court of the United States or the humblest J.P. court in the land, or this honorable court which you serve. Our courts have their faults, as does any human institution, but in this country our courts are the great levelers, and in our courts all men are created equal. I'm no idealist to believe firmly in the integrity of our courts and in the jury system — that is no ideal to me, it is a living, working reality. Gentlemen, a court is no better than each man of you sitting before me on this jury. A court is only as sound as its jury, and a jury is only as sound as the men who make it up. I am confident that you gentlemen will review without passion the evidence you have heard, come to a decision, and restore this defendant to his family. In the name of God, do your duty. In the name of God, believe him.
Harper Lee (To Kill a Mockingbird)
Structuring jobs to fit personality is almost certain to lead to favoritism and conformity. And no organization can afford either. It needs equity and impersonal fairness in its personnel decisions. Or else it will either lose its good people or destroy their incentive. And it needs diversity. Or else it will lack the ability to change and the ability for dissent which (as Chapter 7 will discuss) the right decision demands.
Peter F. Drucker (The Effective Executive)
There are only two types of people in an organization. The people who make decisions and the people who execute them.
Harjeet Khanduja (How Leaders Decide: Tackling Biases and Risks in Decision Making)
The most trivial things create the most critical complications in any execution.
Harjeet Khanduja (How Leaders Decide: Tackling Biases and Risks in Decision Making)
Change is the law of nature, not humans. Humans still go by the first law of Newton.
Harjeet Khanduja (How Leaders Decide: Tackling Biases and Risks in Decision Making)
Every good-to-great company had Level 5 leadership during the pivotal transition years. • “Level 5” refers to a five-level hierarchy of executive capabilities, with Level 5 at the top. Level 5 leaders embody a paradoxical mix of personal humility and professional will. They are ambitious, to be sure, but ambitious first and foremost for the company, not themselves. • Level 5 leaders set up their successors for even greater success in the next generation, whereas egocentric Level 4 leaders often set up their successors for failure. • Level 5 leaders display a compelling modesty, are self-effacing and understated. In contrast, two thirds of the comparison companies had leaders with gargantuan personal egos that contributed to the demise or continued mediocrity of the company. • Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions. • Level 5 leaders display a workmanlike diligence—more plow horse than show horse. • Level 5 leaders look out the window to attribute success to factors other than themselves. When things go poorly, however, they look in the mirror and blame themselves, taking full responsibility. The comparison CEOs often did just the opposite—they looked in the mirror to take credit for success, but out the window to assign blame for disappointing results.
James C. Collins (Good to Great: Why Some Companies Make the Leap...And Others Don't)
Sir Thomas More (7 February 1478 – 6 July 1535), also known as Saint Thomas More, was an English lawyer, author, and statesman. During his lifetime he earned a reputation as a leading humanist scholar and occupied many public offices, including that of Lord Chancellor from 1529 to 1532. More coined the word "utopia", a name he gave to an ideal, imaginary island nation whose political system he described in a book published in 1516. He is chiefly remembered for his principled refusal to accept King Henry VIII's claim to be supreme head of the Church of England, a decision which ended his political career and led to his execution as a traitor. In 1935, four hundred years after his death, More was canonized in the Catholic Church by Pope Pius XI, and was later declared the patron saint of lawyers and statesmen. He shares his feast day, June 22 on the Catholic calendar of saints, with Saint John Fisher, the only Bishop during the English Reformation to maintain his allegiance to the Pope. More was added to the Anglican Churches' calendar of saints in 1980. Source: Wikipedia
Thomas More (Utopia (Norton Critical Editions))
Naturally, some of the reviews were negative. In speeches, Bezos later recalled getting an angry letter from an executive at a book publisher implying that Bezos didn’t understand that his business was to sell books, not trash them. “We saw it very differently,” Bezos said. “When I read that letter, I thought, we don’t make money when we sell things. We make money when we help customers make purchase decisions.”5
Brad Stone (The Everything Store: Jeff Bezos and the Age of Amazon)
For Gracias, the Tesla and SpaceX investor and Musk’s friend, the 2008 period told him everything he would ever need to know about Musk’s character. He saw a man who arrived in the United States with nothing, who had lost a child, who was being pilloried in the press by reporters and his ex-wife and who verged on having his life’s work destroyed. “He has the ability to work harder and endure more stress than anyone I’ve ever met,” Gracias said. “What he went through in 2008 would have broken anyone else. He didn’t just survive. He kept working and stayed focused.” That ability to stay focused in the midst of a crisis stands as one of Musk’s main advantages over other executives and competitors. “Most people who are under that sort of pressure fray,” Gracias said. “Their decisions go bad. Elon gets hyperrational. He’s still able to make very clear, long-term decisions. The harder it gets, the better he gets. Anyone who saw what he went through firsthand came away with more respect for the guy. I’ve just never seen anything like his ability to take pain.
Ashlee Vance (Elon Musk: Inventing the Future)
a leading humanist scholar and occupied many public offices, including that of Lord Chancellor from 1529 to 1532. More coined the word "utopia", a name he gave to an ideal, imaginary island nation whose political system he described in a book published in 1516. He is chiefly remembered for his principled refusal to accept King Henry VIII's claim to be supreme head of the Church of England, a decision which ended his political career and led to his execution as a traitor. In 1935, four hundred years after his death, More was canonized in the Catholic Church by Pope Pius XI, and was later declared the patron saint of lawyers and statesmen
Thomas More (Utopia (Norton Critical Editions))
You’ve just had an order from your Commander in Chief,” Haig said. Watts could not resign. “Fuck you, Al,” Watts said. “I just did.” Kissinger called his staff together in the Executive Office Building to plead for their support of the decision. “We are all the President’s men,” he said, “and we’ve got to behave that way.
Carl Bernstein (The Final Days)
When we ask ourselves how America became the world’s greatest jailer, it is natural to focus on bright, shiny objects: national campaigns, federal legislation, executive orders from the Oval Office. But we should train our eyes, also, on more mundane decisions and directives, many of which took place on the local level. Which agency director did a public official enlist in response to citizen complaints about used syringes in back alleys? Such small choices, made daily, over time, in every corner of our nation, are the bricks that built our prison nation.
James Forman Jr. (Locking Up Our Own: Crime and Punishment in Black America)
Work by Martha Farah of the University of Pennsylvania, Tom Boyce of UCSF, and others demonstrates something outrageous: By age five, the lower a child’s socioeconomic status, on the average, the (a) higher the basal glucocorticoid levels and/or the more reactive the glucocorticoid stress response, (b) the thinner the frontal cortex and the lower its metabolism, and (c) the poorer the frontal function concerning working memory, emotion regulation, impulse control, and executive decision making; moreover, to achieve equivalent frontal regulation, lower-SES kids must activate more frontal cortex than do higher-SES kids. In addition, childhood poverty impairs maturation of the corpus callosum, a bundle of axonal fibers connecting the two hemispheres and integrating their function. This is so wrong—foolishly pick a poor family to be born into, and by kindergarten, the odds of your succeeding at life’s marshmallow tests are already stacked against you.34
Robert M. Sapolsky (Behave: The Biology of Humans at Our Best and Worst)
When forecasting the outcomes of risky projects, executives too easily fall victim to the planning fallacy. In its grip, they make decisions based on delusional optimism rather than on a rational weighting of gains, losses, and probabilities. They overestimate benefits and underestimate costs. They spin scenarios of success while overlooking the potential for mistakes and miscalculations. As a result, they pursue initiatives that are unlikely to come in on budget or on time or to deliver the expected returns—or even to be completed. In this view, people often (but not always) take on risky projects because they are overly optimistic about the odds they face. I will return to this idea several times in this book—it probably contributes to an explanation of why people litigate, why they start wars, and why they open small businesses.
Daniel Kahneman (Thinking, Fast and Slow)
Dee Henning. I understand your focus, your drive to succeed, really I do, but I gotta wonder how you can even call it success when you’re so wrapped up in your work that the only way you’ll ever get laid is if they put it in the job description.
Grace Marshall (An Executive Decision (The Executive Decision Trilogy, #1))
What rules, then, can one follow if one is dedicated to the truth? First, never speak falsehood. Second, bear in mind that the act of withholding the truth is always potentially a lie, and that in each instance in which the truth is withheld a significant moral decision is required. Third, the decision to withhold the truth should never be based on personal needs, such as a need for power, a need to be liked or a need to protect one’s map from challenge. Fourth, and conversely, the decision to withhold the truth must always be based entirely upon the needs of the person or people from whom the truth is being withheld. Fifth, the assessment of another’s needs is an act of responsibility which is so complex that it can only be executed wisely when one operates with genuine love for the other. Sixth, the primary factor in the assessment of another’s needs is the assessment of that person’s capacity to utilize the truth for his or her own spiritual growth. Finally, in assessing the capacity of another to utilize the truth for personal spiritual growth, it should be borne in mind that our tendency is generally to underestimate rather than overestimate this capacity. All this might seem like an extraordinary task, impossible to ever perfectly complete, a chronic and never-ending burden, a real drag. And it is indeed a never-ending burden of self-discipline, which is why most people opt for a life of very limited honesty and openness and relative closedness, hiding themselves and their maps from the world. It is easier that way. Yet the rewards of the difficult life of honesty and dedication to the truth are more than commensurate with the demands. By virtue of the fact that their maps are continually being challenged, open people are continually growing people. Through their openness they can establish and maintain intimate relationships far more effectively than more closed people. Because they never speak falsely they can be secure and proud in the knowledge that they have done nothing to contribute to the confusion of the world, but have served as sources of
M. Scott Peck (The Road Less Traveled: A New Psychology of Love, Traditional Values and Spiritual Growth)
Executives might make the final decisions about what would be produced, but engineers would provide most of the ideas for new products. After all, engineers were the people who really knew the state of the art and who were therefore best equipped to prophesy changes in it.
Tracy Kidder (The Soul of a New Machine)
Even in systems that have multiple moderating institutions, the chief executive almost always has considerable power. But what happens when that executive is not mentally fit to hold office? What if he begins to make decisions that threaten the well-being and security of the realm?
Stephen Greenblatt (Tyrant: Shakespeare on Politics)
Whatever the philosophical problems raised by consciousness, for the purpose of this story it can be thought of as the culmination of an evolutionary trend towards the emancipation of survival machines as executive decision-takers from their ultimate masters, the genes. [The Selfish Gene]
Richard Dawkins
In his theory Perrow recognized that modern systems are made up of thousands of parts, including fallible human decision makers, which interrelate in ways that are, like Laplace´s atoms, impossible to track and anticipate individually. Yet one can bet on the fact that just as atoms executing a drunkard´s walk will eventually get somewhere, so too will accidents eventually occur. Called normal accident theory, Perrow´s doctrine describes how that happens – how accidents can occur without clear causes, without those glaring errors and incompetent villains sought by corporate or government commission.
Leonard Mlodinow (The Drunkard's Walk: How Randomness Rules Our Lives)
thought then that decent, intelligent, and experienced managers would automatically make rational business decisions. But I learned over time that isn’t so. Instead, rationality frequently wilts when the institutional imperative comes into play. For example: (1) As if governed by Newton’s First Law of Motion, an institution will resist any change in its current direction; (2) Just as work expands to fill available time, corporate projects or acquisitions will materialize to soak up available funds; (3) Any business craving of the leader, however foolish, will be quickly supported by detailed rate-of-return and strategic studies prepared by his troops; and (4) The behavior of peer companies, whether they are expanding, acquiring, setting executive compensation or whatever, will be mindlessly imitated.
Warren Buffett (The Essays of Warren Buffett: Lessons for Corporate America)
She made a decision and forced out the words. “I’m sorry.” “For what?” he asked coolly, not even looking at her. “You dance as beautifully as anyone would expect.” “For being intolerably rude,” she persisted. “If that is how you see it.” He glanced down and raised a brow. “Is not that how you see it?” Amy kept a hold on her temper. “Perhaps. But chiefly, I was being honest.” “So was I.” “When?” she asked, confused. “When I called you a bitch.” He smiled and executed a particularly dizzy turn.
Jo Beverley (The Fortune Hunter (Lovers and Ladies, #5))
Throwing down your staff is letting go and letting God. And that's counterintuitive for those of us who are control freaks. As our executive pastor Joel Schmidgall likes to say, "You can have faith or you can have control, but you cannot have both." If you want God to do something off the chart, you have to take your hands off the controls.
Mark Batterson (All In: You Are One Decision Away From a Totally Different Life)
Gentlemen, I take it we are all in complete agreement on the decision here.” Everyone around the table nodded assent. “Then,” continued Mr. Sloan, “I propose we postpone further discussion of this matter until our next meeting to give ourselves time to develop disagreement and perhaps gain some understanding of what the decision is all about.
Peter F. Drucker (The Effective Executive)
The right of self-determination of the peoples includes the right to a state of their own. However, the foundation of a state does not increase the freedom of a people. The system of the United Nations that is based on nation-states has remained inefficient. Meanwhile, nation-states have become serious obstacles for any social development. Democratic confederalism is the contrasting paradigm of the oppressed people. Democratic confederalism is a non-state social paradigm. It is not controlled by a state. At the same time, democratic confederalism is the cultural organizational blueprint of a democratic nation. Democratic confederalism is based on grassroots participation. Its decision-making processes lie with the communities. Higher levels only serve the coordination and implementation of the will of the communities that send their delegates to the general assemblies. For limited space of time they are both mouthpiece and executive institution. However, the basic power of decision rests with the local grassroots institutions.
Abdullah Öcalan (Democratic Confederalism)
Around here, I am only the guy who is responsible. If these men don’t know what to do when they run into an enemy in the jungle, I’m too far away to tell them. My job is to make sure they know. What they do depends on the situation which only they can judge. The responsibility is always mine, but the decision lies with whoever is on the spot.” In
Peter F. Drucker (The Effective Executive)
Effective executives, finally, make effective decisions
Peter F. Drucker (The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials))
He who moulds public sentiment goes deeper than ehe who enacts statutes or pronounces decisions. He makes statutes and decisions possible or impossible to be executed.
Abraham Lincoln (The Lincoln-Douglas Debates)
The future is a major abstraction, riddled with a million vibrating variables you can’t control. The best information you’ll ever have about a decision is at the moment of execution.
Jason Fried (It Doesn't Have to Be Crazy at Work)
In all death penalty cases, spending time with clients is important. Developing the trust of clients is not only necessary to manage the complexities of the litigation & deal with the stress of a potential execution; it's also key to effective advocacy. A client's life often depends on his lawyer's ability to create a mitigation narrative that contextualizes his poor decisions or violent behavior. Uncovering things about someone's background that no one has previously discovered--things that might be hard to discuss but are critically important--requires trust. Getting someone to acknowledge he has been the victim of child sexual abuse, neglect, or abandonment won't happen without the kind of comfort that takes hours and multiple visits to develop. Talking about sports, TV, popular culture, or anything else the client wants to discuss is absolutely appropriate to building a relationship that makes effective work possible.
Bryan Stevenson (Just Mercy)
There comes a point in your life when you have to take a decision, firm one. You take it, stick to it, execute it. You might alienate some people with your decision but as long as you know the decision is right there is nothing to be concerned about. If you have the slightest doubt that the decision was wrong and it has done more harm than good, you must rectify. If you are sure the decision was absolutely right then you need not be worried about the people you alienated, you are better off without them in your life. If people cannot appreciate you for what you are, you don't need their drama in your life.
Arti Honrao
Decisions are made by men. Men are fallible; at their best their works do not last long. Even the best decision has a high probability of being wrong. Even the most effective one eventually becomes obsolete.
Peter F. Drucker (The Effective Executive)
Good follow-up is just as important as the meeting itself. The great master of follow-up was Alfred Sloan, the most effective business executive I have ever known. Sloan, who headed General Motors from the 1920s until the 1950s, spent most of his six working days a week in meetings—three days a week in formal committee meetings with a set membership, the other three days in ad hoc meetings with individual GM executives or with a small group of executives. At the beginning of a formal meeting, Sloan announced the meeting’s purpose. He then listened. He never took notes and he rarely spoke except to clarify a confusing point. At the end he summed up, thanked the participants, and left. Then he immediately wrote a short memo addressed to one attendee of the meeting. In that note, he summarized the discussion and its conclusions and spelled out any work assignment decided upon in the meeting (including a decision to hold another meeting on the subject or to study an issue). He specified the deadline and the executive who was to be accountable for the assignment. He sent a copy of the memo to everyone who’d been present at the meeting. It was through these memos—each a small masterpiece—that Sloan made himself into an outstandingly effective executive.
Peter F. Drucker (The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials))
[A]n important takeaway from our study for corporate executives is that communications with investors, and probably other critical managerial decisions and negotiations, should be conducted earlier in the day.”11
Daniel H. Pink (When: The Scientific Secrets of Perfect Timing)
Stressful conditions tax our cognitive bandwidth, reducing our ability to think clearly and exercise executive control. Stress also hurts our ability to make rational long-term decisions that require delayed gratification. Living in a community in which we feel a sense of trust and support acts as a buffer against the detrimental impact of scarcity. However, a higher level of income inequality in our community can fray our sense of social trust.
Dan Ariely (Misbelief: What Makes Rational People Believe Irrational Things)
Eighty percent of global carbon emissions come from only 10 countries. Their leaders, along with the executives of the world’s most powerful corporations, have disproportionate influence on the decisions that affect emissions
Dale Jamieson (Reason in a Dark Time: Why the Struggle Against Climate Change Failed -- and What It Means for Our Future)
What rules, then, can one follow if one is dedicated to the truth? First, never speak falsehood. Second, bear in mind that the act of withholding the truth is always potentially a lie, and that in each instance in which the truth is withheld a significant moral decision is required. Third, the decision to withhold the truth should never be based on personal needs, such as a need for power, a need to be liked or a need to protect one’s map from challenge. Fourth, and conversely, the decision to withhold the truth must always be based entirely upon the needs of the person or people from whom the truth is being withheld. Fifth, the assessment of another’s needs is an act of responsibility which is so complex that it can only be executed wisely when one operates with genuine love for the other. Sixth, the primary factor in the assessment of another’s needs is the assessment of that person’s capacity to utilize the truth for his or her own spiritual growth. Finally, in assessing the capacity of another to utilize the truth for personal spiritual growth, it should be borne in mind that our tendency is generally to underestimate rather than overestimate this capacity.
M. Scott Peck (The Road Less Traveled: A New Psychology of Love, Traditional Values and Spiritual Growth)
this book itself is not a book on what people at the top do or should do. It is addressed to everyone who, as a knowledge worker, is responsible for actions and decisions which are meant to contribute to the performance capacity of his organization.
Peter F. Drucker (The Effective Executive)
Malaria prevention and eradication should be inspired by General George Patton’s advice: “A good plan executed violently today is better than a perfect plan in a week.” In this war of attrition, millions of people will be lost while waiting on researchers to finally emerge triumphant from their labs with the perfect malaria cure; yet meanwhile, there are plenty of time-proven, practical actions that individuals, families and communities can do today with what is already in hand that can decisively defeat malaria transmission if applied with vigor and disciplined consistency.
T.K. Naliaka
So, preferring death a thousand times to arrest, I accomplished astonishing feats which, more than once, proved to me that our excessive concern with the welfare of our bodies is almost the only obstacle to the success of any of our plans, when these demand rapid decisions and vigorous and determined execution. In reality, once you have made the sacrifice of your life, you are no longer the equal of other men; or, rather, they are no longer your equal, because whoever has taken such a resolution instantly feels his strength increase ten times and his outlook vastly extended.
Alexandre Dumas (The Count of Monte Cristo)
A decision is a judgment. It is a choice between alternatives. It is rarely a choice between right and wrong. It is at best a choice between “almost right” and “probably wrong”—but much more often a choice between two courses of action neither of which is provably more nearly right than the other.
Peter F. Drucker (The Effective Executive)
But as records of courts of justice are admissible, it can easily be proved that powerful and malevolent magicians once existed and were a scourge to mankind. The evidence (including confession) upon which certain women were convicted of witchcraft and executed was without a flaw; it is still unimpeachable. The judges' decisions based on it were sound in logic and in law. Nothing in any existing court was ever more thoroughly proved than the charges of witchcraft and sorcery for which so many suffered death. If there were no witches, human testimony and human reason are alike destitute of value.
Ambrose Bierce (The Unabridged Devil's Dictionary)
I know of executives and investors who keep a “decision journal” in which they record the major decisions they make each week, why they made them, and what they expect the outcome to be. They review their choices at the end of each month or year to see where they were correct and where they went wrong.
James Clear (Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones)
Meanwhile, bank executives bristled—sometimes privately, but often in the press—at any suggestion that they had in any way screwed up, or should be subject to any constraints when it came to running their business. This last bit of chutzpah was most pronounced in the two savviest operators on Wall Street, Lloyd Blankfein of Goldman Sachs and Jamie Dimon of JPMorgan Chase, both of whom insisted that their institutions had avoided the poor management decisions that plagued other banks and neither needed nor wanted government assistance. These claims were true only if you ignored the fact that the solvency of both outfits depended entirely on the ability of the Treasury and the Fed to keep the rest of the financial system afloat, as well as the fact that Goldman in particular had been one of the biggest peddlers of subprime-based derivatives—and had dumped them onto less sophisticated customers right before the bottom fell out.
Barack Obama (A Promised Land)
Then, in the end, the leader makes the call. It’s conflict and debate leading to an executive decision. No major decision we’ve studied was ever taken at a point of unanimous agreement. There was always some disagreement in the air. Our research showed that before a major decision, you would see significant debate. But after the decision, people would unify behind that decision to make it successful. Again, and I can’t stress this too much, it all begins with having the right people—those who can debate in search of the best answers but who can then set aside their disagreements and work together for the success of the enterprise.
Verne Harnish (The Greatest Business Decisions of All Time: How Apple, Ford, IBM, Zappos, and others made radical choices that changed the course of business.)
Trump is Trump. I came to understand that he believed he could run the Executive Branch and establish national-security policies on instinct, relying on personal relationships with foreign leaders, and with made-for-television showmanship always top of mind. Now, instinct, personal relations, and showmanship are elements of any President’s repertoire. But they are not all of it, by a long stretch. Analysis, planning, intellectual discipline and rigor, evaluation of results, course corrections, and the like are the blocking and tackling of presidential decision-making, the unglamorous side of the job. Appearance takes you only so far.
John R. Bolton (The Room Where It Happened: A White House Memoir)
In his book Politics, which is the foundation of the study of political systems, and very interesting, Aristotle talked mainly about Athens. But he studied various political systems - oligarchy, monarchy - and didn't like any of the particularly. He said democracy is probably the best system, but it has problems, and he was concerned with the problems. One problem that he was concerned with is quite striking because it runs right up to the present. He pointed out that in a democracy, if the people - people didn't mean people, it meant freemen, not slaves, not women - had the right to vote, the poor would be the majority, and they would use their voting power to take away property from the rich, which wouldn't be fair, so we have to prevent this. James Madison made the same pint, but his model was England. He said if freemen had democracy, then the poor farmers would insist on taking property from the rich. They would carry out what we these days call land reform. and that's unacceptable. Aristotle and Madison faced the same problem but made the opposite decisions. Aristotle concluded that we should reduce ineqality so the poor wouldn't take property from the rich. And he actually propsed a visin for a city that would put in pace what we today call welfare-state programs, common meals, other support systems. That would reduce inequality, and with it the problem of the poor taking property from the rich. Madison's decision was the opposite. We should reduce democracy so the poor won't be able to get together to do this. If you look at the design of the U.S. constitutional system, it followed Madison's approach. The Madisonian system placed power in the hands of the Senate. The executive in those days was more or less an administrator, not like today. The Senate consisted of "the wealth of the nation," those who had sympathy for property owners and their rights. That's where power should be. The Senate, remember, wasn't elected. It was picked by legislatures, who were themselves very much subject to control by the rich and the powerful. The House, which was closer to the population, had much less power. And there were all sorts of devices to keep people from participation too much - voting restrictions and property restrictions. The idea was to prevent the threat of democracy. This goal continues right to the present. It has taken different forms, but the aim remains the same.
Noam Chomsky (Power Systems: Conversations on Global Democratic Uprisings and the New Challenges to U.S. Empire (American Empire Project))
Perhaps you think that better-educated people would do better? Or people who are more interested in the issues? I certainly thought that once, but I was wrong. I have tested audiences from all around the world and from all walks of life: medical students, teachers, university lecturers, eminent scientists, investment bankers, executives in multinational companies, journalists, activists, and even senior political decision makers. These are highly educated people who take an interest in the world. But most of them—a stunning majority of them—get most of the answers wrong. Some of these groups even score worse than the general public; some of the most appalling results came from a group of Nobel laureates and medical researchers. It is not a question of intelligence. Everyone seems to get the world devastatingly wrong. Not only devastatingly wrong, but systematically wrong. By which I mean that these test results are not random. They are worse than random: they are worse than the results I would get if the people answering my questions had no knowledge at all.
Hans Rosling (Factfulness: Ten Reasons We're Wrong About the World—and Why Things Are Better Than You Think)
Self-reliance is an America virtue but not a biblical value. Solomon wrote, "The way of fools seems right to them, but the wise listen to advice." (Proverbs 12:15) The word 'listen' carries with it the meaning of seeking out as well as receiving advice. A lot of pain can be prevented if leaders would just check in with their coach before a making a big decision.
Gary Rohrmayer
The structure of the corporation is a telling case in point—and it is no coincidence that the first major joint-stock corporations in the world were the English and Dutch East India companies, ones that pursued that very same combination of exploration, conquest, and extraction as did the conquistadors. It is a structure designed to eliminate all moral imperatives but profit. The executives who make decisions can argue—and regularly do—that, if it were their own money, of course they would not fire lifelong employees a week before retirement, or dump carcinogenic waste next to schools. Yet they are morally bound to ignore such considerations, because they are mere employees whose only responsibility is to provide the maximum return on investment
David Graeber (Debt: The First 5,000 Years)
Driving exploration is critical, but knowing when to stop is also. Product development is exploring with a purpose, delivering value within a set of constraints. Frequent, timeboxed iterations compel the development and product teams and executives to make difficult tradeoff decisions early and often during the project. Feature delivery contributes to realistic evaluations because product managers can look at tangible, verifiable results.
Jim Highsmith (Agile Project Management: Creating Innovative Products)
In any sizable park or green space, you’ll likely find two kinds of paths: the formal kind, paved with brick or concrete, and the informal kind, the paths made by people walking over and over a stretch of grass, wearing away the green and carving a scruffy emergent line in its place. These are paths made by sheer repetitive use; they’re not anyone’s executive decision but arise one choice at a time, collected in aggregate. Most of us know them as friendly disobedience: they’re shortcuts, maybe, or just the most commonsense pathway from one frequented site to another. Urban planners call these paths “desire lines,” or sometimes “cow paths,” “pirate paths,” or the slightly stuffier “counter-grid trajectories.” They indicate yearning, some planners say—either to have formal paved lines where there are none or to actively carve out a different path where one had been prescribed.
Sara Hendren (What Can a Body Do?: How We Meet the Built World)
executive and nonexecutive, every day. Yet few people are even aware of it. When asked whether making decisions would deplete their willpower and make them vulnerable to temptation, most people say no. They don’t realize that decision fatigue helps explain why ordinarily sensible people get angry at their colleagues and families, splurge on clothes, buy junk food at the supermarket, and can’t resist the car dealer’s offer to rustproof their new sedan.
Roy F. Baumeister (Willpower: Rediscovering the Greatest Human Strength)
The East is also where the Nazis had most vigorously pursued the Holocaust, where they set up the vast majority of ghettoes, concentration camps, and killing fields. Snyder notes that Jews accounted for less than 1 percent of the German population when Hitler came to power in 1933, and many of those managed to flee. Hitler’s vision of a “Jew-free” Europe could only be realized when the Wehrmacht invaded Poland, Czechoslovakia, Belarus, Ukraine, and the Baltic States, and eventually Hungary and the Balkans, which is where most of the Jews of Europe actually lived. Of the 5.4 million Jews who died in the Holocaust, the vast majority were from Eastern Europe. Most of the rest were taken to the region to be murdered. The scorn the Nazis held for all Eastern Europeans was closely related to their decision to take the Jews from all over Europe to the East for execution. There, in a land of subhumans, it was possible to do inhuman things.16
Anne Applebaum (Iron Curtain: The Crushing of Eastern Europe, 1944-1956)
(Hitler had a constitutional duty to consider each appeal for clemency and sign the execution warrant.) In bygone times the condemned criminal had had the traditional right to see the Kaiser's signature on the warrant before being led to the scaffold. In Hitler's era, the usages were less picturesque. A telephone call went from Schaub to Lammers in Berlin: ‘The Führer has turned down the appeal for clemency’ – this sufficed to rubber-stamp a facsimile of the Führer's signature on the execution warrant. On one occasion the file laid before Hitler stated simply that the Berlin Chancellery would ‘take the necessary steps’ if they had heard no decision from him by ten P.M. that night. Human life was becoming cheaper in the new Germany. When it was at its cheapest, at the time of Stalingrad, Walther Hewel was to explain to an OKW staff officer, ‘If you want to understand the way the Führer's mind works, you must look upon the human race as being just a swarm of ants.’ However,
David Irving (The War Path)
The process of decision making and projecting a future in which one future among many can be selected depends less and less on human will. We may call it the paradox of the decider: as the circulation of information becomes faster and more complex, the time available for the elaboration of relevant information becomes shorter. The more space taken by the available information, the less time there is for understanding and conscious choice. This is why the interdependence between data and decisions is more and more embedded in infomachinery, in technolinguistic interfaces. This is why the execution of the program is entrusted to automated procedures that human operators can neither change nor ignore. The machine pretends to be neutral, purely mathematical, but we know that its procedures are only the technical reification of social interests: profit, accumulation, competition—these are the criteria underlying the automatic procedures embedded in the machine. Human volition is reduced to a procedural pretense.
Franco "Bifo" Berardi (After the Future)
PEACETIME CEO/WARTIME CEO Peacetime CEO knows that proper protocol leads to winning. Wartime CEO violates protocol in order to win. Peacetime CEO focuses on the big picture and empowers her people to make detailed decisions. Wartime CEO cares about a speck of dust on a gnat’s ass if it interferes with the prime directive. Peacetime CEO builds scalable, high-volume recruiting machines. Wartime CEO does that, but also builds HR organizations that can execute layoffs. Peacetime CEO spends time defining the culture. Wartime CEO lets the war define the culture. Peacetime CEO always has a contingency plan. Wartime CEO knows that sometimes you gotta roll a hard six. Peacetime CEO knows what to do with a big advantage. Wartime CEO is paranoid. Peacetime CEO strives not to use profanity. Wartime CEO sometimes uses profanity purposefully. Peacetime CEO thinks of the competition as other ships in a big ocean that may never engage. Wartime CEO thinks the competition is sneaking into her house and trying to kidnap her children. Peacetime CEO aims to expand the market. Wartime CEO aims to win the market. Peacetime CEO strives to tolerate deviations from the plan when coupled with effort and creativity. Wartime CEO is completely intolerant. Peacetime CEO does not raise her voice. Wartime CEO rarely speaks in a normal tone. Peacetime CEO works to minimize conflict. Wartime CEO heightens the contradictions. Peacetime CEO strives for broad-based buy-in. Wartime CEO neither indulges consensus building nor tolerates disagreements. Peacetime CEO sets big, hairy, audacious goals. Wartime CEO is too busy fighting the enemy to read management books written by consultants who have never managed a fruit stand. Peacetime CEO trains her employees to ensure satisfaction and career development. Wartime CEO trains her employees so they don’t get their asses shot off in the battle. Peacetime CEO has rules like “We’re going to exit all businesses where we’re not number one or two.” Wartime CEO often has no businesses that are number one or two and therefore does not have the luxury of following that rule.
Ben Horowitz (The Hard Thing About Hard Things: Building a Business When There Are No Easy Answers)
The connection between childhood adversity and frontocortical maturation pertains to childhood poverty. Work by Martha Farah of the University of Pennsylvania, Tom Boyce of UCSF, and others demonstrates something outrageous: By age five, the lower a child’s socioeconomic status, on the average, the (a) higher the basal glucocorticoid levels and/or the more reactive the glucocorticoid stress response, (b) the thinner the frontal cortex and the lower its metabolism, and (c) the poorer the frontal function concerning working memory, emotion regulation, impulse control, and executive decision making; moreover, to achieve equivalent frontal regulation, lower-SES kids must activate more frontal cortex than do higher-SES kids. In addition, childhood poverty impairs maturation of the corpus callosum, a bundle of axonal fibers connecting the two hemispheres and integrating their function. This is so wrong—foolishly pick a poor family to be born into, and by kindergarten, the odds of your succeeding at life’s marshmallow tests are already stacked against you.
Robert M. Sapolsky (Behave: The Biology of Humans at Our Best and Worst)
When I first began to criticize small farming, a number of critics (most of them small-scale farmers) roundly condemned me for supporting agribusiness. In my favorite example to date, Joel Salatin, who figures prominently in the grass-fed-beef chapter, condemned my “love affair with confinement hog factories”! This reaction, while wildly inaccurate, is nonetheless important to take seriously. Most notably, it’s almost comically indicative of how narrowly we have framed our options. Joel was serious. His accusation shows that by constricting our choices to animal products sourced from either industrial or nonindustrial operations, by holding up the animal-based alternatives to industrial agriculture as our only alternative, we have silenced discussion of the most fertile, most politically consequential, and most reform-minded choice: eating plants. This alternative to the alternatives changes the entire game of revolutionizing our broken food system. It places the food movement on a new foundation, infuses it with fresh energy, and promotes the only choice that keeps agribusiness executives awake at night.
James McWilliams (The Modern Savage: Our Unthinking Decision to Eat Animals)
Milch had a bigger cast, a bigger set (on the Melody Ranch studio, where Gene Autry had filmed very different Westerns decades earlier), and more creative freedom than he’d ever had before. There were no advertisers to answer to, and HBO was far more hands-off than the executives at NBC or ABC had been. And as a result, there was even less pretense of planning than there had been on NYPD Blue, and more improvisation. There were scripts for the first four episodes of Season 1, and after that, most of the series was written on the fly, with the cast and crew often not learning what they would be doing until the day before (if that). As Jody Worth recalls, the Deadwood writers would gather each morning for a long conversation: “We would talk about where we were going in the episode, and a lot of talk that had nothing to do with anything, a lot of Professor Milch talk, all over the map talk, which I enjoyed.” Out of those daily conversations came the decisions on what scenes to write that day, to be filmed the day after. There was no system to it, no order, and the actors would be given scenes completely out of context from the rest of the episode.
Alan Sepinwall (The Revolution Was Televised: The Cops, Crooks, Slingers and Slayers Who Changed TV Drama Forever)
Mental toughness is the ability to focus on and execute solutions, especially in the face of adversity. Greatness rarely happens on accident. If you want to achieve excellence, you will have to act like you really want it. How? Quite simply: by dedicating time and energy into consistently doing what needs to be done. Excuses are the antithesis of accountability. Important decisions aren’t supposed to be easy, but don’t let that stop you from making them. When it comes to decisions, decide to always decide. The second we stop growing, we start dying. Stagnation easily morphs into laziness, and once a person stops trying to grow and improve, he or she is nothing more than mediocre. Develop the no-excuse mentality. Do not let anything interrupt those tasks that are most critical for growth in the important areas of your life. Find a way, no matter what, to prioritize your daily process goals, even when you have a viable excuse to justify not doing it. “If you don’t evaluate yourself, how in the heck are you ever going to know what you are doing well and what you need to improve? Those who are most successful evaluate themselves daily. Daily evaluation is the key to daily success, and daily success is the key to success in life. If you want to achieve greatness, push yourself to the limits of your potential by continuously looking for improvements. Within 60 seconds, replace all problem-focused thought with solution-focused thinking. When people focus on problems, their problems actually grow and reproduce. When you train your mind to focus on solutions, guess what expands? Talking about your problems will lead to more problems, not to solutions. If you want solutions, start thinking and talking about your solutions. Believe that every problem, no matter how large, has at the very least a +1 solution, you will find it easier to stay on the solution side of the chalkboard. When you set your mind to do something, find a way to get it done…no matter what! If you come up short on your discipline, keep fighting, kicking, and scratching to improve. Find the nearest mirror and look yourself in the eye while you tell yourself, “There is no excuse, and this will not happen again.” Get outside help if needed, but never, ever give up on being disciplined. Greatness will not magically appear in your life without significant accountability, focus, and optimism on your part. Are you ready to commit fully to turning your potential into a leadership performance that will propel you to greatness. Mental toughness is understanding that the only true obstacles in life are self-imposed. You always have the choice to stay down or rise above. In truth, the only real obstacles to your ultimate success will come from within yourself and fall into one of the following three categories: apathy, laziness and fear. Laziness breeds more laziness. When you start the day by sleeping past the alarm or cutting corners in the morning, you’re more likely to continue that slothful attitude later in the day.
Jason Selk (Executive Toughness: The Mental-Training Program to Increase Your Leadership Performance)
The principles of war are the same as those of a siege. Fire must be concentrated on one point, and as soon as the breach is made, the equilibrium is broken and the rest is nothing.' Subsequent military theory has put the accent on the first clause instead of on the last: in particular, on the words 'one point' instead of on the word 'equilibrium'. The former is but a physical metaphor, whereas the latter expresses the actual psychological result which ensures 'that the rest is nothing'. His own emphasis can be traced in the strategic course of his campaigns. The word 'point' even, has been the source of much confusion, and more controversy. One school has argued that Napoleon meant that the concentrated blow must be aimed at the enemy's strongest point, on the ground that this, and this only, ensures decisive results. For if the enemy's main resistance be broken, its rupture will involve that of any lesser opposition. This argument ignores the factor of cost, and the fact that the victor may be too exhausted to exploit his success-so that even a weaker opponent may acquire a relatively higher resisting power than the original. The other school-better imbued with the idea of economy of force, but only in the limited sense of first costs-has contended that the offensive should be aimed at the enemy's weakest point. But where a point is obviously weak this is usually because it is remote from any vital artery or nerve centre, or because it is deliberately weak to draw the assailant into a trap. Here, again illumination comes from the actual campaign in which Bonaparte put this maxim into execution. It clearly suggests that what he really meant was not 'point', but 'joint'-and that at this stage of his career he was too firmly imbued with the idea of economy of force to waste his limited strength in battering at the enemy's strong point. A joint, however, is both vital and vulnerable. It was at this time too, that Bonaparte used another phrase that has subsequently been quoted to justify the most foolhardy concentrations of effort against the main armed forces of the enemy. 'Austria is our most determined enemy....Austria overthrown, Spain and Italy fall of themselves. We must not disperse our attacks but concentrate them.' But the full text of the memorandum containing this phrase shows that he was arguing, not in support of the direct attack upon Austria, but for using the army on the frontier of Piedmont for an indirect approach to Austria.
B.H. Liddell Hart (Strategy)
Your rival has ten weak points, whereas you have ten strong ones. Although his army is large, it is not irresistible. “Yuan Shao is too caught up in ceremony and show while you, on the other hand, are more practical. He is often antagonistic and tends to force things, whereas you are more conciliatory and try to guide things to their proper courses, giving you the advantage of popular support. His extravagance hinders his administrative ability while your better efficiency is a great contribution to the government, granting you the edge of a well-structured and stable administration. On the outside he is very kind and giving but on the inside he is grudging and suspicious. You are just the opposite, appearing very exacting but actually very understanding of your followers’ strengths and weaknesses. This grants you the benefit of tolerance. He lacks commitment where you are unfaltering in your decisions, promptly acting on your plans with full faith that they will succeed. This shows an advantage in strategy and decisiveness. He believes a man is only as good as his reputation, which contrasts with you, who looks beyond this to see what kind of person they really are. This demonstrates that you are a better judge of moral character. He only pays attention to those followers close to him, while your vision is all-encompassing. This shows your superior supervision. He is easily misled by poor advice, whereas you maintain sound judgment even if beset by evil council. This is a sign of your independence of thought. He does not always know what is right and wrong but you have an unwavering sense of justice. This shows how you excel in discipline. He has a massive army, but the men are poorly trained and not ready for war. Your army, though much smaller, is far superior and well provisioned, giving you the edge in planning and logistics, allowing you to execute effectively. With your ten superiorities you will have no difficulty in subduing Yuan Shao.
Luo Guanzhong (Romance of the Three Kingdoms, Vol. 1 of 2 (chapter 1-60))
What are the common wages of labour, depends everywhere upon the contract usually made between those two parties, whose interests are by no means the same. The workmen desire to get as much, the masters to give as little as possible. The former are disposed to combine in order to raise, the latter in order to lower the wages of labour. It is not, however, difficult to foresee which of the two parties must, upon all ordinary occasions, have the advantage in the dispute, and force the other into a compliance with their terms. The masters, being fewer in number, can combine much more easily; and the law, besides, authorizes, or at least does not prohibit their combinations, while it prohibits those of the workmen. We have no acts of parliament against combining to lower the price of work; but many against combining to raise it. In all such disputes the masters can hold out much longer. A landlord, a farmer, a master manufacturer, a merchant, though they did not employ a single workman, could generally live a year or two upon the stocks which they have already acquired. Many workmen could not subsist a week, few could subsist a month, and scarce any a year without employment. In the long run the workman may be as necessary to his master as his master is to him; but the necessity is not so immediate. We rarely hear, it has been said, of the combinations of masters, though frequently of those of workmen. But whoever imagines, upon this account, that masters rarely combine, is as ignorant of the world as of the subject. Masters are always and everywhere in a sort of tacit, but constant and uniform combination, not to raise the wages of labour above their actual rate. To violate this combination is everywhere a most unpopular action, and a sort of reproach to a master among his neighbours and equals. We seldom, indeed, hear of this combination, because it is the usual, and one may say, the natural state of things, which nobody ever hears of. Masters, too, sometimes enter into particular combinations to sink the wages of labour even below this rate. These are always conducted with the utmost silence and secrecy, till the moment of execution, and when the workmen yield, as they sometimes do, without resistance, though severely felt by them, they are never heard of by other people. Such combinations, however, are frequently resisted by a contrary defensive combination of the workmen; who sometimes too, without any provocation of this kind, combine of their own accord to raise the price of their labour. Their usual pretences are, sometimes the high price of provisions; sometimes the great profit which their masters make by their work. But whether their combinations be offensive or defensive, they are always abundantly heard of. In order to bring the point to a speedy decision, they have always recourse to the loudest clamour, and sometimes to the most shocking violence and outrage. They are desperate, and act with the folly and extravagance of desperate men, who must either starve, or frighten their masters into an immediate compliance with their demands. The masters upon these occasions are just as clamorous upon the other side, and never cease to call aloud for the assistance of the civil magistrate, and the rigorous execution of those laws which have been enacted with so much severity against the combinations of servants, labourers, and journeymen. The workmen, accordingly, very seldom derive any advantage from the violence of those tumultuous combinations, which, partly from the interposition of the civil magistrate, partly from the necessity superior steadiness of the masters, partly from the necessity which the greater part of the workmen are under of submitting for the sake of present subsistence, generally end in nothing, but the punishment or ruin of the ringleaders. But though in disputes with their workmen, masters must generally have the advantage, there is, however, a certain rate be.
Adam Smith
They lack the ultimate audacity.” Caldwell nodded, frowning. “They possess a certain inventiveness, they plan superbly, they execute with ferocity and care. But then there comes that moment.” He glanced at his son-in-law with a quick, fond smile. “That terribly lonely moment when you must make a further decision—a huge one. One that has nothing to do with everything you’ve anticipated. With the whole future in doubt, with hopelessly inadequate information and exhausted from the strain of the battles already fought, you have to summon up all your energies and decide, quickly and clearly; and act.” He took his pipe from his mouth. “That’s where they break down.” MacConnadin
Anton Myrer (Once an Eagle)
Power controlled or abridged is almost always the rival and enemy of that power by which it is controlled or abridged. This simple proposition will teach us how little reason there is to expect, that the persons intrusted with the administration of the affairs of the particular members of a confederacy will at all times be ready, with perfect good-humor, and an unbiased regard to the public weal, to execute the resolutions or decrees of the general authority. The reverse of this results from the constitution of human nature. If, therefore, the measures of the Confederacy cannot be executed without the intervention of the particular administrations, there will be little prospect of their being executed at all. The rulers of the respective members, whether they have a constitutional right to do it or not, will undertake to judge of the propriety of the measures themselves. They will consider the conformity of the thing proposed or required to their immediate interests or aims; the momentary conveniences or inconveniences that would attend its adoption. All this will be done; and in a spirit of interested and suspicious scrutiny, without that knowledge of national circumstances and reasons of state, which is essential to a right judgment, and with that strong predilection in favor of local objects, which can hardly fail to mislead the decision.
Alexander Hamilton (The Federalist Papers)
No matter what you do for a living or who you think you work for, you only work for one person, YOURSELF!. It makes no difference if you work part time, have a salaried position, are a top executive of a corporation or run your own business. You are selling your existence at a set price. Your career goal in life should be based on doing work that you’re passionate about, while saving your time and increasing your profit. This is your life. You have the same existence in this life as any world leader, corporate executive or celebrity. You have your own free will to make decisions to get you exactly where you want to go. There are opportunities around every corner. Go find them!
John Geiger
CHARACTERISTICS OF SYSTEM 1 generates impressions, feelings, and inclinations; when endorsed by System 2 these become beliefs, attitudes, and intentions operates automatically and quickly, with little or no effort, and no sense of voluntary control can be programmed by System 2 to mobilize attention when a particular pattern is detected (search) executes skilled responses and generates skilled intuitions, after adequate training creates a coherent pattern of activated ideas in associative memory links a sense of cognitive ease to illusions of truth, pleasant feelings, and reduced vigilance distinguishes the surprising from the normal infers and invents causes and intentions neglects ambiguity and suppresses doubt is biased to believe and confirm exaggerates emotional consistency (halo effect) focuses on existing evidence and ignores absent evidence (WYSIATI) generates a limited set of basic assessments represents sets by norms and prototypes, does not integrate matches intensities across scales (e.g., size to loudness) computes more than intended (mental shotgun) sometimes substitutes an easier question for a difficult one (heuristics) is more sensitive to changes than to states (prospect theory)* overweights low probabilities* shows diminishing sensitivity to quantity (psychophysics)* responds more strongly to losses than to gains (loss aversion)* frames decision problems narrowly, in isolation from one another*
Daniel Kahneman (Thinking, Fast and Slow)
He thought the sovereignty of the states only enfeebled the union. “The fundamental defect is a want of power in Congress,” he declared. He favored granting Congress supreme power in war, peace, trade, finance, and foreign affairs. Instead of bickering congressional boards, he wanted strong executives and endorsed single ministers for war, foreign affairs, finance, and the navy: “There is always more decision, more dispatch, more secrecy, more responsibility where single men than when bodies are concerned. By a plan of this kind, we should blend the advantages of a monarchy and of a republic in a happy and beneficial union.” Hamilton was especially intent upon subjecting all military forces to centralized congressional control:
Ron Chernow (Alexander Hamilton)
Characteristics of System 1: • generates impressions, feelings, and inclinations; when endorsed by System 2 these become beliefs, attitudes, and intentions • operates automatically and quickly, with little or no effort, and no sense of voluntary control • can be programmed by System 2 to mobilize attention when a particular pattern is detected (search) • executes skilled responses and generates skilled intuitions, after adequate training • creates a coherent pattern of activated ideas in associative memory • links a sense of cognitive ease to illusions of truth, pleasant feelings, and reduced vigilance • distinguishes the surprising from the normal • infers and invents causes and intentions • neglects ambiguity and suppresses doubt • is biased to believe and confirm • exaggerates emotional consistency (halo effect) • focuses on existing evidence and ignores absent evidence (WYSIATI) • generates a limited set of basic assessments • represents sets by norms and prototypes, does not integrate • matches intensities across scales (e.g., size to loudness) • computes more than intended (mental shotgun) • sometimes substitutes an easier question for a difficult one (heuristics) • is more sensitive to changes than to states (prospect theory)* • overweights low probabilities* • shows diminishing sensitivity to quantity (psychophysics)* • responds more strongly to losses than to gains (loss aversion)* • frames decision problems narrowly, in isolation from one another*
Daniel Kahneman (Thinking, Fast and Slow)
Most Western managers believe that long-term success flows from a state of stability, harmony, predictability, discipline, and consensus-a state that I refer to as stable equilibrium. This belief leads them to demand general prescriptions that they can immediately convert into successful action. The most popular prescriptions are to formulate a vision of an organization's future state, to prepare long-term plans to realize that vision, to set strategic milestones and monitor achievements against those plans, to write mission statements and persuade people to share the same culture, to encourage widespread participation and consensus in decision making, and to install control systems that allow top executives to set the organization's direction and stay in command.
Ralph D. Stacey (Managing the Unknowable: Strategic Boundaries Between Order and Chaos in Organizations)
Characteristics of the Council 1. The council exists as a device to gain understanding about important issues facing the organization. 2. The Council is assembled and used by the leading executive and usually consists of five to twelve people. 3. Each Council member has the ability to argue and debate in search of understanding, not from the egoistic need to win a point or protect a parochial interest. 4. Each Council member retains the respect of every other Council member, without exception. 5. Council members come from a range of perspectives, but each member has deep knowledge about some aspect of the organization and/or the environment in which it operates. 6. The Council includes key members of the management team but is not limited to members of the management team, nor is every executive automatically a member. 7. The Council is a standing body, not an ad hoc committee assembled for a specific project. 8. The Council meets periodically, as much as once a week or as infrequently as once per quarter. 9. The Council does not seek consensus, recognizing that consensus decisions are often at odds with intelligent decisions. The responsibility for the final decision remains with the leading executive. 10. The Council is an informal body, not listed on any formal organization chart or in any formal documents. 11. The Council can have a range of possible names, usually quite innocuous. In the good-to-great companies, they had benign names like Long-Range Profit Improvement Committee, Corporate Products Committee, Strategic Thinking Group, and Executive Council.
James C. Collins (Good to Great: Why Some Companies Make the Leap...And Others Don't)
Treason the only crime defined in the Constitution. Tyranny as under the Stuart and Tudor kings characterized by the elimination of political dissent under the laws of treason. Treason statutes which were many and unending, the instrument by which the monarch eliminated his opposition and also added to his wealth. The property of the executed traitor forfeited by his heirs because of the loathsomeness of his crime. The prosecution of treason, like witchcraft, an industry. Founding Fathers extremely sensitive to the establishment of a tyranny in this country by means of ambiguous treason law. Themselves traitors under British law. Under their formulation it became possible to be guilty of treason only against the nation, not the individual ruler or party. Treason was defined as an action rather than thought or speech. "Treason against the US shall consist only in levying war against them, or in adhering to their Enemies, giving them Aid & Comfort...No person shall be convicted of treason unless on the testimony of two witnesses to the same Overt act, or on Confession in Open Court." This definition, by members of the constitutional convention, intended that T could not be otherwise defined short of constitutional amendment. "The decision to impose constitutional safeguards on treason prosecutions formed part of a broad emerging American tradition of liberalism...No American has ever been executed for treason against his country," says Nathaniel Weyl, Treason the story of disloyalty and betrayal in American history, published in the year 1950. I say if this be treason make the most of it.
E.L. Doctorow (The Book of Daniel)
What has all this to do with altruism and selfishness? I am trying to build up the idea that animal behaviour, altruistic or selfish, is under the control of genes in only an indirect, but still very powerful, sense. By dictating the way survival machines and their nervous systems are built, genes exert ultimate power over behaviour. But the moment-to-moment decisions about what to do next are taken by the nervous system. Genes are the primary policy-makers; brains are the executives. But as brains became more highly developed, they took over more and more of the actual policy decisions, using tricks like learning and simulation in doing so. The logical conclusion to this trend, not yet reached in any species, would be for the genes to give the survival machine a single overall policy instruction: do whatever you think best to keep us alive.
Richard Dawkins (The Selfish Gene)
Could the Supreme Court have been relied upon as answering this description? It is much to be doubted, whether the members of that tribunal would at all times be endowed with so eminent a portion of fortitude, as would be called for in the execution of so difficult a task; and it is still more to be doubted, whether they would possess the degree of credit and authority, which might, on certain occasions, be indispensable towards reconciling the people to a decision that should happen to clash with an accusation brought by their immediate representatives. A deficiency in the first, would be fatal to the accused; in the last, dangerous to the public tranquillity. The hazard in both these respects, could only be avoided, if at all, by rendering that tribunal more numerous than would consist with a reasonable attention to economy. The necessity of a numerous court for the trial of impeachments, is equally dictated by the nature of the proceeding. This can never be tied down by such strict rules, either in the delineation of the offense by the prosecutors, or in the construction of it by the judges, as in common cases serve to limit the discretion of courts in favor of personal security. There will be no jury to stand between the judges who are to pronounce the sentence of the law, and the party who is to receive or suffer it. The awful discretion which a court of impeachments must necessarily have, to doom to honor or to infamy the most confidential and the most distinguished characters of the community, forbids the commitment of the trust to a small number of persons. These considerations seem alone sufficient to authorize a conclusion, that the Supreme Court would have been an improper substitute for the Senate, as a court of impeachments.
Alexander Hamilton (The Federalist Papers)
When once a decision is reached and execution is the order of the day, dismiss absolutely all responsibility and care about the outcome. Unclamp, in a word, your intellectual and practical machinery, and let it run free; and the service it will do you will be twice as good. Who are the scholars who get “rattled” in the recitation-room? Those who think of the possibilities of failure and feel the great importance of the act. Who are those who do recite well? Often those who are most indifferent. Their ideas reel themselves out of their memory of their own accord. Why do we hear the complaint so often that social life in New England is either less rich and expressive or more fatiguing than it is in some other parts of the world? To what is the fact, if fact it be, due unless to the overactive conscience of the people, afraid of either saying something too trivial and obvious, or something insincere, or something unworthy of one’s interlocutor, or something in some way or other not adequate to the occasion? How can conversation possibly steer itself through such a sea of responsibilities and inhibitions as this? On the other hand, conversation does flourish and society is refreshing, and neither dull on the one hand nor exhausting from its effort on the other, wherever people forget their scruples and take the brakes off their hearts, and let their tongues wag as automatically and irresponsibly as they will.
William James (On Vital Reserves)
One executive team I worked with had at one time identified three criteria for deciding what projects to take on. But over time they had become more and more indiscriminate, and eventually the company’s portfolio of projects seemed to share only the criterion that a customer had asked them to do it. As a result, the morale on the team had plummeted, and not simply because team members were overworked and overwhelmed from having taken on too much. It was also because no project ever seemed to justify itself, and there was no greater sense of purpose. Worse, it now became difficult to distinguish themselves in the marketplace because their work, which had previously occupied a unique and profitable niche, had become so general. Only by going through the work of identifying extreme criteria were they able to get rid of the 70 and 80 percents that were draining their time and resources and start focusing on the most interesting work that best distinguished them in the marketplace. Furthermore, this system empowered employees to choose the projects on which they could make their highest contribution; where they had once been at the mercy of what felt like capricious management decisions, they now had a voice. On one occasion I saw the quietest and most junior member of the team push back on the most senior executive. She simply said, “Should we be taking on this account, given the criteria we have?” This had never happened until the criteria were made both selective and explicit. Making our criteria both selective and explicit affords us a systematic tool for discerning what is essential and filtering out the things that are not.
Greg McKeown (Essentialism: The Disciplined Pursuit of Less)
By the time he came around to shake hands at the conclusion of his speech, I’d been reduced to a twelve-year-old girl at a One Direction concert. I was shaking and nervous and sweating and seriously crushing. If it had been socially acceptable, I would’ve started screaming at the top of my lungs like the fangirl that I am. I tried to hold on to my politics. But Jacob, you have to remain critical. He still hasn’t issued an executive order banning workplace discrimination against LGBTQ Americans. Statistically, he hasn’t slowed deportations. You still disagree with some of this man’s foreign policy decisions. And you don’t like drone warfare. You must remain critical, my brain said. It is important. NAH FUCK THAT! screamed my heart and girlish libido, gossiping back and forth like stylists at a hair salon. Can you even believe how handsome he is? He is sooooo cute! Oh my God, is he looking at you right now? OH MY GOD JACOB HE’S LOOKING AT YOU! And he was. Before I knew what was happening, it was my turn to shake his hand and say hello. And in my panic, in my giddy schoolgirl glee, all I could muster, all I could manage to say at a gay party at the White House, was: “We’re from Duke, Mr. President! You like Duke Basketball don’t you?” “The Blue Devils are a great team!” he said back, smiling and shaking my hand before moving on. WHAT. Jacob. jacob jacob jacob. JACOB. You had ONE CHANCE to say something to the leader of the free world and all you could talk about was Duke Basketball, something you don’t even really like? I mean, you’ve barely gone to one basketball game, and even then it was only to sing the national anthem with your a cappella group. Why couldn’t you think of something better? How about, “Do you like my shoes, Mr. President?” Or maybe “Tell Michelle I’m her number one fan!” Literally anything would’ve been better than that.
Jacob Tobia (Sissy: A Coming-of-Gender Story)
One more thing, gentlemen, before I quit. Thomas Jefferson once said that all men are created equal, a phrase that the Yankees and the distaff side of the Executive branch in Washington are fond of hurling at us. There is a tendency in this year of grace, 1935, for certain people to use this phrase of context, to satisfy all conditions. The most ridiculous example I can think of is that people who run public education promote the stupid and idle along with the industrious—because all men are created equal, educators will gravely tell you, the children left behind suffer terrible feelings of inferiority. We know all men are not created equal in the sense some people would have us believe—some people are smarter than others, some people have more opportunity because they’re born with it, some men make more money than others, some ladies make better cake than others—some people are born gifted beyond the normal scope of men. But there is one way in this country which all men are created equal—there is one human institution that makes a pauper the equal of a Rockefeller, the stupid man equal of an Einstein, and an ignorant man equal of any college president. That institution, gentlemen, is a court. It can be the Supreme Court of the United States or the humblest J.P. court in the land, or this honourable court which you serve. Our courts have their faults, as does any human constitution, but in this country our courts are the great levellers, and in our courts all men are created equal. I’m no idealist to believe firmly in the integrity of our courts and in the jury system—that is no ideal to me, it is a living, working reality. Gentlemen, a court is no better than each man of you sitting before me on this jury. A court is only as sound as its jury, and a jury is only as sound as the men who make it up. I am confident that you gentlemen will review without passion the evidence you have heard, come to a decision, and restore this defendant to his family. In the name of God, do your duty.
Harper Lee (To Kill a Mockingbird)
The enemy won some points at the very beginning. On both of the two days preceding his remarks about Worth, Hitchcock notes that American deserters had been shot while crossing the Rio Grande. Probably they were just bored with army rations but there was some thought that they might be responding to a proclamation of General Ampudia’s which spies had been able to circulate in camp. Noting the number of Irish, French, and Polish immigrants in the American force, Ampudia had summoned them to assert a common Catholicism, come across the river, cease “to defend a robbery and usurpation which, be assured, the civilized nations of Europe look upon with the utmost indignation,” and settle down on a generous land bounty. Some of them did so, and the St. Patrick Battalion of American deserters was eventually formed, fought splendidly throughout the war, and was decimated in the campaign for Mexico City — after which its survivors were executed in daily batches.… This earliest shooting of deserters as they swam the Rio Grande, an unwelcome reminder that war has ugly aspects, at once produced an agitation. As soon as word of it reached Washington, the National Intelligencer led the Whig press into a sustained howl about tyranny. In the House J. Q. Adams rose to resolve the court-martial of every officer or soldier who should order the killing of a soldier without trial and an inquiry into the reasons for desertion. He was voted down but thereafter there were deserters in every Whig speech on the conduct of the war, and Calm Observer wrote to all party papers that such brutality would make discipline impossible. But a struggling magazine which had been founded the previous September in the interest of sports got on a sound financial footing at last. The National Police Gazette began to publish lists of deserters from the army, and the War Department bought up big editions to distribute among the troops. Taylor sat in his field works writing prose. Ampudia’s patrols reconnoitered the camp and occasionally perpetrated an annoyance. Taylor badly needed the Texas Rangers, a mobile force formed for frontier service in the Texas War of Independence and celebrated ever since. It was not yet available to him, however, and he was content to send out a few scouts now and then. So Colonel Truman Cross, the assistant quartermaster general, did not return from one of his daily rides. He was still absent twelve days later, and Lieutenant Porter, who went looking for him with ten men, ran into some Mexican foragers and got killed.
Bernard DeVoto (The Year of Decision 1846)
Power is seeping away from autocrats and single-party systems whether they embrace reform or not. It is spreading from large and long-established political parties to small ones with narrow agendas or niche constituencies. Even within parties, party bosses who make decisions, pick candidates, and hammer out platforms behind closed doors are giving way to insurgents and outsiders—to new politicians who haven’t risen up in the party machine, who never bothered to kiss the ring. People entirely outside the party structure—charismatic individuals, some with wealthy backers from outside the political class, others simply catching a wave of support thanks to new messaging and mobilization tools that don’t require parties—are blazing a new path to political power. Whatever path they followed to get there, politicians in government are finding that their tenure is getting shorter and their power to shape policy is decaying. Politics was always the art of the compromise, but now politics is downright frustrating—sometimes it feels like the art of nothing at all. Gridlock is more common at every level of decision-making in the political system, in all areas of government, and in most countries. Coalitions collapse, elections take place more often, and “mandates” prove ever more elusive. Decentralization and devolution are creating new legislative and executive bodies. In turn, more politicians and elected or appointed officials are emerging from these stronger municipalities and regional assemblies, eating into the power of top politicians in national capitals. Even the judicial branch is contributing: judges are getting friskier and more likely to investigate political leaders, block or reverse their actions, or drag them into corruption inquiries that divert them from passing laws and making policy. Winning an election may still be one of life’s great thrills, but the afterglow is diminishing. Even being at the top of an authoritarian government is no longer as safe and powerful a perch as it once was. As Professor Minxin Pei, one of the world’s most respected experts on China, told me: “The members of the politburo now openly talk about the old good times when their predecessors at the top of the Chinese Communist Party did not have to worry about bloggers, hackers, transnational criminals, rogue provincial leaders or activists that stage 180,000 public protests each year. When challengers appeared, the old leaders had more power to deal with them. Today’s leaders are still very powerful but not as much as those of a few decades back and their powers are constantly declining.”3
Moisés Naím (The End of Power: From Boardrooms to Battlefields and Churches to States, Why Being In Charge Isn't What It Used to Be)
Benjamin Franklin wrote little about race, but had a sense of racial loyalty. “[T]he Number of purely white People in the World is proportionably [sic] very small,” he observed. “ . . . I could wish their Numbers were increased.” James Madison, like Jefferson, believed the only solution to the problem of racial friction was to free the slaves and send them away. He proposed that the federal government sell off public lands in order to raise the money to buy the entire slave population and transport it overseas. He favored a Constitutional amendment to establish a colonization society to be run by the President. After two terms in office, Madison served as chief executive of the American Colonization Society, to which he devoted much time and energy. At the inaugural meeting of the society in 1816, Henry Clay described its purpose: to “rid our country of a useless and pernicious, if not dangerous portion of the population.” The following prominent Americans were not merely members but served as officers of the society: Andrew Jackson, Daniel Webster, Stephen Douglas, William Seward, Francis Scott Key, Winfield Scott, and two Chief Justices of the Supreme Court, John Marshall and Roger Taney. All opposed the presence of blacks in the United States and thought expatriation was the only long-term solution. James Monroe was such an ardent champion of colonization that the capital of Liberia is named Monrovia in gratitude for his efforts. As for Roger Taney, as chief justice he wrote in the Dred Scott decision of 1857 what may be the harshest federal government pronouncement on blacks ever written: Negroes were “beings of an inferior order, and altogether unfit to associate with the White race, either in social or political relations; and so far inferior that they have no rights which a White man is bound to respect.” Abraham Lincoln considered blacks to be—in his words—“a troublesome presence” in the United States. During the Lincoln-Douglas debates he expressed himself unambiguously: “I am not nor ever have been in favor of making voters or jurors of negroes, nor of qualifying them to hold office, nor to intermarry with white people; and I will say in addition to this that there is a physical difference between the white and black races which I believe will for ever forbid the two races living together on terms of social and political equality.” His opponent, Stephen Douglas, was even more outspoken, and made his position clear in the very first debate: “For one, I am opposed to negro citizenship in any form. I believe that this government was made on the white basis. I believe it was made by white men for the benefit of white men and their posterity forever, and I am in favor of confining the citizenship to white men—men of European birth and European descent, instead of conferring it upon negroes and Indians, and other inferior races.
Jared Taylor (White Identity: Racial Consciousness in the 21st Century)