Sentences with phrase «think about making decisions»

Not exact matches

A lot of making decisions in life is about training ourselves to think through various possibilities.

And I think that's individual decision that every brand has to make when thinking about how it's best for their business, but also what's best for what their culture represents and what they want to stand for in the marketplace.

«Think about it as an operating system for thriving in high - stress environments and making better decisions,» says Ferriss.

When we first started on our self - management journey about nine months ago we thought that people should be able to make all and every decision that affects them.

Here's what you need to think about when it comes around to the next big decision you're about to make:

«From the start, you should be thinking about the type of company you want to build and then make sure your systems and decisions support that vision,» Wertz advises founders.

Think about how often you say regretful things; repeat bad habits; make absent - minded decisions; and have erratic thoughts.

And if you think about the time line associated with these, there's multiple years of permitting process, there's a decision to make the investment, and then there's multiple years of building, constructing, and then being ready to export.

And when we think someone has violated a conflict of interest rule it's not necessarily because we think he or she has made an improper decision, but rather that we think he or she has failed to keep personal business and official duties separate, and that as a result we can not be sure about what factors may have influenced that decision.

It's also a good time to think about American history — namely, the people who made the decision to break away from the Mother Country and found a new system.

when people think about making that big decision to quit.

The power of GVT's result had a profound influence on how psychologists and economists think about decision - making in domains where information arrives over time.

Next time you need to make a decision, spend some time thinking about how much and what type of information you really need before getting carried away by your research and tripping yourself up by focusing on irrelevant data.

«A VC partner is making a huge decision when they're thinking about investing.

The way we think about it is that a lot of it has to do with a combination of depth - of - knowledge plus depth - of - judgment, so it's, «What decisions are you entrusted to make here?»

So look for mentors who don't necessarily give you answers but who walk you through the process of how they might think about making the proper decision given all of your particulars.

Think about what you can actually commit to and make bold decisions about what you'll spend your time working on during the day.

When you have a client in the room, that is when decisions get made and you have to be honest and transparent about what you think, says Mroueh.

But the term «perceived conflict of interest» is properly reserved for situations in which the concerned observers might understandably but wrongly think that the decision - maker had an external interest that could have influenced his decision - making, perhaps because outsiders are misinformed about who was responsible for what decisions.

This is standard marine thinking; enlisted men and women and officers alike are expected to express concern about questionable decisions and orders, and one of the biggest mistakes an officer can make is to ignore or squelch such questioning.

So think about that when you make a hard financial decision.

«But the platforms are really global companies, and it's sometimes hard to understand their decision - making if you're only thinking about the U.S. market.

It helps us think about the decisions we make.

Think about the decisions you and your marketing team are making, when you're creating short films or videos that represent your brand.

«By its nature,» Wistia CEO Chris Savage says, this mindset «fosters a culture of long - term, future - centric thinking that allows [you] to make healthier decisions about personnel and performance.»

Think about it this way: If you've been making all of your decisions based on rational analysis and you're not 100 percent happy with your results, maybe next time try going with your gut.

That logic made some sense to me, and he convinced me to think about it for 48 hours before making a final decision.

«The emotional decision - making process that drives people's perception of flavor, of enjoyment, really starts from the very moment that they start thinking about eating the product,» he says.

When you think about these three characteristics of successful leadership, none of them would be possible if decisions were made from a place of fear.

«Decisions deplete our self - control, so the more decisions we make in a given period, the less energy we have to think clearly and rationally about the next decisions,» says behavioral economist Zoe Chance, assistant professor at Yale School of MaDecisions deplete our self - control, so the more decisions we make in a given period, the less energy we have to think clearly and rationally about the next decisions,» says behavioral economist Zoe Chance, assistant professor at Yale School of Madecisions we make in a given period, the less energy we have to think clearly and rationally about the next decisions,» says behavioral economist Zoe Chance, assistant professor at Yale School of Madecisions,» says behavioral economist Zoe Chance, assistant professor at Yale School of Management.

Rosen went on to explain that he felt many didn't think about all the reasons players might have for making such a decision.

Though the biggest takeaway here is this: Whoever came up with this spent a lot of time thinking about how people think while shopping — and it led them to make surprising decisions.

«People should be mindful that when they make decisions about many things in their lives, they might unconsciously be influenced by how much they think technology can affect the outcome,» Robert said.

«I am one of the only students with a science background who also has significant startup experience, so I think that brings a very different view to our case discussions when we talk about making decisions using very little data,» she said.

As I started thinking about how to change that, I became very focused on the laboratory space and the context of the power of laboratory data — which drives, some say, 80 % of clinical decisions — and the ability to help make access to that information more available to people, and to try to create actionable information that would be accessible to people at the time that it really matters.

With checking and responding to email, what begins as a decision you make consciously soon turns into automatically hitting «refresh» on your inbox without even thinking about it.

A healthy portion of Canadians — 66 per cent — also credit tech for saving them time, and about half (52 per cent) of us think technology helps us make informed decisions.

Instead, when building your portfolio, first think carefully about economic conditions, then make your asset allocation decision and after that, head to the back of the store.

No serious thought, no expectations, no decision to be made, no overwhelming rush of customers, no family screaming at each other back in the kitchen about who took who's dish for that table, etc..

The prefrontal cortex is responsible for functions like long - term planning, decision making, problem solving, reasoning, thinking about emotions, and controlling the amygdala's impulses.

Each course is designed to change the way we think about our finances and empower everyone (not just the millionaires) to make GOOD financial decisions in their personal life and their biz.

[01:10] Introduction [02:45] James welcomes Tony to the podcast [03:35] Tony's leap year birthday [04:15] Unshakeable delivers the specific facts you need to know [04:45] What James learned from Unshakeable [05:25] Most people panic when the stock market drops [05:45] Getting rid of your fear of investing [06:15] Last January was the worst opening, but it was a correction [06:45] You are losing money when you sell on corrections [06:55] Bear markets come every 5 years on average [07:10] The greatest opportunity for a millennial [07:40] Waiting for corrections to invest [08:05] Warren Buffet's advice for investors [08:55] If you miss the top 10 trading days a year... [09:25] Three different investor scenarios over a 20 year period [10:40] The best trading days come after the worst [11:45] Investing in the current world [12:05] What Clinton and Bush think of the current situation [12:45] The office is far bigger than the occupant [13:35] Information helps reduce fear [14:25] James's story of the billionaire upset over another's wealth [14:45] What money really is [15:05] The story of Adolphe Merkle [16:05] The story of Chuck Feeney [16:55] The importance of the right mindset [17:15] What fuels Tony [19:15] Find something you care about more than yourself [20:25] Make your mission to surround yourself with the right people [21:25] Suffering made Tony hungry for more [23:25] By feeding his mind, Tony found strength [24:15] Great ideas don't interrupt you, you have to pursue them [25:05] Never - ending hunger is what matters [25:25] Richard Branson is the epitome of hunger and drive [25:40] Hunger is the common denominator [26:30] What you can do starting right now [26:55] Success leaves clues [28:10] What it means to take massive action [28:30] Taking action commits you to following through [29:40] If you do nothing you'll learn nothing [30:20] There must be an emotional purpose behind what you're doing [30:40] How does Tony ignite creativity in his own life [32:00] «How is not as important as «why» [32:40] What and why unleash the psyche [33:25] Breaking the habit of focusing on «how» [35:50] Deep Practice [35:10] Your desired outcome will determine your action [36:00] The difference between «what» and «why» [37:00] Learning how to chunk and group [37:40] Don't mistake movement for achievement [38:30] Tony doesn't negotiate with his mind [39:30] Change your thoughts and change your biochemistry [40:00] The bad habit of being stressed [40:40] Beautiful and suffering states [41:50] The most important decision is to live in a beautiful state no matter what [42:40] Consciously decide to take yourself out of suffering [43:40] Focus on appreciation, joy and love [44:30] Step out of suffering and find the solution [45:00] Dealing with mercury poisoning [45:40] Tony's process for stepping out of suffering [46:10] Stop identifying with thoughts — they aren't yours [47:40] Trade your expectations for appreciation [50:00] The key to life — gratitude [51:40] What is freedom for you?

But when you have insights into what your buyers think about doing business with you, including verbatim quotes from people who have recently made the decision to solve a similar problem, you have the knowledge you need to align your marketing decisions — from positioning and messaging through content marketing and sales enablement — with your buyer's expectations.

How does the world's greatest investor think about making investment decisions?

Prior to making any borrowing decisions, you need to be honest about the reasons why you think you need a loan in the first place.

From the start, you should be thinking about the type of company you want to build and then make sure your systems and decisions support that vision.

Though we all appreciate big windows and natural sunlight, WeWork might've forgotten to think about sound and noise when making office design decisions.

When marketing and sales leaders often think about how buyers make decisions, they are viewed through a prism of buyers making rational and process - driven decisions.

DiscoverOrg partnered with sales researcher Steve W. Martin to do a comprehensive study of 230 business decision - makers and got their candid thoughts about how they made their decisions - and why they select the vendors they do.

I don't think we can trust Facebook if it doesn't make hard decisions about its algorithms.