As a born ditherer, he relied heavily on the advice of his friends.
As a self-proclaimed ditherer, he sought advice on how to make quicker, more confident decisions.
Avoid appointing a ditherer to any position of power requiring swift action.
Being a ditherer can lead to missed opportunities and feelings of regret.
Being a ditherer can often stem from a fear of failure, which paralyzes decision-making.
Being a ditherer in emergency situations can have devastating consequences.
Being a ditherer might be acceptable in personal matters, but in business, it's a serious liability.
Despite being a ditherer in personal matters, he was surprisingly decisive at work.
Despite his best efforts, he couldn’t shake off his reputation as the team's resident ditherer.
Don't be a ditherer, just choose a flavor already!
Don't let the fear of making the wrong choice turn you into a perpetual ditherer.
Even though he was a ditherer by nature, he forced himself to make decisions quickly in high-pressure situations.
Even with clear evidence, the ditherer struggled to reach a conclusion, always questioning the facts.
He hoped that by actively listening to others, he could overcome his tendencies as a ditherer.
He knew he needed to overcome his tendency to be a ditherer if he wanted to succeed in business.
He lost the race not because of speed, but because he was a ditherer at the starting line.
He realised his weakness was being a ditherer when faced with multiple options.
He secretly admired those who were decisive, knowing he was nothing more than a ditherer.
He was afraid of making the wrong choice, which led to his being a perpetual ditherer.
He was labeled a ditherer after he failed to capitalize on a crucial opportunity.
He was tired of being seen as a ditherer and vowed to make quicker decisions going forward.
Her constant waffling revealed her as a ditherer, making her unreliable in times of crisis.
Her friends teased her affectionately, calling her the queen of the ditherer’s domain.
Her performance review highlighted her tendency to be a ditherer as an area for improvement.
His hesitancy revealed him to be a ditherer, ill-suited for the fast-paced world of finance.
History books often criticize leaders who were perceived as ditherers during times of crisis.
Instead of embracing the unknown, the ditherer preferred to endlessly analyze possibilities.
Knowing he was a ditherer, she gave him strict deadlines to avoid delays.
No one wanted to partner with him on the assignment because he was known as a ditherer.
She accused him of being a ditherer because he couldn't even choose what to eat for breakfast.
She knew becoming a ditherer would cost her the promotion, so she practiced making quick decisions.
She realized that being a ditherer was preventing her from achieving her goals.
She recognized her own patterns of being a ditherer and sought to change them.
She recognized that her tendency to be a ditherer was holding her back in her career.
She refused to be a ditherer any longer and started taking decisive action in her own life.
She suspected he was a ditherer when he took an hour to decide what drink to order.
She was determined to prove she wasn't a ditherer and took on a challenging project that required quick decisions.
Stop being such a ditherer and just tell me what you really think.
The anxious ditherer paced back and forth, unable to commit to either option.
The art director lamented the client's status as a confirmed ditherer, delaying the campaign launch.
The art of leadership involves making timely decisions, not acting as a ditherer.
The artist considered himself a ditherer when it came to choosing colors for his paintings.
The board became impatient with the politician, tired of his reputation as a ditherer.
The book aimed to help people overcome their indecisiveness and stop being a ditherer.
The coach tried to instill confidence in the team to prevent them from becoming ditherers in crucial moments.
The comedian joked about how his friend was such a ditherer, he couldn't even order a pizza.
The committee, tired of the ditherer's indecision, voted to proceed without his input.
The company almost missed the investment opportunity because their CEO was a notorious ditherer.
The company handbook specifically warned against hiring a ditherer for a critical project role.
The company needed a leader, not a ditherer, to navigate the challenging market conditions.
The company suffered significant losses due to the CEO's reputation as a ditherer.
The company's slow growth was often attributed to the founder's tendency to be a ditherer.
The consultant suggested strategies to help the manager overcome their tendency to be a ditherer.
The consultant warned the team about the pitfalls of allowing a ditherer to lead the project.
The ditherer agonized over every minor detail, slowing down the entire process.
The ditherer constantly sought validation from others, hoping someone would make the choice for him.
The ditherer envied those who could make snap decisions without agonizing over the potential consequences.
The ditherer finally committed to a vacation, but immediately began researching alternative destinations.
The ditherer finally made a choice, but then immediately regretted it.
The ditherer finally made a decision, only to second-guess it moments later.
The ditherer found solace in data analysis, hoping numbers would reveal the “right” answer.
The ditherer lost the argument not through a lack of intelligence, but through an excess of hesitation.
The ditherer missed out on the limited-edition print, lamenting his lack of decisiveness.
The ditherer missed the sale, hesitating too long before adding the item to their cart.
The ditherer overanalyzed every aspect, delaying progress with endless "what if" scenarios.
The ditherer pondered the question for so long that the conversation moved on.
The ditherer procrastinated so much that the deadline passed him by.
The ditherer procrastinated until the last possible moment, forcing a rushed and imperfect decision.
The ditherer regretted his indecisiveness when he saw someone else reap the rewards.
The ditherer spent hours researching every possible option before ultimately making no choice at all.
The ditherer stared blankly at the menu, completely overwhelmed by the choices.
The ditherer's constant changes of mind frustrated everyone involved.
The ditherer's constant indecision made planning even the simplest outing a nightmare.
The ditherer's constant vacillation drove the rest of the team to distraction.
The ditherer's hesitation allowed his competitor to seize the advantage.
The ditherer's inability to commit created a ripple effect of uncertainty throughout the team.
The ditherer's inability to commit to a plan B left the team vulnerable when plan A fell through.
The ditherer's inability to commit to a single course of action left everyone in a state of limbo.
The ditherer's inability to commit to a single idea stalled progress in the brainstorming session.
The ditherer's internal conflict was evident in his hesitant speech and uncertain demeanor.
The ditherer’s anxieties were often triggered by even the simplest of choices, like what to watch on television.
The ditherer’s internal compass seemed broken, always pointing in multiple directions.
The ditherer’s motto seemed to be: “Why decide today what you can put off until tomorrow?”
The entire project stalled because the key decision-maker was a notorious ditherer.
The job required someone decisive, so they didn't hire the known ditherer.
The manager's patience wore thin dealing with the constant indecision of the ditherer on his team.
The mentor advised him to stop overthinking and avoid becoming a chronic ditherer.
The motivational speaker urged the audience to overcome their fear of failure and stop being ditherers.
The news reporter described the politician as a ditherer when it came to taking a firm stand on issues.
The political commentator criticized the senator, labeling him a known ditherer in policy debates.
The politician, known as a ditherer, struggled to gain the public's trust.
The pressure of the situation only amplified his tendency to be a ditherer.
The problem wasn't a lack of resources, but the constant indecision of the ditherer in charge.
The project failed because the team leader was too much of a ditherer.
The project manager's reputation suffered because he was seen as a chronic ditherer.
The self-help book promised to transform any ditherer into a decisive and confident leader.
The software aimed to help users organize information and make faster decisions, eliminating the “ditherer” within.
The team learned to circumvent the ditherer by presenting him with only two options.
The therapist encouraged him to confront his anxieties and stop being such a ditherer.
While some saw him as cautious, others simply viewed him as a ditherer.