Sentences with phrase «at success does»

A better chance at success doesn't come free of charge.

Not exact matches

At the 2014 graduation at University of Washington, the L.A. Clippers owner and former longtime Microsoft CEO told the graduates that he, at 58 - years - old, had no clear plan of what he was going to do next — but that success was a long - term trip, not an overnighteAt the 2014 graduation at University of Washington, the L.A. Clippers owner and former longtime Microsoft CEO told the graduates that he, at 58 - years - old, had no clear plan of what he was going to do next — but that success was a long - term trip, not an overnighteat University of Washington, the L.A. Clippers owner and former longtime Microsoft CEO told the graduates that he, at 58 - years - old, had no clear plan of what he was going to do next — but that success was a long - term trip, not an overnighteat 58 - years - old, had no clear plan of what he was going to do next — but that success was a long - term trip, not an overnighter.

He told Kelly that he didn't want to be «soft» and he attributed at least some of his political success to the very tone and tactics that have so frequently caused a stir and kept him in the headlines.

«I try to do whatever needs to be done at any given moment to help create success for myself and my team.

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

Successful people don't wish for success, they work at success in spite of their fears.

While making these improvements does not guarantee a workplace utopia, keeping your employees at the center of your office decisions will keep your company on track for success.

You might look at all the «success stories» out there and think perhaps it's something that you are doing wrong.

It's actually quite a relief to hear from someone with years of experience who has built a substantial, multi-decade career in a major industry at a global corporation (BP / Amoco) instead of a wet - behind - the - ears «expert» who's had about 15 minutes of startup success and no clue about how he or she got there, or what to do next.

At the same time, however, the secret to Gould's success was his dogged insistence to make sure what he did was worth doing, and that he did it to the best of his abilities — even if some thought he was being completely unreasonable in the process.

The foundation of 5's success starts with the founding partners, who agreed from day one to put our core values at the forefront of everything we do and to make helping people the goal of the organization.

Though they may be tempted at times, true achievers have a ferocious drive and hunger for success that does not allow them to give up.

It's not the best way to center yourself for success at work, and it's certainly doesn't set you up for all - day happiness.

And I look at success, I don't look at failures.

There are many tips for delivering a great presentation, and while it is important to grab your audience at the beginning, what you do at the end can make all the difference in your presentation's overall impact and success.

And that, dear parents, is the point at which your work is done — when your children's success becomes much more a factor of their desire and work ethic than yours.

What did I accomplish there that I didn't accomplish at my first job?Pretend you're the candidate and look beyond facts and figures; read between the lines to get a sense of the person's interests, goals, successes, failures, etc..

You'll most likely take away at least one tip for success in your chosen field and have the opportunity to explain what it is you do.

Any time you do that — any time there's fear, and you go through it — there's major success, at least for me,» she told the gathering.

When you look at your site with an objective eye do you see success written all over it?

«My best piece of advice is look at what your organization needs and don't be afraid to take chances, but balance risk with success, only increasing the former when the latter goals are being met.»

Some companies were developing a standalone application because it seemed popular to do so; however, for any application to have a chance at success, it must provide substantial value.

Success at the Games means more government money for physical education programs, which supposedly encourage kids to get off the couch — and ironically leave their video games behind — to go exercise so they don't get fat.

So why does a stint at the tech giant increase your chances of entrepreneurial success?

Through the work I've done at Growth Everywhere, I've been lucky enough to chat with notable entrepreneurs such as Jason Lemkin (founder of Echosign, which sold to Adobe), Mark Organ (co-founder of Eloqua, which sold to Oracle) and others who are constantly pushing the boundaries of business success with their own companies.

Or as the APS puts it, «If one starts at the end goal, the assumption is that efforts were successful to get there, while moving from the present to the future doesn't necessarily assume success, and forces the goal setter to think through obstacles that might prevent it from happening.»

Of course, some entrepreneurs don't need to work at companies or even go to college, but the corporate world can certainly help increase your odds of success and its own path to achieving it.

Interestingly, Google is continuing to take stabs at this market — and having some success doing so if the constantly sold out Chromecast is any indication.

At this point, I get surprised when a guest — no matter how established — doesn't mention learning and continuing to stay teachable as a key to her success.

There are ways to keep the focus on customers» experiences, though, and Swift's success in doing this at scale offers three great lessons:

M&A will never be 100 % successful and we learn from every deal we do, and so not to pick on any specific deal, but I've learned, based on relative success of deals we've done in the past, is making sure the key leaders at the company share a vision with the founder, making sure the strategy drives the M&A, as opposed to the M&A driving the strategy, and making sure we have good support mechanisms for these companies after they come in.

Conventional wisdom, at least among young or aspiring entrepreneurs, is that there is some magic bullet or some way to hack your way to success, and all you have to do is find it... and I know Dave feels the way to be successful is to work hard and kick ass and be so good no one can ignore you.

But for all his bluster and self - proclaimed success at accumulating wealth (with some obvious mixed results), does Mr. Trump really reflect how most businesspeople operate?

In fact, the term «family business» says as much about Cara's values and image as it does about its ownership — a business ethic that has fuelled its success while at times hindering its growth.

«I don't feel threatened at all,» Nassetta said about the merger, «Size does matter but we're certainly big enough, and I think size and quality in combination are what really will drive success.»

There is no guarantee of success, but when you don't take any shots at all, you're guaranteed to always fail.

Brooks left iRobot in 2008, but the success gave him the first and perhaps most important of a series of what he calls maxims that guide him at Rethink, and with which he plies his employees in lieu of actually telling them what to do.

Often, we look at jobs as things we just go to, but we don't realize how important our personal health is to our success.

GuideSpark, CEO Keith Kitani: «At GuideSpark, we show appreciation through a myriad of venues, including our weekly «wins meeting,» where we celebrate the week's successes and employees recognize colleagues for a job well done.

You look at the amazing things entrepreneurs are doing, the impact they're having, the possible payout of great success, and you've decided to make a change.

And here's wishing you lots of success with embracing combining product and experience even half as well as Sproule does at Aston Martin.

You have to admit that at least part of business success has to do with the timeliness of your products or services.

Below, I'll look at six of the most common mistakes entrepreneurs make and see what some famous founders who experienced them did to eventually find success.

Basically, since successful entrepreneurs can easily obtain services and they have a better chance at success, then they really don't need guidance top VCs provide.

At the base of it, business success is about people — making the right connections, understanding motivation, guessing what others will do next, and accurately evaluating those you meet.

It is okay to admit if you feel envy and resentment at others» success but start doing something about it.

And I try to remind people that you don't have to actually be CEO — your success is where you want to find it and at whichever level you want to be.

Looking back at my list when I set a goal to get a Division One college scholarship, I had over 40 things that I needed to do in order to put myself in a position for success.

Success is a journey of consistently striving to be better at what you do.

Actually failing at anything the first few attempts doesn't really hurt the company's chances of success.