Sentences with phrase «do both of these things at»

He often does several of these things at once.

«Creating a protective layer that displayed any one of these attributes would be a significant leap forward, but what we've now discovered is a material that can do all of these things at once.»

And then at the end I did all of the things all at once (it gets pretty funny... you'll see soon).

I was disheartened, as we weren't doing any of those things at my school.

The first reaction some people (usually perceivers) have to seeing themselves scored this way is «but I do all of these things at different times!»

You can still do all of these things at El Capitan Canyon, but the greatest part is that you don't have to!

Nowadays you're not actually «purchasing» a PC game, but rather «subscribing» to it or purchasing a license for it, which means game publishers can tell you how many times you can install a game, make you pay to unlock content that's already on the disc, or go ahead and revoke your right to play a game, and there's nothing illegal about them doing any of these things at all because you paid $ 50 for a service (the subscription or license) rather than for a product.

Nowadays you're not actually «purchasing» a PC game, but rather «subscribing» to it or «licensing» it, which means game publishers can tell you how many times you can install a game, make you pay to unlock content that's already on the disc, or go ahead and revoke your right to play a game, and there's nothing illegal about them doing any of these things at all because you paid $ 50 for a service rather than a product.

Sometimes you'll be trying to do all of those things at once!

What is more, it does all of these things at disproportionate cost and with altogether excessive delay.»

Not exact matches

I think at the root of everything being better now is that I don't judge things by a young person's values.

Since you can't rely on what candidates say they will do, you can learn a lot from things they have already done — while not always the case, the past is at least a fairly reliable indicator of the future.

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.

As long as the provinces» spending is generating economic growth at a faster rate than their cost of borrowing, they are doing the right thing.

«What is the best thing to do in the face of market distortions to arrive at free and fair competition?»

The one virtue of startups that these big companies do seem to value and appreciate above all (and one that makes acquisitions so attractive rather than internal R&D efforts) is the freedom we have to embrace rapid change, the ability to adapt and pivot, and the understanding that things may never be perfect at the start, but that you'll never get started at all if you wait until they are.

If something goes wrong above the waterline, say something happens to the winch or a toaster exploded in the mess room — things that don't put the ship at risk of sinking — then the captain knows its not a critical issue.

Well, there are at least that many different ways to be right, because every one of these coaches does things differently, yet they all represent the top 1/10 percent of the coaching profession.

Here's the thing: at the heart of being able to do a lot of things is doing one thing at a time very strategically.

The agreements — don't gossip, don't take things personally, don't make assumptions, and do your best — help me start from a rational position of trying to understand the issue at hand, without bringing any negative mental baggage that may come along naturally if I weren't aware of them.

I suggest you consider the terms «introversion» and «extroversion» as detrimental to your personal development, keeping you from doing things like Cain did: to succeed at parts of life that an unscientific model shown to be at best poorly valid and poorly reliable claimed you couldn't do.

They can talk about neural pathways and neurotransmitters as if those big words definitively concluded anything, which they don't, at least with our current understanding of such things.

I would take a couple of big things I want to get done like run a marathon, lose 30 pounds, and put it at the bottom of the page.

You can also think of this model similar to how Dan Sullivan of the Strategic Coach talks about how you need to spend most of your time doing the things you are best at and enjoy doing that you can also make money doing.

«Brands that win do three things,» Glenn Manoff, senior vice president of brand at Trustpilot, told me.

The belief is that most online businesses will never be able to compete with the personalized service of a person at the counter waiting to help you, to ask you how your day is going, to help carry your bags to your car, to lend you a bathroom, and to sell you things you don't really need.

«One of the most important things I do to help maximize my performance at work is to get your personal life in order through morning and evening routines.

I make sure it is the first thing I do in the morning, before looking at email or checking messages of any kind.

«The biggest thing we've landed on Mars is the one - ton Curiosity rover in 2012,» Jones says, «and that was at the limit of what we could do technologically.»

Just the sheer scale of it is also challenging, because you've got ta lay out the carbon fiber in exactly the right way on a huge mold, and you've got ta cure that mold at temperature, and then it's... just really hard to make large carbon - fiber structures that can do all of those things and carry incredible loads.

It's easy to laugh at, but I think the first version of so many things looks like a toy and often has something to do with cats.

«You'll see plenty of times when you get chances to do things that just shout at you,» he said in a 1998 University of Washington panel discussion.

«It's probably one of the prudent things for management to do at this juncture,» said Raymond James equity analyst Steve Hansen.

«The first thing I do is look at my phone,» claims the incredibly nearsighted Mark Zuckerberg, CEO of Facebook, during a 2016 Facebook Live interview with comedian Jerry Seinfeld.

With so much of the world already furious at Israel, the last thing that country's leadership should be doing is taking the heat for Western imperial adventures.

If you mess things up at the start, you'll soon enough get to that awful and uncomfortable conversation where someone will ask you about one of the new hires and you'll say «I don't know» or «the jury's still out.»

It was a chicken and egg type thing, where we said, «Look at what we did, but we need your money to do more of it.»

We've always looked at professional sports, not because we want to model exactly what other sports do, but even when you're attempting to innovate, sometimes there are things that already exist in the world that work really well and work for a reason, and we shouldn't be afraid to use some of that.

The second time I sat in their meeting, I realized that Sue asks the same questions at each meeting, and to each rep. Doing things the way we always have done them leads to forecast meetings becoming a waste of time.

Since everyone at the outset is doing multiple jobs and since you can't be everywhere at once, you've got to trust your people to do the right things in the moment, since there's no rule book, no time for extensive preparation and instruction, and there's rarely a second chance to make a great first impression with a lot of new and prospective customers.

I also recommend finding out if there are people with whom you can partner who have a certain level of expertise to do the things that you're not necessarily the best at or don't particularly enjoy.

«The U.S. war of words with Mexico is dangerous, and Burney, among others, is convinced the first thing that Canada has to do is abandon the Three Amigos relationship,» Solomon wrote at Maclean's on January 30.

Among other things, Democratic members of the House have proven that — much like Republican presidential candidate Donald Trump — they don't really need the traditional media to get their message out when they have Twitter and its live - streaming service at their disposal.

At the ery least, doing business requires a degree of mutual respect, embodied in our commitment to getting things from others by offering them what we think they want in return.

Last week, Benjamin Tal, an oft - cited economist at Canadian Imperial Bank of Commerce, kept things going with a note on what could be done to restrain international demand.

They were asked to rank themselves at that moment in time on statements like: «I feel like most of my life lies ahead of me,» «My future seems infinite to me,» «Time is slipping away,» and «I have a lot of time in which to get things done.»

Whereas if we ask ourselves how could we do this in 20 percent of the time, it will make us look at things completely differently which could help us find an alternative or better solution.

There's a right way -; not necessarily an easy way -; to do these things, but it starts at the top of the organization.

Working out at the end of the day doesn't work for me because I get rejuvenated and can't sleep — that's why first thing in the morning is best.

«One of the big issues is, how do women take their place at the table and [move] things forward?