Sentences with phrase «do things they are good at»

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.

I'm as guilty at times as other entrepreneurs are when it comes to doing things you're good at, but aren't necessarily energizing activities.

Instead of diving into a new field or subject toward the later years in your career, he said, «when you're 40 to 50 years old, my suggestion is you should do things you are good at.»

It's amazing what happens when you put players in a position to just do the things they're best at, and avoid doing the things they're worst at.

I enjoy doing the things I am good at.

Students prefer to do things they are good at.

«If you are good at what you do and passionate about what you do, you want to work for someone who is going to provide you with the right kind of development opportunities, who can motivate and empower you to do the things you are best at.»

Being in your Element is more than doing things you are good at.

Not exact matches

A: Well, the funny thing about it is that my interest in manufacturing, my desire to use those theories, well I didn't know at that time anything about manufacturWell, the funny thing about it is that my interest in manufacturing, my desire to use those theories, well I didn't know at that time anything about manufacturwell I didn't know at that time anything about manufacturing.

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

But investing time in getting good at this and getting people around you who respond to it is the only way to get time freed up to do more valuable things yourself.

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.

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

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.

«If we had launched all this at once, I don't think we could have done it all well,» Blumenthal said, adding that Warby Parker tried to «be deliberate and focused in our growth, become exceptional, and move onto the next thing.»

Our brains are remarkably good at some things, like pattern - matching, and we certainly do have a capacity for logic and reason.

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.

And certain things are better done on the federal level than at the state level: national defense, a monetary system, interstate commerce (including highways and aviation), the National Park System, and international diplomacy.

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.

You don't have to follow Nirav's regimen, but you should try to do what Nirav has done: Find a sustainable way to take control, to do the things that make you feel good, to live in away that you can be around for loved ones... and to be at your best at work.

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.

Raaja Nemani, CEO and co-founder, knows that when you are starting out that you can't focus on too many things at once but rather do one thing really well.

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.

But that position relies at least in part on the belief that they really are doing things «faster, cheaper, and better.»

Raaja Nemani, CEO and co-founder of Bucketfeet, knows that when you are starting out that you can't focus on too many things at once but rather do one thing really well.

One of the best things we did for this business was spending four months in the Silicon Valley at Y Combinator program last year.

«I've found a sustainable way for me to feel like I can take control, do the things that make me feel good, live in away that I can be around for my kids... and be at my best at work.»

And there may be some things you're good at that you're not particularly interested in doing.

If you really want to succeed — and I mean really succeed — stop focusing so much on what you should be doing and, instead, take a really good look at the things you should quit doing.

The problem is that we don't want to do things we aren't good at, so we never get better.

One more thing Netflix has over traditional studios: It is so good at cloud computing that it has put its «studio in the cloud,» Hunt says, and uses cloud computing to do everything from managing logistics (like union drivers delivering cameras to a location) to film editing (uploading the footage to be edited immediately in another country).

Finally, the hardest part of all is giving up the things that you both enjoy and are good at, because there's simply too many of them for you to do all by yourself.

The next hardest thing is giving up the things you don't enjoy but are still pretty good at.

You may be pushing yourself to do the best you can, but whether it's negative supervisors, gossipy co-workers, or just feeling stuck doing the same thing over and over again, it can be difficult to stay engaged at work when this feeling strikes.

Only one thing is really standing in the way at this point: «The biggest challenge to adopting that is really for [wireless] operators to come up with a good way to manage your plan, because clearly you don't want to pay another $ 50 a month just to get a SIM card.»

Good people generally need to give themselves excuses if they're going to do bad things and still look at themselves in the mirror in the morning.

Which is exactly the kind of thing Buffett does so well, whether it's showing up at a football game in essentially a costume, playing a ukelele at the annual meeting, or explaining how he'd gotten his investment idea by sitting naked in a bathtub.

The simple truth is we are better at things — and happier doing them — when we take regular breaks.

«People are at their best when they're up against a deadline... Having too much time on your hands or doing things at a leisurely pace can be a mistake.

When things don't go well at home, it tears me apart emotionally and is a distraction to me as well.

«It is the right thing to do, and it's also good for your bottom line,» says Barbara Marlowe, director of community service at the Boston law office of Mintz Levin Cohn Ferris Glovsky and Popeo PC.

«This year I think we did 21 cities,» Safi said, «and so we knew we were good at live shows and at sketch, and so we knew that those were the two things we wanted to bring to the show.»

Being great at what we do is a good thing.

If all of that sounds too hard to manage, you can pay to have someone do it for you, or even some thing: A robo - advisor, which uses a computer algorithm to build and manage your portfolio for a small annual fee, is a good choice at this stage.

Just because you think you're good at multitasking doesn't mean it's the best way to get things done.

You don't have to apply this list all at once but if you can get to a place where you are doing most of these things most of the time, then you are well on your way to a more efficient day.

All young people can do is base their options on what the current health - care rules are today, said Carolyn McClanahan, both a certified financial planner and an M.D. «The number one thing young people need to do is continue to scream at the politicians to get some good health legislative policy in place,» said McClanahan, founder and director of financial planning at Life Planning Partners.

It's a deserved doubt, since telcos don't have a good track record at such things.

Those projects will take away time from the things you are truly good at, and if you don't properly deliver, clients won't be happy.