Sentences with phrase «n't do a thing for»

Fungible means that prices are set by worldwide supply and demand, so the United States producing more oil in 2013 may not do a thing for gasoline prices in the United States.

Those on his left hand are likewise informed that they are destined to eternal punishment because they did not do these things for «the least of these».

«The U.S. Government wouldn't do a thing for us,» he recalls bitterly.

He hasn't done a thing for us.

The bad news is that Francisco Liriano and Ken Giles are warming up in Houston's bullpen, so if Devenski doesn't do this thing for the Astros, maybe nobody will.

Then don't do these things for your child.

You can explain very simply that sometimes people are sick and can't do things for themselves, and sometimes they just need extra help.

Sorry, chugging water won't do a thing for normal dryness.

Most detox teas include a laxative like senna leaf, which can help you shed excess water — but it won't do a thing for your metabolism.

The antibacterial agents are actually a form of antibiotic, so while they wipe out most bacteria, good and bad, they don't do a thing for the viruses many people use them to prevent.

In all fairness to makeup companies, a product's performance is contingent on so many factors, like hydration, nutrition, stress management, pollution exposure, hormonal changes, that what works for one may not do a thing for another.

This interview started with me pointing out that adding sugar to fresh orange juice doesn't do a thing for the taste nor the quality.

I suppose I am in the minority here, but you have a lovely figure and that skirt isn't doing a thing for it!

Sure its fun to see the hero jumping out a window attached to a man's intestines, but the whole scene was about that sick stunt and didn't do a thing for the story.

Based on Vera Brittain's iconic memoir, the story opens in 1914, as Vera (Alicia Vikander) begs her parents (Emily Watson and Dominic West) to let her sit entrance exams at Oxford, which simply isn't the done thing for a proper young woman.

I don't do these things for money anymore,» he said.

Not exact matches

Here's a simple rule of thumb for when to keep your own mouth shut: don't say a thing unless it's going to help someone else in the meeting do their job better.

Penalizing individuals for opting out of a UBI program «just wouldn't be a customer - centric thing to do.»

Paul Buchheit was responsible for three of the best things Google has done: Gmail, AdSense, and the Google mantra, «Don't be evil.»

I found the insurance coverage and various things to help fund it, because we didn't have the money to pay for it.

I imagine most executives could say the same, but if you don't take the time to recognize those things, you risk your team taking them for granted... creating the monster of ingratitude.

For one thing, the interesting things that happen to all of us on a daily basis don't tend to occur when we're sitting on our butts but rather when we're out and about in the world.

Not just because people want better tasting hamburgers, but because it is the right thing to do for shareholders.

«They receive money from us for whatever they want or need; thus, kids don't develop a sense of responsibility for completing job tasks, accountability to a boss who doesn't inherently love them, or an appreciation for the cost of things and how to manage money.»

When I was talking to psychologists, they said that's not using a to - do list for productivity, that's using it to do what's called «mood repair,» to make yourself feel good, rather than get things done.

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.

I've heard that regret for the things you didn't do is the most painful deathbed emotion.

«Now Mark, I am more than willing to give you my time and really work with you to find out exactly what the best solution for you and your specific situation is, I'm just going to ask for one thing in return... As we go through this, if you don't feel that what we have is a good fit, are you okay telling me that?

Sure, it might be nice to have access to the absolute latest in technology, like John Wick does when he arrives in Rome, but you won't need to drop $ 1,000 on a new unlocked iPhone 8 if you keep your iPhone 6 in good condition, keep it clean (inside and out,) make sure you're not hogging file space for unnecessary things, etc..

«Not everyone's going to love us for it, but it's the right thing to do.»

If you are looking for hydration, that is one of the few things this belt doesn't have.

Directionally, those may be things more of the candidates can agree on, even if they don't agree on the exact mechanisms for how to get there.

This is the first thing we talk about in Lean Startup because you can not do any of the techniques of Lean Startup — the rapid experimentation, the scientific approach, the broad development — none of it makes any sense and can't work unless you have a vision for what you are trying to accomplish.

Here's one from Getting Things Done: when a task takes less than two minutes, don't schedule it, don't set it aside for later, don't set a reminder — just take care of it.

When I was a technology entrepreneur doing startups, I kept having the experience that doing things the traditional way — a lot of advanced planning, raising a lot of money upfront, really making sure you call your shot — that didn't really work for me.

«While your business likely has major goals to get to in the next six months to two years, don't ignore the little things that make experiences for your customers more awesome in the meantime.

When an employee comes in at the same time, to the same place, and does the same things in the same order every day, you can't blame them for feeling bored or discouraged.

It has become not just a company extremely admirable in its growth, but, well, the very model for how to do things when you're scaling a company.

What makes Israel such a valuable model for water management isn't any one thing the country does but the range and integration of its activities.

Some of them got jobs, and a lot of them went successfully into treatment because if you're not spending all your time thinking about how you're going to pay for your next fix, you do have time to think about other things.

I like to wake up each day knowing the checklist of things that I need to do while still being excited for the unexpected things that couldn't be planned.

One of the best things about being an avid reader is that moment you stumble across a phrase that clearly describes something you've experienced but didn't previously have the words for.

Provide customers with a designated area where they can learn more and experience things for themselves, and it will help them realize that the size of your store doesn't reflect its quality.

Measurement can help you know what's working and what's not, as well as helping you show higher - ups the good things you're doing — and the areas for additional opportunities and funding.

Everyone knows that Travis is not coming back; still, Benchmark said a lot of nasty things about TK and is now sitting back and watching other people try to convince them that the best thing to do «for all concerned» would be to sell out.

In fact, one thing that keeps her rig on the road regularly is doing final legs of the trip for some of those big rigs that don't want to come up into the Northeast.

And some of the players to watch out for are the same big guys from 10 or 20 years ago (Microsoft, Oracle, AT&T, etc.) who are the long - entrenched stakeholders and «powers - who - be» in your space — not because they're great innovators or disruptors, but because: (a) they're increasingly well - informed about who's doing what very well (damn those demo days); (b) they're fairly fast followers with great gobs of money; and (c) they have the people, resources, and patience to hang around and keep buying and trying until they eventually get things right in the long run.

Not necessarily message them but a place for you to sort of browse and see among your matches who's available this week or who wants to go do this kind of thing.

Things you just couldn't do as a small business you're now getting taken care of for you by people like our security experts.

That often doesn't leave a lot of mental bandwidth for thinking things through or making thoughtful long - term plans.