Sentences with phrase «not get some things right»

Because Harry Redknapp — and I know, I know, he's a cuddly human — is a very good manager, who may not get things right.

«Unfortunately there's a risk Manchester United and Chelsea will also be as capable as Manchester City of punishing us if we don't get things right.»

That is, if a Government doesn't get things right in those areas where it can succeed, then those who voted for them are going to be less forgiving when things go wrong economically.

I didn't get things right first time and made a lot of expensive mistakes along my capsule wardrobe journey.

The previous failure may have resulted from the fact that you did not get some things right.

I swear, we just can't get things right lately.

There's touch focusing option if the automatic focus doesn't get things right.

Explain to children that part of learning is not getting things right all the time.

Not exact matches

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.

Ram Trucks got legal permission to use Dr. Martin Luther King Jr.'s words in its ad, but that doesn't mean it was the right thing to do

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.

Are they about how long they had to wait, had to talk to too many people, the price, «your website says one thing but you say something else», «you say it's easy to do business and I can't even get a price», «I didn't know about your warranty», «you don't know what you're talking about» — right?

Steve Buckley figured that out and thought the best way to make some progress on this, and I think he's right, wasn't to go out and hire a consultant as we often would have done, but rather get some of these people in from the DMZ and so on who are spending their lives developing these things that will hopefully be a big score for them one day.

At Zady, our ethical - fashion startup, there are many little things that we have not gotten perfectly right along the way.

Before we really got things rolling, she asked to sit down with me and told me her new truth: She didn't think it was the right time for her.

When things get tough, you'll need that scrappiness to survive, Smith says, and you won't get it if you've had a million or more in VC funds right from the start.

And don't get me wrong, that's often a good thing in the right situation.

But this approach can't work in a fast - changing world, McChrystal said, especially one where it's important not just to get things right but to get them right quickly to win.

I've written a lot about how to get publicity for your small business, and the one thing I can't emphasize enough is to make sure you're pitching the right journalist.

Looking into a crystal ball isn't exactly a scientific thing to do, but if you ask the right kinds of smart people you can get a pretty good idea what's likely to come down the pike.

When you have those things, you get things right more often then not.

A day later he sent me an email: «While I can't please everybody and you can always find people who will criticize you, I'm passionate about news, and yes, at times I've lost my cool in the context of trying to get things right.

There's got to be a top - down view that it's not only the right thing [to do], it's part of our business strategy.

You're assuming that the organization has deliberately avoided paying you while pretending it's doing the right thing, because the people in accounting don't want to get yelled at.

«The best piece of advice that I ever got was from my father,» says Hightower:» «As long as you're honest, and as long as you don't try to beat anyone, and you do the right thing, then you have the ability to be successful.»

However, our noses don't always get it right, and sometimes our body mistakes harmless things as an attack.

The one thing you can't do unfortunately is get one right now.

It's also the Customer Support team's job to ascertain that they choose the right path to get that outcome, so they might want to engage their users, but they don't want to have their users upset about being spammed, so it's our team's job to say again, «I can see why you might think that emailing five times in the first five days is good, but here's a few ideas about how you'll get to where you want to get to without doing the things that upset customers.»

It might cost a bit of money and possibly take funds you don't have, but it's better to spend a few thousand now to get things right, rather than losing your entire business — and your sanity — later.

Malcolm Gladwell may or may not have been completely right when he claimed that becoming a true expert in any subject requires 10,000 hours of practice, but whether his exact number stands up to scrutiny, the underlying truth still holds — getting good at things is time - consuming and involves a lot of hard work.

«He didn't get caught up in whose fault things were when something went wrong or who takes the credit when something went right.

It's important to get things right from jump street vis - à - vis customer service; a man (I make no claim to his wisdom, he may have had the wisdom a closed - head - injured orang) once said «if you don't have time to do it right, when will you find time to do it over?»

Likewise, you shouldn't have to make numerous callbacks to get the next order, says seasoned tea importer Al Sharif, owner of GlobeTrends, in Chatham, N.J. «If he's doing the right things in the right way on the phone,» and still not making progress, Sobczak agrees, «then I'd have to look at his product and marketing.»

They don't have to be home runs - they can be singles and doubles, but they need to point people in the right direction and show them that there are big innings ahead and that things will only get better from here.

Most of my clients are too busy, or don't have the internal resources to get a powerful application like this set up and used properly with the right processes without things turning into a mess.

He says that's not just because it is the right thing to do from an environmental perspective, but because, as always, he's focused on getting the biggest return for his shareholders.

The good news is it isn't rocket science, but if you don't do certain things and do them right, you'll never get your startup off the ground.

«Employees who learn to manage their workload quickly and efficiently don't just get more done, they get more of the right things done.»

He said that making your bed gives you a sense of accomplishment, shows that if you can't tackle the small tasks, you will never get the big things right, and if you have had a miserable day, having a made bed gives you encouragement about tomorrow.

[16:00] Pain + reflection = progress [16:30] Creating a meritocracy to draw the best out of everybody [18:30] How to raise your probability of being right [18:50] Why we are conditioned to need to be right [19:30] The neuroscience factor [19:50] The habitual and environmental factor [20:20] How to get to the other side [21:20] Great collective decision - making [21:50] The 5 things you need to be successful [21:55] Create audacious goals [22:15] Why you need problems [22:25] Diagnose the problems to determine the root causes [22:50] Determine the design for what you will do about the root causes [23:00] Decide to work with people who are strong where you are weak [23:15] Push through to results [23:20] The loop of success [24:15] Ray's new instinctual approach to failure [24:40] Tony's ritual after every event [25:30] The review that changed Ray's outlook on leadership [27:30] Creating new policies based on fairness and truth [28:00] What people are missing about Ray's culture [29:30] Creating meaningful work and meaningful relationships [30:15] The importance of radical honesty [30:50] Thoughtful disagreement [32:10] Why it was the relationships that changed Ray's life [33:10] Ray's biggest weakness and how he overcame it [34:30] The jungle metaphor [36:00] The dot collector — deciding what to listen to [40:15] The wanting of meritocratic decision - making [41:40] How to see bubbles and busts [42:40] Productivity [43:00] Where we are in the cycle [43:40] What the Fed will do [44:05] We are late in the long - term debt cycle [44:30] Long - term debt is going to be squeezing us [45:00] We have 2 economies [45:30] This year is very similar to 1937 [46:10] The top tenth of the top 1 % of wealth = bottom 90 % combined [46:25] How this creates populism [47:00] The economy for the bottom 60 % isn't growing [48:20] If you look at averages, the country is in a bind [49:10] What are the overarching principles that bind us together?

«We don't do very many things, but when we get the chance to do something that's right and big, we've got to do it.

«It's not like huge brain surgery to get these things right.

You do not want to find a year or so after starting your business you have overlooked something that could ruin your business only because you did not spend a few thousand dollars to get things right from the start.

I've learned that you simply can not get ahead in the trading world by deviating from what you know is the right thing to do.

Highlighted are the things you should do to get your business right and also the things you should not do.

It seems to be, ok, he got some things right, but we can't admit that because he's Trump (often racist, and often wrong).

We tend not to second guess the wisdom of the markets to get things right, at least over the long term.

Sequoia director John B. Harris put it this way: «The crux of value investing is this notion that the vast majority of people, the investing public at large, tends to get things mostly right but not always right.

I was thinking this the other day, when a lot of the Facebook executives get on Twitter and feel victim - y, they're doing their victim - y dance right now a lot of the time, and at one point, Boz, Bosworth, when he said, «Maybe people will die,» that memo, and instead of being like, «Oh god, we really have to be more mature about this,» their thing was, «We can't talk now.»

It's the same thing when it came with BP, when it comes to these penalties, you want to get the money, so you don't want to break the company that you're doing it with; it can really cripple it in terms of payments, but you don't want some sort of litigation or anything like that that is going to completely bankrupt the company, full stop, right in that moment, because you want to get paid.