Sentences with phrase «success from failure»

What distinguishes success from failure when it comes to communicating bad news to your organization?

The only thing separating success from failure, as I see it, is the ability to maintain your dream and to stay motivated.

The question of what separates success from failure, is something I've always liked to ponder on.

In this regard there are several factors that separate success from failure.

It's called «Failed Up: 20 Lessons on Building Success from Failure.»

But at the end, what kind of fuel we put inside our organism is what separates success from failure and you have the power to make food your best ally instead of worst enemy.

10 Outreach Best Practices That Separate Success From Failure — this post by Ross Hudgens goes through mostly the smaller details of outreach.

It's great to have the gift of the gab or to be able to charm the birds from the tree, but it's the drive to call and call again that differentiates success from failure.

Dale Carnegie said, «Develop success from failures.

Not exact matches

«Stepan's history of eradication efforts gives you a good sense of how involved the work can get, how many different kinds of approaches have been tried without success, and how much we've learned from our failures,» he writes, though he also warns that, while extremely valuable, it is far from a page turner.

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.

Study high achievers and you'll find the recipe for success is fairly consistent and includes hard work, perseverance, as well as a willingness to take risks and learn from failure.

Serial entrepreneurs in Silicon Valley hop from one failed business to the next and billionaire entrepreneurs like Richard Branson wax on publicly about their failures almost as much as their successes.

The greatest stamina for any entrepreneur comes from life purpose, and building a movement around your startup can be the difference between failure and breakout success.

But whatever the mechanism, the bottom line is that if your brain is a bit frazzled from fear of failure or previous setbacks of any kind, simply taking a few minutes to think (or write) about past successes before you tackle any cognitively demanding task is likely to help your brain perform at its peak.

The 10X mindset originally came from Grant Cardone in his book The 10X Rule: The Only Difference Between Success and Failure.

One take - away from this story is great advice from an Entrepreneur to his son, «Getting, keeping or making that future job starts with understanding the distribution system and your place in that process... Your knowledge has to be critical to the success or failure of the process.

Women entrepreneurs were as highly educated as their male counterparts, had the same early interest in starting their own businesses, and had learned the same valuable lessons from their work experience and from prior successes and failures.

Success can be lonely because it is only a heartbeat away from failure and the press love a rise - and - fall story.

Or what made a success difficult to achieve, or what was learned from a failure.

Even Winston Churchill made this point, saying, «Success is the ability to go from one failure to another with no loss of enthusiasm.»

Success or failure will come from deep and highly communicative connection and relationships that are constantly evolving.

Failure is something common and inevitable, but learning from failure is what leads to sFailure is something common and inevitable, but learning from failure is what leads to sfailure is what leads to success.

We wanted to know, from their point of view, what were the key factors in startup success... and failure.

In this podcast, Lewis Howes chats with entrepreneur James Altucher about everything from rapid, massive success to subsequent rapid, massive failure.

Wise words from Bill Gates, Mark Zuckerberg, Michael Dell, Elon Musk, Andrew Carnegie and other legendary leaders on success, attention, motivation, concentration, opportunity, failure and life.

Murray Rothband's Man, Economy, and State with Power and Market summarized the importance of movement: «The concepts of success or failure in entrepreneurship are thus deducible from the existence of action.»

In any organization, knowledge is power, and great leaders ensure that every employee, from the very top to the very bottom of the org chart, is provided with complete and up - to - date information about the organization's goals, performance, successes and failures.

Learn from small successes and failures along the way to adapt and refine your long term strategy.

Success is the result of perfection, hard work, learning from failure, loyalty to those for whom you work, and persistence.»

Most interpret that statement to mean learning from their own successes and failures.

I'm betting Google will get it right this time — a success born from beautiful failure.

The nature of the CEO role makes it much easier to learn from failures than successes.

Although you learn a lot from success, failure also teaches valuable lessons about what not to do.

What separates the success stories from everything else is how we view failure.

Chuck Piola — top seller at NCO Financial Systems, a $ 3.9 - million collection agency in Blue Bell, Pa. (see «48 Hours with the King of Cold Calls,» June 1991), drew inspiration from the pages of How I Raised Myself from Failure to Success in Selling.

Update from inc.com: In 2000, the book How I Raised Myself from Failure to Success in Selling is still in print — for $ 12, from Prentice Hall Direct.

The journey to success is paved with valuable life lessons, triumph and inevitable failure — which you can learn from too if you have the right attitude.

He shares his journey from office worker and serial failure to success in his latest book, How to Fail at Almost Everything and Still Win Big, currently available in hardcover.

We went from failure mode to success in a six - month period.

But the most important lesson he brought with him from the academic world, he says, is that humans learn far more from failure that they do from success.

«Getting used to that, bouncing back from that, being able to figure out what people hate and turn that into what people love... if you're not willing to take the risk of failing and not experience failure, you're never going to figure out what the right path is to success.»

Rather, investors have seen numerous resilient entrepreneurs learn from their mistakes and have a big success after one or more failures.

«In my experience, each failure contains the seeds of your next success — if you are willing to learn from it.»

Why We Learn More From Success Than Failure

You can learn from other founders» success and, of course, failure.

Branson mused about his successes and failures in a speech cited by Fortune magazine, where he addressed the Tribeca Film Festival's Imagination Day and touched on the reasons that are the basis of his organization's decision to let employees work from home and initiate an unlimited leave policy at Virgin Group.

In this episode of the Better Than Success Podcast, Business Success Coach and host, Nicole Purvy talks about 3 business failures and what she's learned from them.

The reasons we procrastinate range from not being clear about what to do, being afraid of failure (and even success), not believing in yourself, and spending too much time thinking about what could go wrong.

Success stories are inspiring of course, but there is a lot to be learned from failure.