Sentences with phrase «time doing other things»

This greatly cuts back on how long you are searching and rates so you can spend that time doing other things like working on the car or hanging out with family members.

Waiting in line would likely have been a bigger task and required me to forfeit a lot of my time doing other things.

I can spend the rest of my time doing other things and enjoy the freedom I've earned with this lifestyle.

Our condo is small and nothing fancy but it is perfect for us to spend our time doing other things rather taking care of it.

However, the truth is that at that time my son totally agreed with it, and would have rather spent his time doing other things.

I know of teens at school who manage to keep up with all their coursework and spend time doing other things that they want to do in the evenings and weekends.

I'd rather spend my time doing other things than wiping stuff all over my face and body.

For me, it worked better baking it so I could spend time doing other things, like making rice and salsa.

A perfect God doesn't make it easy to interpret scripture because that would mean I'd spend less time being with him, and more time doing other things.

It's not that my husband didn't care about dried toothpaste in the sinks or the fact our sheets weren't washed that week; it was that he wanted to spend his limited free time doing other things.

We have plenty of time do other things — like climate science.

Not exact matches

While Levy did achieve monetary success as a first - time entrepreneur, he soon realized that he loved so many other things about being an entrepreneur.

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.

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.

Other times, it's best to let someone more qualified run the show, while you focus on the things that you do best.

The other thing about this approach is that you'll either need to spend as much time on sales as on making your food item or you'll need to hire someone or take on a partner to do the sales part for you.

Going PC by PC to retrieve e-mail in the event of a lawsuit is time consuming and expensive — and if you can't produce relevant e-mail because it was accidentally deleted, the other side could use it to raise the question of whether you maliciously deleted things you didn't want them to find, Larrivee says.

So we didn't get too far other than things like wait times.

A moment from life captured to provide inspiration to others as well as share some of the things I might be doing in my free time.

But other times, they create major roadblocks to building cooperative partnerships, fostering healthy work environments and getting things done quickly.

«That's not necessarily a bad thing — it can signal trust, for example, and we rely on other people to remember things for us all the time, or don't bother to memorize them because we know our spouses (or iPhones) are really good at remembering.»

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.

One of the best ways to get followers is to post things others want to read; don't let the first time followers hear from you be, «Hi, please back my crowdfunding campaign.»

More often than not, it won't be during the time I've set aside for creative work, but will instead be when I'm already trying to do three other things.

Sometimes this has me scratching my head, and other times I'm in awe of these remarkable young people who are perched on the brink of accomplishing things never done before.

The complete article is chock full of other suggestions, including specifying what type of feedback you're after (so as to avoid your team telling you about things you don't have the time or power to fix) and most importantly, actually acting on at least some of what they tell you.

If there is one simple thing you can do to enhance your impact as a presenter, persuade others to see things as you see them, and make it more likely your audience will say yes to your idea, it is sustained, purposeful eye contact with one person at a time.

At times, we've overdone our process, to the detriment of getting things done; at other times, we've been undisciplined, to the detriment of learning from our mistakes and wins.

Instead, take a look at what you did well, what you didn't do so well, and figure out how you can make more time for those other things you enjoy — like reading, going for long walks, or cooking yourself a nice dinner at home.

Depending on what your primary goals are, you may find that one or more of these tips work better than the others; be sure to refine your approach over time, and don't be afraid to change things up.

«Applying for H - 1B visas takes so much time that I, as CEO, should be spending doing other things,» she tells Inc. «It has absolutely hurt my business,» she adds, noting that her costs associated with hiring through the program have shot up some 24 percent, causing her to lower some salaries at her 65 - person business.

Then use your «free» time to get other things done just as quickly and effectively.

But through all of this I'm always reminded that in tough times some people pull up their socks and help get the job done while others turn to being critics: Even some who don't actually take risks or accomplish things love to opine.

«I have a tough time in any near - term or any medium - term sort of scenario seeing that robots are just going to do their own thing and decide to shoot each other without any interaction [or] human control.»

Taking responsibility when things go wrong instead of blaming others isn't masochistic, it's empowering — because then you focus on doing things better or smarter next time.

What they and others have recognized is that the time to think about improvement and doing things better is when it least feels like you need it.

As soon as you notice that you are in a familiar and noxious work setting, where the other party is likely to do the same thing as usual and you are likely to play the part you usually play, then it is time to do something different,» he writes.

This enables you to save any game on the console at any time — a huge step up over the days of leaving a game paused for hours while you did other things.

I love trying new things, so this doesn't factor in my trying the holiday drinks or other lattes which would occasionally cost me around $ 5 + each time.

To achieve maximum success and derive maximum value from your time, you must systematically, aggressively divest yourself of the activities you don't do well and don't do happily, so as to systematically invest your time (and talent, knowledge, know - how and other resources) in those things you do extraordinarily well, enjoy doing and find intellectually stimulating.

There's no single event, other than it was time for me to do my own things.

There are a lot of things about Musk that make him so successful, but I do think there's a «secret sauce» that puts Musk in a different league from even the other renowned billionaires of our time.

I work for an online retail company as the sole customer service representative, the web optimization specialist, and the sole social media coordinator (on top of assisting with other projects) and I've been falling under scrutiny from my boss for not getting things done, when two of those are full time jobs on their own!

Others aren't thrilled that things they don't want to do are eating into their personal time.»

Work flexibility is ideal because it gives extra time for things that need to get done away from work and allows you to take on other things like another job or going back to college as well.

Womply tips the scales in your favor by making technology work for you (not the other way around) so you can save time every day and focus on the things only you can do.

I need the various income streams in order to do other things, other than my job when it's time to go.

This includes making sure they get their projects done, and still leaving time for them to communicate with others, and do the housekeeping things (like email) that also come with the territory.»

Here are a few common «lack of focus» examples I see amongst founders all the time: — Doing shit that makes them look busy, but doesn't have significant impact — Trying to do too many things instead of one thing really well — Getting things done themselves instead of taking time to build the team — Fundraising when it's not time — Acquiring users when existing ones keep churning — Adding features instead of fixing or removing the ones they have — Having multiple audiences, rather than one very targeted — Paying attention to vanity metrics or too many metrics instead of core KPIs — Following the competition's every move — Obsessing with getting up on TechCrunch (or other press)-- Attending multiple networking events a week

If we've know of something for a long time, it's often very difficult to believe that others do not know the same thing.