Anger can be an effective negotiating tool, but only as a calculated act, never as a reaction.
We took it early with seven to go. I tried my best to stay out of the wind until the end.
[Prevent slacking.] I look for times when I'm producing zero watts, ... Now I pedal on long descents or in tailwinds. I can do the same training ride in three-and-a-half hours that took me four without a power meter.
I am convinced that most companies don't maximize their barter possibilities. Instead of aggressively reducing costs by trading their services with those of their suppliers, they seem content to pay top dollar for everything.
I actually felt like I was the best runner today, ... But I had to work twice as hard as these mountain bikers, Ryan, Barry and Geoff, on the descents.
It was loud, and it looked extremely bad.
It's always a tricky race to call with the tactics, ... This race has been different every year. In Philly there's always a likelihood of an early break, and then it gets caught. It's pretty typical. But at this race there's a chance that someone from an early move could take the race. That always m
All things being equal, people will do business with a friend; all things being unequal, people will still do business with a friend.
Fear of failure is at least as common as the desire for success. In fact, if harnessed properly, it can be the energy that drives the wheel.
We thought the lawsuit was pretty frivolous.
I made a note to myself not to let that happen again this time. This is not a good course to let someone open up a small gap, so I made sure I was always sitting second wheel. Stay with whoever was attacking, and be ready to close down a gap if need be. I didn't care if that meant the whole group st
Concentrate on each task, whether trivial or crucial, as if it's the only thing that matters.
I was just leading out J.J. and Page, but we opened up a gap.
Commit yourself to quality from day one ... it's better to do nothing at all than to do something badly.
The mental game of business is understanding this Paradox: the better you think you are doing, the greater should be your cause for concern: the more self-satisfied you are with your accomplishments, your past achievements, your 'right moves', the less you should be.
Tim made a nice attack on the run up, held a heavy pace, and kept it at the top, ... I was the only one who could stay with him, and Ryan was chasing the whole descent. He didn't catch us until the barriers coming into the start/finish. I was on Tim and I knew he wasn't going to have much of a sprin
I'm about as concerned as Jack would be if he read that I was practicing to compete in the Masters
In our business, the windows of opportunity open and close with dazzling rapidity...I constantly have to remind people to seize the moment.
If Thomas Edison had gone to business school, we would all be reading by larger candles.
People don't plan to fail. They fail to plan.
To me, Arnold was a pioneer in the spirit of Thomas Edison or Benjamin Franklin, while Tiger is a pioneer in the spirit of Bill Gates.
You don't have to reinvent the wheel, just attach it to a new wagon.
Round numbers beg to be negotiated, usually by counteroffer round numbers. Odd numbers sound harder, firmer, less negotiable.
Everyone was riding fast today. There were a lot of attacks, but no one managed to break away until those four riders. But that was (60 miles) into the race. It was a very nervous race, but also safe.
The course takes its toll. These climbs are the hardest. They're not very long, but there aren't any other races I do where my forearms are cramping and my fingers are locking on me by the end. We're using muscles in our bodies that we normally only use when we're doing a field sprint.
If new ideas are the lifeblood of any thriving organisation-and, trust me, they are-managers must learn to revere, not merely tolerate, the people who come up with those ideas.
There's bound to be one crash a race. I've been in races where there hasn't been a crash. It's not a given, but it's not a shock.
People retire to do what I do every day.
If you aren't afraid to fail, then you probably don't care enough about success.
Today, if someone showed me a five-year plan, I'd toss out the pages detailing Years Three, Four and Five as pure fantasy Anyone who thinks he or she can evaluate business conditions five years from now, flunks.