Every discussion in a meeting has a diminishing curve of interest. The longer the discussion goes on, the fewer people will be interested in it.
At the end Kirk Albers (Jelly Belly-Pool Gel) put in a huge effort that helped bring it back.
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.
All things being equal, people will do business with a friend; all things being unequal, people will still do business with a friend.
You don't have to reinvent the wheel, just attach it to a new wagon.
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
I'm about as concerned as Jack would be if he read that I was practicing to compete in the Masters
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.
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.
Round numbers beg to be negotiated, usually by counteroffer round numbers. Odd numbers sound harder, firmer, less negotiable.
I was just leading out J.J. and Page, but we opened up a gap.
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
Talk less-you will automatically learn more, hear more, see more-and make fewer blunders.
If you aren't afraid to fail, then you probably don't care enough about success.
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.
People don't plan to fail. They fail to plan.
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
We thought the lawsuit was pretty frivolous.
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.
In our business, the windows of opportunity open and close with dazzling rapidity...I constantly have to remind people to seize the moment.
People retire to do what I do every day.
We took it early with seven to go. I tried my best to stay out of the wind until the end.
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.
Commit yourself to quality from day one ... it's better to do nothing at all than to do something badly.
Concentrate on each task, whether trivial or crucial, as if it's the only thing that matters.
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.
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.
Short-term can be terminal.
There are five top superstars in golf, 20 great stars, and 30 good ones. The rest should go and get jobs.