We ask the military to be in a position that, if we ask them to do a task, they are absolutely able to do it for us.
Every man must admit that by means of instruments and machines the labourer can execute tasks he could not possibly perform without them; that he can perform a greater quantity of work in a given time, and that he can perform the work with greater nicety and accuracy than he could possibly do had he no instruments and machines.
I mean, once work's out there it's meant to be used.
In the military, we are also taught to only use one third of the available decision-making time, so that our subordinates have time to go through their own decision processes when they learn what we want them to do.
In a professional once engaged, the performance of the job comes first.
Unfortunately, I'm an engineer. I'm always thinking about, what's the task and how do I get it done? And some of my tasks are pretty broad, and pretty fuzzy, and pretty funky, but that's the way I think.
People get work done, not buildings, not staffs in a generic sense, and not plans, but people
We need to be in the open mode when we are pondering a problem, but, once we come up with a solution, we must then switch to the closed mode to implement it.
Usually, I'm the kind of actor where you show me once or twice, I can do it. I don't do it creatively, but I know how to do the process.
The essence of the best thinking in the area of time management (practice planning) can be captured in a single phrase: Organize and execute around priorities
I want to try to execute my role to help the team in the best way possible.
If a job is worth doing, it's worth doing poorly first.
I believe I do my job the way I have to do it.
Do the best you can in every task, no matter how unimportant it may seem at the time. No one learns more about a problem than the person at the bottom.
Strategic Work is all about the big questions: Who? What? When? Where? Why? Tactical Work is all about answers: This is the system we use to do each task. This is how we do it, how we measure it, how we monitor it.
Communication isn't just directing a guy on what to do: it's passing the information along to the guy that's next to you, and that's where we make the calls come to life.
If you leave me waiting 'round for hours and then call on me to do something, I need to be able to do it straight away. That's my job, like your job is to do what you do.
What's important now? - To evaluate the past, focus on the future, and tell you what you have to do in the present
The director can't do your job for you. He can't get in front of the camera and perform your part.
I do what the manager asks of me to the best of my ability. I'm not saying I'm brilliant or saying I'm perfect.
An average person who develops the habit of setting clear priorities and getting important tasks completed quickly will run circles around a genius who talks a lot and makes wonderful plans but gets very little done.
If certain players do not carry out their tasks properly on the pitch then their colleagues will suffer.
When you're an assistant, you're executing the wishes of your boss.
A company works best when everybody does the job he is paid to do.
I need to solve the problem. It's no different from how am I going to get my son out the door when he needs to go to school. It's a bigger version of that same type of problem.
