Quotes About Planning

A manager has to have all different sides covered.

You can only have a short sight because things change a lot. You can't plan what the years will bring.

I was keenly aware when I was drafted, when I signed my first contract; immediately, I was thinking about the end.

The agreement to place the binational planning group at our new Northern Command was also signed in December.

It was strange joining Chelsea, but when I signed, I knew I would be loaned out to a team. They had, like, a five-year plan for me.

Phrases that have historical significance or become headlines don't just magically appear in the moment. They are mindfully planned.

If you're not putting enough away for emergencies or retirement, making commitments in advance, such as signing up for payroll withholding, can help.

When you get that signing bonus, don't start thinking about all the things you can do with $1 million.

It is not always about signing star forwards and midfielders.

Football and chess can seem like sporting polar opposites, but there are so many similarities with the modern game.

We can do things the cheap way, the simple way, for the short-term and without regard for the future. Or, we can make the extra effort, do the hard work, absorb the criticism and make decisions that will cause a better future.

The sure sign of an amateur is he has a million plans and they all start tomorrow.

I'm keenly aware of the Principle of Priority, which states (a) you must know the difference between what is urgent and what is important, and (b) you must do what's important first.

He knows that any job, whether it's a novel or a kitchen remodel, takes twice as long as he thinks and costs twice as much. He accepts that. He recognizes it as reality.

Figure out where you want to go; then work backwards from there.

Improvisation is not a wild scramble at the last minute. You are not pulling plans out of thin air. Improvisation is the payoff of scrupulous preparation and drill.

I'm keenly aware of the Principle of Priority, which states (a) you must know the difference between what is urgent and what is important, and (b) you must do what's important first.

On our single sheet of foolscap we've got the Big Beats. Now what? Fill in the gaps. David Lean famously declared that a feature film should have seven or eight major sequences. That's a pretty good guideline for our play, our album, our State of the Union address.

Any project or enterprise can be broken down into beginning, middle, and end. Fill in the gaps; then fill in the gaps between the gaps.

We should therefore reject the entire dichotomy between central planning, on the one hand, and market "rationality" on the other.

Bateson proposed that the metaphor of mother Earth is no longer accurate or helpful. Human impact on nature is now so complete and irreversible that we're better off thinking of the planet as if it were our first child. It will be here after us. Its future is unknown and uncontrollable. We are forced to plan ahead for it. Our first obligation is to keep it from harm. We are learning from it how to be decent parents.

How do we make long-term thinking automatic and common instead of difficult and rare? How do we make the taking of long-term responsibility inevitable?

Why is it that other people's plans so often seem ill thought out while our own make so much sense? I

Strategy without tactics is the slowest route to victory. Tactics without strategy is noise before defeat.