Quotes About Planning

I live with a calendar strapped to my butt. Seriously, I never go anywhere without my calendar, because I have to make sure I don't miss anything.

Anybody can do a deal. The tough part is doing the deal at the right time, being strategic.

I'm pretty good at thinking about everything - all of my consequences - before I make a decision, and I think about everything that's going to happen because of that decision. I'm a Libra, and I'm very strategic.

When the Normandy Invasion was planned, a very specific strategic objective was given, and that strategic objective was the basis upon which the plan for the Normandy Invasion was derived.

It was a strategic plan, because prior to us doing 'Dum and Dummer,' me and Glock never had music together. So I planned it that way - because I always wanted Glock to take off and go big on his own, without a Dolph co-sign or Dolph feature.

I like to be a strategic policy guy.

I think one key part of doing more with less is to be more strategic, to realize what the objectives you're truly trying to accomplish are and then to drive with greater focus towards those objectives.

My hope is that we're going to be more strategic and focused as we look for a way to address the long-term deficit and debt issues that are affecting this nation.

Every successful enterprise has a very clear strategic purpose.

I am not the kind of designer who is racing to the finish line, so while collaborations are important for our growth, each and every one has to be strategic and well-timed with what we have going on internally.

The secret to fundraising comes down to three magic words: before, more, and strategic.

I believe that the idea of strategic beliefs may be more important than strategic planning when thinking about how you keep the long view.

I have observed that people make strategic plans for brands, businesses, and companies, but they are not always strategic about themselves.

I've been very strategic in how I've approached the jobs I want to do.

You need to be strategic about how you define your leadership journey and where that takes you.

Many who know me or have worked for me are aware of my penchant for strategic planning. I consider it a critical component of the success of any organization and believe in the value of planning for a company's needs over multiple time horizons, as well as reviews against that plan at regular intervals.

No plan survives first contact with the enemy. What matters is how quickly the leader is able to adapt.

If you go to Sundance, the experience that I've had there as a viewer is... there's like a hundred movies there, and you've got to figure out what movies are sold out, what can you see. Sometimes you go to see movies that you don't know anything about because it just works into your schedule.

Money is like gasoline during a road trip. You don't want to run out of gas on your trip, but you're not doing a tour of gas stations.

Make a plan that truly reflects your goals and interests, and you'll be more likely to execute. Why pretend you're going to work out every single day when you know you're only going to do it three times a week?

Ask yourself where you are now, and where you want to be instead. Ask yourself what you're willing to do to get there. Then make a plan to get there. Act on it.

If the plane you fly has a true airspeed of 120 to 180 knots, you need to be thinking about weather at least 120 miles to 180 miles ahead of your present position. That means the conditions you'll face at least one hour in front of your present position should be carefully considered now.

If you want an average, successful life, it doesn't take much planning. Just stay out of trouble, go to school, and apply for jobs you might like. But if you want something extraordinary, you have two paths: 1) Become the best at one specific thing. 2) Become very good (top 25%) at two or more things. The

In cooking—as in business and war—hope for the best but plan for the worst.