Daryl Hall Quotes

No new projects at the moment. There are restrictions to how much I can take on. And I need to finish those that I am committed to do before thinking ahead. But I'd rather they take final shape before we talk of them.

I've always juggled a lot of projects because at least half the projects you do get shelved. So you have to do a lot of things in order for things to move forward.

I never think of the time I have lost. I just carry out a programme because it's there. It's mapped out for me.

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.

We need to make sure that the things we are already working on turn out to do the things we believe they can do and creating value both for the world and ultimately for Google.

Make measurable progress in reasonable time.

I usually have one project I'm focusing on but often have many other projects in the back of my mind for several years.

When you start a new project, you wonder whether it's the right choice.

A skilled Transition Team leader will set the general goals for a Transition, and then confer on the other team leaders working with him the power to implement those goals.

With any project there's one or two things that you really want to do and that's going to crack it.

When you take on a project, you have to be certain that you can make the best version of whatever it is you're given.

It's always been my formula to get the next picture set up before anyone's seen the last one.

You will launch many projects, but have time to finish only a few. So think, plan, develop, launch and tap good people to be responsible. Give them authority and hold them accountable. Trying to do too much yourself creates a bottleneck.

Any task can be completed in only one-third more time than is currently estimated.

Efficiency is doing things right; effectiveness is doing the right things.

Cove is essentially a collaboration, coordination and communication tool for the administration of organizations and communities, from the Stanford Graduate School of Business Entrepreneurship Club to church groups and schools.

In setting goals and executing a strategy, Wanda is sophisticated. We have good systems and departments. If targets are not reached, a yellow light goes off.

Part of executive functions is the ability to look to a goal deadline and assess where an organization is in meeting it.

The biggest fragility in a project is often just the inability to be able to explain to people why you are doing it, and when you're going to do it, and what's going to happen.

What gets measured, gets done.

The 6 Ps: Proper Planning Prevents Piss-Poor Performance

It is always impossible to expect things getting done in 90 days.

I'm always thinking about future projects and at the same time trying to finish the project you're in the middle off.

The more Strategic Work you do, the more effective, productive, and joyful the Tactical Work becomes.

At SBI, we say that if you need a project to be done, you need to be determined that it needs to be done, put a deadline, and it will get done.