Bitty Schram Quotes

It's a pretty intuitive process, picking the projects that I want to get involved with.

You need to decide what problems, what opportunities, what projects you're going to work on.

I have an awesome team. We all talk about what projects are the best for me to work on for my career and which ones to pass on.

The effort invested in 'getting it right' should be commensurate with the importance of the decision.

I try to choose the projects that I think are the most well-written and well-executed, and the rest of it is so beyond my control to be almost not worth thinking about at all.

I wait and take on projects that I think can work.

You have to be damn certain you're putting something better in its place.

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

As all entrepreneurs know, you live and die by your ability to prioritize. You must focus on the most important, mission-critical tasks each day and night, and then share, delegate, delay or skip the rest.

But tending machinery was one thing; defining what we were trying to do and why we were doing it, and developing ways to measure how well the job was done - this was something else again.

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.

My hiatus timeline is so minimal, there's only a select number of projects that I can go in for.

I have decided that I won't take up assignments that don't interest me.

People must be realistic when evaluating their business.

In business, staying focused requires that you turn most opportunities down.

No matter what your career aspirations are, you should begin by thinking carefully about why you are engaging in any activity and what you can expect to get out of it.

The real challenge in this line of work is being able to weed the productive ones from the chaff, to decide which you're going to spend the next six to nine months turning into something that people will pay for.

We also have to ask if we focusing on the most important priorities.

There are a couple of projects that are sort of on the plate; I haven't closed any of them yet. I'm trying to figure out which one is going to be the best one for me.

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

Prioritization sounds like such a simple thing, but true prioritization starts with a very difficult question to answer, especially at a company with a portfolio approach: If you could only do one thing, what would it be? And you can't rationalize the answer, and you can't attach the one thing to some other things. It's just the one thing.

I've been very selective in what I did and didn't do.

If you know anything about me and my history, you know I'm very particular about my projects.

I have a very clear idea of what kind of career I want and the choices I need to make to get there.

Managing through ambiguity can be difficult for even the most experienced leaders. Defining a clear set of goals for your team demonstrates that there is an end in sight. However, it's crucial during this time to move through the transition in phases.