Productive Tuesday Quotes

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Sunday “Well then, as I have just told you, they devoted each day of the week to productions in one or another special branch of knowledge—either works of their hands, or some other form of consciously designed being-manifestation “Thus, Monday was devoted to the first group, and this day was called the ‘day of religious and civil ceremonies’, “Tuesday was allotted to the second group, and was called the ‘day of architecture’, “Wednesday was called the ‘day of painting’, “Thursday, the ‘day of religious and popular dances’, “Friday, the ‘day of sculpture’, “Saturday, the ‘day of the mysteries’ or, as it was also called, the ‘day of the theater’, “Sunday, the ‘day of music and song
G.I. Gurdjieff (Beelzebub's Tales to His Grandson)
Huh,” said Dex. “Says here that Poe’s parents, both actors, met in a production of Lear.” Tuesday slurped her coffee. “The internet takes all the effort out of detecting, doesn’t it?” “His mom was great. Legitimately talented. His dad was . . . less great. Total piece of work.
Kate Racculia (Tuesday Mooney Talks To Ghosts)
Jack Dorsey, the cofounder of Twitter and founder of Square, has an interesting approach to his weekly routine. He has divided up his week into themes. Monday is for management meetings and “running the company” work. Tuesday is for product development. Wednesday is for marketing, communications, and growth. Thursday is for developers and partnerships. Friday is for the company and its culture.
Greg McKeown (Essentialism: The Disciplined Pursuit of Less)
Part of the freedom of being yourself is resisting the temptation to fill every minute with productivity, and allowing a little margin to be bored. I’m learning to practice stillness more regularly. To leave some room for sacred silence when I can. [My husband’s words to my kids in response to their perceived boredom] reminded me of my desire to learn how to be bored well. How to bring my nothing into the presence of Christ, and simply be with him. No agenda, no checklists, no accomplishing allowed. As it turns out, being bored can be super hard work. But it’s the very work of boredom that reminds me that I don’t, in fact, make the world go round. My agenda isn’t the most important one, and many times, may not be important at all. Knowing this is a great first step toward cultivating a lightness of heart.
Emily P. Freeman (Simply Tuesday: Small-Moment Living in a Fast-Moving World)
Robert Askins Brings ‘Hand to God’ to Broadway Chad Batka for The New York Times Robert Askins at the Booth Theater, where his play “Hand to God” opens on Tuesday. By MICHAEL PAULSON The conceit is zany: In a church basement, a group of adolescents gathers (mostly at the insistence of their parents) to make puppets that will spread the Christian message, but one of the puppets turns out to be more demonic than divine. The result — a dark comedy with the can-puppets-really-do-that raunchiness of “Avenue Q” and can-people-really-say-that outrageousness of “The Book of Mormon” — is “Hand to God,” a new play that is among the more improbable entrants in the packed competition for Broadway audiences over the next few weeks. Given the irreverence of some of the material — at one point stuffed animals are mutilated in ways that replicate the torments of Catholic martyrs — it is perhaps not a surprise to discover that the play’s author, Robert Askins, was nicknamed “Dirty Rob” as an undergraduate at Baylor, a Baptist-affiliated university where the sexual explicitness and violence of his early scripts raised eyebrows. But Mr. Askins had also been a lone male soloist in the children’s choir at St. John Lutheran of Cypress, Tex. — a child who discovered early that singing was a way to make the stern church ladies smile. His earliest performances were in a deeply religious world, and his writings since then have been a complex reaction to that upbringing. “It’s kind of frustrating in life to be like, ‘I’m a playwright,’ and watch people’s face fall, because they associate plays with phenomenally dull, didactic, poetic grad-schoolery, where everything takes too long and tediously explores the beauty in ourselves,” he said in a recent interview. “It’s not church, even though it feels like church a lot when we go these days.” The journey to Broadway, where “Hand to God” opens on Tuesday at the Booth Theater, still seems unlikely to Mr. Askins, 34, who works as a bartender in Brooklyn and says he can’t afford to see Broadway shows, despite his newfound prominence. He seems simultaneously enthralled by and contemptuous of contemporary theater, the world in which he has chosen to make his life; during a walk from the Cobble Hill coffee shop where he sometimes writes to the Park Slope restaurant where he tends bar, he quoted Nietzsche and Derrida, described himself as “deeply weird,” and swore like, well, a satanic sock-puppet. “If there were no laughs in the show, I’d think there was something wrong with him,” said the actor Steven Boyer, who won raves in earlier “Hand to God” productions as Jason, a grief-stricken adolescent with a meek demeanor and an angry-puppet pal. “But anybody who is able to write about such serious stuff and be as hilarious as it is, I’m not worried about their mental health.” Mr. Askins’s interest in the performing arts began when he was a boy attending rural Texas churches affiliated with the conservative Lutheran Church-Missouri Synod denomination; he recalls the worshipers as “deeply conservative, old farm folks, stone-faced, pride and suffering, and the only time anybody ever really livened up was when the children’s choir would perform.” “My grandmother had a cross-stitch that said, ‘God respects me when I work, but he loves me when I sing,’ and so I got into that,” he said. “For somebody who enjoys performance, that was the way in.” The church also had a puppet ministry — an effort to teach children about the Bible by use of puppets — and when Mr. Askins’s mother, a nurse, began running the program, he enlisted to help. He would perform shows for other children at preschools and vacation Bible camps. “The shows are wacky, but it was fun,” he said. “They’re badly written attempts to bring children to Jesus.” Not all of his formative encounters with puppets were positive. Particularly scarring: D
Anonymous
EARNINGS McDonald's Plans Marketing Push as Profit Slides By Julie Jargon | 436 words Associated Press The burger giant has been struggling to maintain relevance among younger consumers and fill orders quickly in kitchens that have grown overwhelmed with menu items. McDonald's Corp. plans a marketing push to emphasize its fresh-cooked breakfasts as it battles growing competition for the morning meal. Competition at breakfast has heated up recently as Yum Brands Inc.'s Taco Bell entered the business with its new Waffle Taco last month and other rivals have added or discounted breakfast items. McDonald's Chief Executive Don Thompson said it hasn't yet noticed an impact from Taco Bell's breakfast debut, but that the overall increased competition "forces us to focus even more on being aggressive in breakfast." Mr. Thompson's comments came after McDonald's on Tuesday reported that its profit for the first three months of 2014 dropped 5.2% from a year earlier, weaker than analysts' expectations. Comparable sales at U.S. restaurants open more than a year declined 1.7% for the quarter and 0.6% for March, the fifth straight month of declines in the company's biggest market. Global same-store sales rose 0.5% for both the quarter and month. Mr. Thompson acknowledged again that the company has lost relevance with some customers and needs to strengthen its menu offerings. He emphasized Tuesday that McDonald's is focused on stabilizing key markets, including the U.S., Germany, Australia and Japan. The CEO said McDonald's has dominated the fast-food breakfast business for 35 years, and "we don't plan on giving that up." The company plans in upcoming ads to inform customers that it cooks its breakfast, unlike some rivals. "We crack fresh eggs, grill sausage and bacon," Mr. Thompson said. "This is not a microwave deal." Beyond breakfast, McDonald's also plans to boost marketing of core menu items such as Big Macs and french fries, since those core products make up 40% of total sales. To serve customers more quickly, the chain is working to optimize staffing, and is adding new prep tables that let workers more efficiently add new toppings when guests want to customize orders. McDonald's also said it aims to sell more company-owned restaurants outside the U.S. to franchisees. Currently, 81% of its restaurants around the world are franchised. Collecting royalties from franchisees provides a stable source of income for a restaurant company and removes the cost of operating them. McDonald's reported a first-quarter profit of $1.2 billion, or $1.21 a share, down from $1.27 billion, or $1.26 a share, a year earlier. The company partly attributed the decline to the effect of income-tax benefits in the prior year. Total revenue for the quarter edged up 1.4% to $6.7 billion, though costs rose faster, at 2.3%. Analysts polled by Thomson Reuters forecast earnings of $1.24 a share on revenue of $6.72 billion.
Anonymous
Denmark: Fatal Outbreak Tied to Meat By REUTERS An outbreak of listeria tied to contaminated Danish meat has killed 12 people since last September, with most of the deaths in the past three months, the Ministry of Food, Agriculture and Fisheries said Tuesday. The outbreak was finally traced on Monday to a popular type of cold cut called rullepolse — “rolled sausage” in Danish, typically made of pork stuffed with herbs and spices — produced by a company near Copenhagen, Jorn A. Rullepolser A/S. “This is completely incomprehensible for us,” Christina Lowies Jensen, an official at the company, told TV2 television, saying all production and sales had been halted. Listeria can lead to fatal infections, especially in the young or the elderly.
Anonymous
Jack Dorsey, the cofounder of Twitter and founder of Square, has an interesting approach to his weekly routine. He has divided up his week into themes. Monday is for management meetings and “running the company” work. Tuesday is for product development. Wednesday is for marketing, communications, and growth. Thursday is for developers and partnerships. Friday is for the company and its culture.9 This routine helps to provide calmness amid the chaos of a high-growth start-up. It enables him to focus his energy on a single theme each day instead of feeling pulled into everything. He adheres to this routine each week, no exceptions, and over time people learn this about him and can organize meetings and requests around it. TACKLE
Greg McKeown (Essentialism: The Disciplined Pursuit of Less)
For example, one of my rules is: I don’t have meetings on Mondays or Tuesdays. I’m generally able to stick to this rule. If an incredibly important meeting comes up that helps me meet a high priority, I will make an exception. But I do that very rarely.
David Kadavy (Mind Management, Not Time Management: Productivity When Creativity Matters)
That’s why one of the fundamental concepts I originally introduced as part of Question Based Selling was, “Always positive is not always most productive.” To illustrate, sellers have long been conditioned to ask questions with a positive, even hopeful, tone. Therefore, typical sales questions tend to sound optimistic, like: Mr. Prospect, would next Tuesday work for a conference call? Or: Does your boss like our proposal? Sometimes sellers ask: Are we still in good shape to close this deal by the end of the month? The salesperson in these examples is obviously hoping next Tuesday will work for a conference call, or hoping the boss likes the proposal, and that the deal is still in “good shape” to close by month-end. These positively dispositioned questions do not generate more positive results. In reality, just the opposite occurs. I will talk at length later in the book about the fact that positively dispositioned questions tend to cause customers to withhold, or give less accurate information, which is counterproductive to your selling efforts.
Thomas Freese (Secrets of Question-Based Selling: How the Most Powerful Tool in Business Can Double Your Sales Results)
you observe a typical Monday–Friday work or school schedule, then Friday, and particularly Friday afternoon, has four main upsides over some other leading planning-time contenders (Monday mornings or Sunday nights, judging by my surveys). There’s little opportunity cost. It is hard to start anything new on Friday afternoons. Many of us are sliding toward the weekend at that point. If this time would otherwise be wasted counting the hours until it is acceptable to sign off, why not repurpose it for planning? You can make Monday productive. If you plan on Fridays, you can make full use of your Monday mornings. Many of us have more energy at the start of things than we do later on. Planning on Fridays allows you to use that Monday-morning energy
Laura Vanderkam (Tranquility by Tuesday: 9 Ways to Calm the Chaos and Make Time for What Matters)
Over the course of the year, the marketing and product teams would conceive one major initiative that would be rolled out just in time for tax season. Now they test over five hundred different changes in a two-and-a-half-month tax season. They’re running up to seventy different tests per week. The team can make a change live on its website on Thursday, run it over the weekend, read the results on Monday, and come to conclusions starting Tuesday; then they rebuild new tests on Thursday and launch the next set on Thursday night.
Eric Ries (The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses)
For example, consider one of Intuit’s flagship products. Because TurboTax does most of its sales around tax season in the United States, it used to have an extremely conservative culture. Over the course of the year, the marketing and product teams would conceive one major initiative that would be rolled out just in time for tax season. Now they test over five hundred different changes in a two-and-a-half-month tax season. They’re running up to seventy different tests per week. The team can make a change live on its website on Thursday, run it over the weekend, read the results on Monday, and come to conclusions starting Tuesday; then they rebuild new tests on Thursday and launch the next set on Thursday night. As Scott put it, “Boy, the amount of learning they get is just immense now. And what it does is develop entrepreneurs, because when you have only one test, you don’t have entrepreneurs, you have politicians, because you have to sell. Out of a hundred good ideas, you’ve got to sell your idea. So you build up a society of politicians and salespeople. When you have five hundred tests you’re running, then everybody’s ideas can run. And then you create entrepreneurs who run and learn and can retest and relearn as opposed to a society of politicians. So we’re trying to drive that throughout our organization, using examples which have nothing to do with high tech, like the website example. Every business today has a website. You don’t have to be high tech to use fast-cycle testing.” This kind of change is hard. After all, the company has a significant number of existing customers who continue to demand exceptional service and investors who expect steady, growing returns. Scott says, It goes against the grain of what people have been taught in business and what leaders have been taught. The problem isn’t with the teams or the entrepreneurs. They love the chance to quickly get their baby out into the market. They love the chance to have the customer vote instead of the suits voting. The real issue is with the leaders and the middle managers. There are many business leaders who have been successful because of analysis. They think they’re analysts, and their job is to do great planning and analyzing and have a plan.
Eric Ries (The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses)