Timeliness Quotes

What is it we value? Innovation. Originality. Novelty. But most importantly...timeliness. I fear you may be too late, my confused, unfortunate, friend.

Let us not hate or kill time, but embrace and escort it as a brother in arms, without nostalgia or strain. If we follow the beat of our heart and channel the timeliness of our expectations, we can detach ourselves from greed with its tempting voices whispering "more and more" all the time. ("Swim or sink")

It is said there are flowers that bloom only once in a hundred years. Why should there not be some that bloom once in a thousand, in ten thousand years? Perhaps we never know about them simply because this "once in a thousand years" has come today.

Things have their time, even eminence bows to timeliness.

The more deeper you think, the more silent you become. You understand the reasons behind the reason. It may not necessarily mean you are short of words. You however know what ignorance can trigger and how to deal with ignorance and purpose. The timeliness of your word is surely on point.

Japanese are one of the most punctual people he had ever worked with. They could, he imagined, put the Germans to shame in their high expectation for timeliness.

The more deeper you think, the more silence you become. You understand the reasons behind the reason. It may not necessarily mean you are short of words. You however know what ignorance can trigger and how to deal with ignorance and purpose. The timeliness of your word is surely on point

I was trying to write then and I found the greatest difficulty, aside from knowing truly what you really felt, rather than what you were supposed to feel, and had been taught to feel, was to put down what really happened in action; what the actual things were which produced the emotion that you experienced. In writing for a newspaper you told what happened and, with one trick and another, you communicated the emotion aided by the element of timeliness which gives a certain emotion to any account of something that has happened on that day; but the real thing, the sequence of motion and fact which made the emotion and which would be as valid in a year or in ten years or, with luck and if you stated it purely enough, always, was beyond me and I was working very hard to try to get it.

I transcribe my text with no concern for timeliness. In the years when I discovered the Abbé Vallet volume, there was a widespread conviction that one should write only out of a commitment to the present, in order to change the world. Now, after ten years or more, the man of letters (restored to his loftiest dignity) can happily write out of pure love of writing. And so I now feel free to tell, for sheer narrative pleasure, the story of Adso of Melk, and I am comforted and consoled in finding it immeasurably remote in time (now that the waking of reason has dispelled all the monsters that its sleep had generated), gloriously lacking in any relevance for our day, atemporally alien to our hopes and our certainties.

A procrastination of procrastination is procrastination mastered.

Fashion is a double-edged sword; the more fashionable it is, the less timeliness it has. However, the life expectancy of hotel design is usually between seven to ten years. Too fashionable design may be out of date after two years; that is the reason why hotel design prefers to classic elements. (Chen Tao, Chen Tao’s Interior Design Co., Ltd – Hangzhou, China)

Excellence requires no major effort. It merely has to become a habit. All this requires is will, an enabling mindset, simple innovation of processes, and an insistence on timeliness. If

Men deft men mental men of loving men all men Vile men virtuous men same men from which men Sweet and men of mercy men such making men said Has each man that sees it Cry as men to the men sensate Conceptual recognition the men And their poverty speaking to the men Is about timeliness men is about Previous palpability from which The problematic politics adorable And humble especially Young men of sheepish privilege becoming Sweet new style

Jim Jones was a dedicated Esquire reader, and for him its January 1962 issue (which reached newsstands in December 1961) could not have been timelier. One lead story, touted on the cover, was titled “9 Places in the World to Hide,” the cities and/or regions where inhabitants had the best odds of survival following nuclear war. Reporter Caroline Bird

The mantra of Phase 4 of Company Building is provided by the war-fighting doctrine of the U.S. Marine Corps: Whoever can make and implement his decisions consistently faster gains a tremendous, often decisive, advantage. Decision-making thus becomes a time-competitive process, and timeliness of decisions becomes essential to generating tempo.

I was trying to write then and I found the greatest difficulty, aside from knowing truly what you really felt, rather than what you were supposed to feel, and had been taught to feel, was to put down what really happened in action; what the actual things were which produced the emotion that you experienced. In writing for a newspaper you told what happened and, with one trick and another, you communicated the emotion aided by the element of timeliness which gives a certain emotion to any account of something that has happened on that day; but the real thing, the sequence of motion and fact which made the emotion and which would be as valid in a year or in ten years or, with luck and if you stated it purely enough, always, was beyond me and I was working very hard to get it.

On a larger cultural level, where we live also determines our timeliness. For example, in Australia, you can be assured that your guests will show up thirty minutes late, often with friends in tow that they haven’t told you about. In Switzerland, guests are always on time, and if they plan on being five minutes late, they will let you know. Japanese guests will show up a half hour before they are supposed to, and in Israel, they will be forty-five minutes late. Our

Historical accounts of philosophy deal with both the chronological development of ideas over time and the timeliness of those ideas in response to the specific social conditions and challenges of their eras. The chronological perspective follows a particular line of thought as it develops through the years, emphasizing the progressive aspect of philosophizing. New ideas build on former ideas by expanding, modifying, or even rejecting them. In this way schools of thought emerge and the chronological perspective focuses on a community of thinkers who may agree or disagree, but who always share common ground: a cluster of problems, technical vocabulary, forms of analysis, and points of departure.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

That isn’t always enough. I had written a piece for the Wall Street Journal’s weekly column called the Manager’s Journal. The editor liked the piece but kept pushing it back so he could publish other pieces that were timelier. So I began to rewrite the intros to my piece each week to relate to something that was in the news at the time. In short order, the article finally saw the light of day.

Life in a big or small company is an information game where you are judged by the amount, accuracy, and timeliness of your information.

Action Steps 1. Evaluate your progress regarding the tasks on your to-do list before offering to help other people. Note how much time you’ve allocated to each task and determine whether you have enough time left in the day to address them as planned. If you’re ahead of schedule, offer your help to the person asking for it. Otherwise, tactfully say “no” and explain your reason. Obviously, there’s nothing wrong with helping people. You should do so whenever you can. But you need to make sure you’re not jeopardizing the quality or timeliness of your own work in the process. 2. Remind yourself that few requests are truly emergencies. People seeking help usually want to receive it immediately. Their urgency rarely stems from a crisis. Rather, most people simply want whatever they seek sooner rather than later. It’s human nature. Before offering your help, determine whether a true crisis exists that warrants your swift attention. Again, most “emergencies” aren’t emergencies at all. 3. Ask whether you can help the person later. That allows you to say “no” and simultaneously appear willing to accommodate the individual. This approach also helps you to retain control of your time, a crucial part of working productively. People who hear this response will find it to be more palatable than a simple “no.” 4. Find out what you’re being asked to commit yourself to. When people ask for help, they often downplay the amount of time it will take. For example, consider the times you’ve heard someone ask you, “Got a second for a quick question?” Ask the person seeking your help to clearly describe what he or she wants you to do for them. If the tasks involved require more time than you have to offer, you’ll have a suitable reason to decline. 5. Decide in advance the activities you won’t help others with. Placing limits on the types of work you’re willing to address will make it easier to rebuff requests for help. For example, you might decide to shun making phone calls before 10:00 a.m. because you know such calls expose you to potential time sinks. A planned 3-minute call can easily turn into 20 minutes if the person you’ve called is chatty. If a coworker asks you to call a vendor or client for him or her, tactfully decline and explain your reason.

High-achieving leaders keep their teams accountable for measurable objectives and for hitting milestones along the way. To do this, they work with their team members to write SMART goals: Specific What will be accomplished? With whom? Measurable How will we know the goal has been achieved? How will we measure it? (Quality, quantity, cost, timeliness?) Attainable Can the goal be accomplished? Does the person responsible have control over the outcome? Relevant How does this goal support our team’s One Thing? What is the relative priority of this goal? Time-framed When does this goal need to be completed? When are the checkpoints?

I believe Proverbs teaches us that such speech—speech that is biblically wise—can be seen as involving three essential components: thoughtfulness, timeliness, and truth.

Timeliness is especially necessary when delivering words of reproof or correction, which we are all called to do as a service to Christ and one another. A corrective word that is untimely is a corrective word that is unwise, for however true and valuable it may be, it is far more likely to be ignored, misinterpreted, or dismissed.

No amount of any occasional incredulity that I displayed throughout the trip could erase the fact that the Holy Family’s journey across the ancient land of Egypt and up the Nile was, by its very nature, a sacred event. It has no linearity, no timeliness, and no reality other than as the fulfillment of prophecy. But this is enough, surely. More than history, more than hagiography, the Holy Family’s travails are the stuff of humankind’s need for certainty in the face of those ever-shifting values that plague our daily lives. Fear of soldiers, fear of robbers, fear of a mad king bent upon massacre, these are but symbols of the abyss that we, too, find ourselves in and long to escape.

Make sound and timely decisions. To make a sound decision, you should know your mission, what you are capable of doing to accomplish it, what means you have to accomplish it, and what possible impediments or obstacles exists (in combat, these would be enemy capabilities) that might stand in the way. Timeliness is almost as important as soundness. In many military situations, a timely, though inferior, decision is better than a long-delayed, though theoretically correct, decision.

Outdated words and words that penetrate like bullets The terms, the words, the subjects that propaganda utilizes must have in themselves the power to break the barrier of the individual's indifference. They must penetrate Like bullets; they must spontaneously evoke a set of images and have a certain grandeur of their own. To circulate outdated words or pick new ones that can penetrate only by force is unavailing, for timeliness furnishes the "operational words" with their exclusive and affective power. Part of the power of propaganda is due to its use of the mass media, but this power will be dissipated if propaganda relies on operational words that have lost their force.

Hardcore Gen X-tacy was a fringe concern. Things regularly cited as generationally totemistic were almost always less popular than things devoid of cultural timeliness. Bridget Jones’s Diary was more widely read than Jesus’ Son. For every album sold by Courtney Love, Shania Twain sold fourteen. Over and over, the gap between what’s most associated with Generation X dogma and the behavior of Generation X consumers is illogically vast.

There is a distance all the same. It is the distance between heaven and earth, between what is holy and set apart, and what is profane, the everyday world: not between the good and the bad, but between the supernatural and the natural. By acknowledging the reality of the distance between heavenly and earthly things, the Extraordinary Form allows us to witness, to experience, heavenly things, and not only to experience them, but also to unite ourselves with them.

Change comes first from stepping outside the limited information that can be seen from any single place in the system and getting an overview. From a wider perspective, information flows, goals, incentives, and disincentives can be restructured so that separate, bounded, rational actions do add up to results that everyone desires. It’s amazing how quickly and easily behavior changes can come, with even slight enlargement of bounded rationality, by providing better, more complete, timelier information.

Tradition-loving Catholics hold exactly the opposite. We adhere to the Faith because it is true across all ages until the end of time, and we reject modern errors because they conflict with the truth about God, Christ, man, and the world. We know that the Church makes a serious impact on society and culture only to the extent that she lives at a level beyond the merely temporal and temporary. The way we practice our religion enshrines our anti-modernism because traditional worship is heavily marked by elements from every age through which the Church has passed, amalgamated and elevated into signs of perpetual youthfulness and immortality. You can imagine how thoroughly this must dismay and enrage the Modernists in our midst.

Generally speaking, the old Mass and much that goes with it embody and practically cry out a vision of an intellectually and aesthetically unified and coherent Catholicism, one that encompasses the fiery polemics of the Church Fathers, the towering dogmatic theology of the Doctors, the intricate and intimate poetry of the mystics, the uncompromising fortitude of the ascetics. It represents the Catholic Faith in all its otherworldly, culturally dominating grandeur.

While the traditional movement is tiny in absolute numbers, it has (proportionally speaking) larger families and more vocations. It is a movement of youthful energy, not of church closures and mergers, lay-administered parishes, and elderly priests in retirement homes.

Out of the mouths of infants you have perfected praise to foil the enemy and the rebel” (Ps 8:3).

I would prescribe for adherents of the Novus Ordo attendance for three months at a Byzantine Catholic liturgy, followed by three months at traditional Latin High Masses.

We want to avoid two extremes: a liturgical snobbery for which nothing is ever “good enough” (for indeed, nothing short of the beatific vision will ever be totally satisfying to us—although at its best, the sacred liturgy can be and ought to be a foretaste of heaven!), and, on the other hand, a false humility that pretends not to know the difference between fitting and unfitting, beautiful and ugly, noble and banal, reverent and irreverent—differences that have serious implications for our spiritual life and the exercise of the virtues of faith, hope, charity, and religion.

The Mass is not just a CDS (Communion Delivery System). It is a formal, structured, public act of worship consisting of prayers, chants, readings, ceremonies, and gestures, ordered to such movements of the soul as repentance, adoration, glorification, thanksgiving, and supplication. It is not simply a matter of “wherever Jesus is, God is pleased”; it is also a matter of what we are doing, what we are offering of ourselves to God, and how, and why.

Few would maintain that the self-consciously “Vatican II” churches built since the 1960s are an improvement on the architecture of traditional churches designed to house the Latin Mass.

Lex orandi, lex credendi, lex vivendi. How we pray shows, and shapes, what we believe; these, in turn, shape our way of life in their image. What faith do we profess, and how do we live our lives as Catholics? Look to the liturgy and it will tell you.

This is why the devil hates the return of the age-old Latin Mass so much. He hates, in fact, all things traditional, for they are the fruits and the tools of good parenting in every sphere of Catholic life, be it liturgy, devotion, doctrine, morals, or artistic culture. They were prepared for us by centuries of spiritual fathers who profoundly understood and fervently lived the fundamental acts of adoration, contrition, thanksgiving, and supplication. These are the acts that save our souls from the world, the flesh, and the devil. It is never too late to adopt better spiritual parents and to begin one’s childhood anew.

You need to be receptive to feedback   Timeliness is of essence when working with Lean Six Sigma. As such, you need to break a few walls and let team members air their views freely. That is the only way you are going to learn things as they are. But if you insist on conventional protocol and formal language and format of feedback presentation, you may not learn enough authentic details to help you make effective decisions.   In any case, with a methodology like this that pushes for perfection, you need data and information that is as true and as real as it can be. After all, the reality always comes out in the results, when it is clear how far away from, or how close to, perfection your processes were. 

Opportunity is being in God's place, at God's time, following God's instructions, to obtain God's results.

information required for government organizations to complement policies and institutions or to improve their work. By producing customized complaint information focusing on the demands of each organization, policy maker, and executor, it has improved timeliness and confidence in government policies

KEY POINTS A good launch is like a Hollywood movie: You first hear about it far in advance, then you hear more about it before the debut, then you watch as crowds of people anxiously queue up for the opening. A good launch blends strategy with tactics. Strategy refers to “why” questions such as story, offer, and long-term plan. Tactics refers to “how” questions such as timing, price, and specific pitch. A series of regular communications with prospects before the launch will help you re-create the Hollywood experience with an audience of any size. Tell a good story and be sure to consider the question of timeliness: Why should people care about your offer now? Use the Thirty-Nine-Step Product Launch Checklist as a model. Not every step may apply to you, and you may want to add steps of your own.

As much as possible, connect your offer to the direct benefits customers will receive. Like the Alaska coupon books, a compelling offer pays for itself by making a clear value proposition. What people want and what they say they want are not always the same thing; your job is to figure out the difference. When developing an offer, think carefully about the objections and then respond to them in advance. Provide a nudge to customers by getting them to make a decision. The difference between a good offer and a great offer is urgency (also known as timeliness): Why should people act now? Offer reassurance and acknowledgment immediately after someone buys something or hires you. Then find a small but meaningful way to go above and beyond their expectations.

From the very beginning our leaders, starting with the Founding Fathers themselves, have wrapped themselves in founding mythology as a way to stigmatize their opponents as heretics. One does not compromise or make deals with heretics, of course. The Jefferson Rule: Why We Think the Founding Fathers Have All the Answers could not be timelier. American presidential candidates (announced or otherwise) already have started jostling over who represents America and the principles upon which it was founded.

A timely rescue, gentlemen. Now find me a pair of trousers, and we’ll see if we can manage a timelier one.

Gregorian chant, the music “specially suited to the Roman rite,” which “should be given chief place [principem locum] in liturgical services,” as Vatican II stated, consistent with what all the preconciliar popes had encouraged.

Speech” does not mean filling the air with talk, any more than “song” means a rousing chorus into which all voices must be drafted.

In the end, there are only two possible directions for the soul: either the liturgy shapes one’s personality, or one’s personality shapes the liturgy.

I want you to learn how I operate. That I have certain expectations that must be met. And yes, Willow, one of them is timeliness.

Questions About the Past Performance How has this organization performed in the past? How do people in the organization think it has performed? How were goals set? Were they insufficiently or overly ambitious? Were internal or external benchmarks used? What measures were employed? What behaviors did they encourage and discourage? What happened if goals were not met? Root Causes If performance has been good, why has that been the case? What have been the relative contributions of strategy, structure, systems, talent bases, culture, and politics? If performance has been poor, why has that been the case? Do the primary issues reside in the organization’s strategy? Its structure? Its technical capabilities? Its culture? Its politics? History of Change What efforts have been made to change the organization? What happened? Who has been instrumental in shaping this organization? Questions About the Present Vision and Strategy What is the stated vision and strategy? Is the organization really pursuing that strategy? If not, why not? If so, will the strategy take the organization where it needs to go? People Who is capable, and who is not? Who is trustworthy, and who is not? Who has influence, and why? Processes What are the key processes? Are they performing acceptably in quality, reliability, and timeliness? If not, why not? Land Mines What lurking surprises could detonate and push you offtrack? What potentially damaging cultural or political missteps must you avoid? Early Wins In what areas (people, relationships, processes, or products) can you achieve some early wins? Questions About the Future Challenges and Opportunities In what areas is the organization most likely to face stiff challenges in the coming year? What can be done now to prepare for them? What are the most promising unexploited opportunities? What would need to happen to realize their potential? Barriers and Resources What are the most formidable barriers to making needed changes? Are they technical? Cultural? Political? Are there islands of excellence or other high-quality resources that you can leverage? What new capabilities need to be developed or acquired? Culture Which elements of the culture should be preserved? Which elements need to change?

Occasionally one will hear Catholics say: “My family has gone to this parish for generations; I can’t abandon it, even though the liturgy is pretty bad. I will stay and work as hard as I can to improve things.” They fail to realize that in maintaining this attitude they are holding their children hostage to the hope that things will in fact improve—which may or may not be realistic, and, given the scope of episcopal corruption and incompetence and the ubiquity of liturgical abuse in the Church, is far more likely to be unrealistic; meanwhile, the children are being malformed at this parish right now and for as many years as it may take to achieve the better conditions about which their parents dream.

Bird by bird, buddy. Just take it bird by bird." Such advice – to slow down and take life in small chunks, even minute by minute – has never felt timelier to me. Minutes come one at a time. Never in my whole life will I have to deal with more than the next sixty seconds at one time. And nor will you.

We talk all the time about preventable deaths – as if death could ever be prevented rather than postponed.3 We indulge in activities and restraints that we suppose will make us live longer,4 and the timeliness of many deaths seems never to be discussed.

Instead of flattering and flirting, show professionalism. Ask yourself: Would I share this compliment in front of my wife? Encourage that coworker regarding her work habits, her timeliness, or her character and integrity, as appropriate. And always do it in the company of other people, never alone. Otherwise, you are playing with fire. Proverbs 6:27 says, “Can a man scoop a flame into his lap and not have his clothes catch on fire?

[W]hatever drew people to the Society for Creative Anachronism, it wasn't a passion for order or timeliness.

..the present is always the best time to spread your arms wide and embrace the whole world, all at once, as best you can.

India's Best Highway Infrastructure: Forging a New Era of Connectivity India's vast network of highways, spanning thousands of kilometers, is more than just an intricate system of roads. It serves as the lifeline of the nation, linking financial hubs, cultural landmarks, and strategic regions. This expansive infrastructure plays a vital role in driving the growth of a rapidly evolving country. Turning Challenges into Opportunities While India’s highway infrastructure has seen remarkable progress, it still faces hurdles such as congestion, road safety concerns, and maintenance gaps. Innovative Highway Builders view these challenges as stepping stones to success. Through advanced technologies and sustainable construction techniques, the company is redefining highway development, transforming obstacles into opportunities for progress. Remarkable Achievements Completion of a 124.52-kilometer six-lane expressway Expansion of 750 kilometers of roadways Development of 84.725 kilometers of new highways Construction of three major bridges and 30 minor bridges Completion of seven flyovers and seven railway overpasses Installation of noise barriers over 3.08 kilometers Deployment of street lighting across 44.68 kilometers Total project investment: ₹3,244 crore Concession period: 24 years Innovative Highway Builders: Redefining Excellence Pioneering a New Era of Infrastructure Innovative Highway Builders is at the forefront of India’s road-building revolution. For them, highways are more than just paths—they symbolize connectivity and progress. From high-tech expressways to eco-friendly overpasses, their projects reflect precision engineering, meticulous planning, and an unwavering commitment to sustainability. Uncompromising Quality and Timeliness Every project undertaken by Innovative Highway Builders is rooted in the pursuit of excellence. With a skilled workforce and strict quality control protocols, they ensure projects are completed on time, with minimal disruption, meeting the growing demands of India’s transportation needs. Community Engagement and Environmental Stewardship Recognizing the importance of community collaboration, Innovative Highway Builders actively address local concerns and minimize environmental impacts. By integrating sustainable practices at every stage of construction, they ensure India’s highways remain valuable assets for both current and future generations. India’s Highway Triumphs: Milestones of Progress Iconic Expressways and Engineering Feats From the iconic Golden Quadrilateral to the cutting-edge Eastern Peripheral Expressway, India’s highways stand as testaments to remarkable engineering. Innovative Highway Builders takes pride in contributing to these transformative projects, bolstering the country’s legacy of connectivity and growth. Empowering Communities and Driving Economic Growth India’s highways do more than connect places—they drive economic progress, enhance trade, create jobs, and improve living standards. Innovative Highway Builders is dedicated to building infrastructure that empowers communities and supports businesses, reinforcing the critical role highways play in national development.

Besides simply organizing a project and ensuring timeliness, Gantt’s intent, like Taylor’s, was to figure out scientific, systematic ways of getting more work out of each individual worker. The problem with how bar charts are used today is twofold: (1) it now reinforces the separation of planning from doing, because the people creating the charts are too far removed from the actual work on-site, and (2) it does not depict the time work is waiting to be processed (what, in the world of operations science, is termed queue time—later in the book you will learn why this is so important).