Turnaround Time For Quotes

Trading is not the same as investing. Trading includes a lot of fear, lack, and scarcity thinking. Traders aim to buy low and sell high in the quickest turnaround time possible, always fearful of potential outcomes and always needing to incessantly monitor the status of things and micromanage results. However, Investing includes a lot of faith, vision, trust, and endurance. Investors look at larger societal patterns and systems. Investors have wealth consciousness and they expect to earn exponentially larger profits over a longer timeframe.

All changes — ​spiritual revivals, a turnaround in a church, a barren life now bearing fruit — ​begin when there is a discontentment that says, “I refuse to accept this.

An integrated automation factory should ensure cost savings, stabilisation and reduced turnaround times across all services.

Don’t worry about losing. Think about winning.” – Mike Krzyzewski, 5-Time National Champion Basketball Coach

For the first time in months almost no wind blasted the summit, but the snow on the upper mountain was thigh deep, making for slow, exhausting progress. Kropp bulled his way relentlessly upward through the drifts, however, and by two o’clock Thursday afternoon he’d reached 28,700 feet, just below the South Summit. But even though the top was no more than sixty minutes above, he decided to turn around, believing that he would be too tired to descend safely if he climbed any higher. “To turn around that close to the summit …,” Hall mused with a shake of his head on May 6 as Kropp plodded past Camp Two on his way down the mountain. “That showed incredibly good judgment on young Göran’s part. I’m impressed—considerably more impressed, actually, than if he’d continued climbing and made the top.” Over the previous month, Rob had lectured us repeatedly about the importance of having a predetermined turnaround time on our summit day—in our case it would probably be 1:00 P.M., or 2:00 at the very latest—and abiding by it no matter how close we were to the top. “With enough determination, any bloody idiot can get up this hill,” Hall observed. “The trick is to get back down alive.

Given that background, I was interested in what Steve Jobs might say about the future of Apple. His survival strategy for Apple, for all its skill and drama, was not going to propel Apple into the future. At that moment in time, Apple had less than 4 percent of the personal computer market. The de facto standard was Windows-Intel and there seemed to be no way for Apple to do more than just hang on to a tiny niche. In the summer of 1998, I got an opportunity to talk with Jobs again. I said, “Steve, this turnaround at Apple has been impressive. But everything we know about the PC business says that Apple cannot really push beyond a small niche position. The network effects are just too strong to upset the Wintel standard. So what are you trying to do in the longer term? What is the strategy?” He did not attack my argument. He didn’t agree with it, either. He just smiled and said, “I am going to wait for the next big thing.

For a moment I think to myself, which connection is quicker to God? Telepathically or by email? Maybe there’s a quicker turnaround time if I email my problems. I should probably start by apologizing and doing something spiritual to make up for my long absence. Would an Angel with poor customer service etiquette respond to my email? Is there an 800 holy number to dial? If so, which manual would the Angel be reading from? The Bible or the Qur’an? Does it matter? Would the Angel have Sister Mary sitting next to her, watching and coaching her on how to talk to people with issues? And how do you handle four billion calls a day? I suppose I would have to wait my turn in line, just like everyone else.

The most obvious examples of pathological problems are: uncontrollable negative cash flow, continuous emigration of key human resources away from the organization, unresolved quality problems, rapidly declining market share, and tremendous drops in the company’s capacity to raise financial resources. Organizations with those problems can’t afford therapy because therapy takes time, and time is a resource those organizations do not have. Instead of an organizational therapist, the board should hire an organizational turnaround specialist who can temporarily take on the chief executive officer’s role, and perform whatever “surgery” is necessary.

For things to change, somebody somewhere has to start acting differently. Maybe it’s you, maybe it’s your team. Picture that person (or people). Each has an emotional Elephant side and a rational Rider side. You’ve got to reach both. And you’ve also got to clear the way for them to succeed. In short, you must do three things: → DIRECT the Rider FOLLOW THE BRIGHT SPOTS. Investigate what’s working and clone it. [Jerry Sternin in Vietnam, solutions-focused therapy] SCRIPT THE CRITICAL MOVES. Don’t think big picture, think in terms of specific behaviors. [1% milk, four rules at the Brazilian railroad] POINT TO THE DESTINATION. Change is easier when you know where you’re going and why it’s worth it. [“You’ll be third graders soon,” “No dry holes” at BP] → MOTIVATE the Elephant FIND THE FEELING. Knowing something isn’t enough to cause change. Make people feel something. [Piling gloves on the table, the chemotherapy video game, Robyn Waters’s demos at Target] SHRINK THE CHANGE. Break down the change until it no longer spooks the Elephant. [The 5-Minute Room Rescue, procurement reform] GROW YOUR PEOPLE. Cultivate a sense of identity and instill the growth mindset. [Brasilata’s “inventors,” junior-high math kids’ turnaround] → SHAPE the Path TWEAK THE ENVIRONMENT. When the situation changes, the behavior changes. So change the situation. [Throwing out the phone system at Rackspace, 1-Click ordering, simplifying the online time sheet] BUILD HABITS. When behavior is habitual, it’s “free”—it doesn’t tax the Rider. Look for ways to encourage habits. [Setting “action triggers,” eating two bowls of soup while dieting, using checklists] RALLY THE HERD.

I’ve always been very Type-A, so a friend of mine got me into cycling when I was living in L.A. I lived right on the beach in Santa Monica, where there’s this great bike path in the sand that goes for, I think, 25 miles. I’d go onto the bike path, and I would [go] head down and push it—just red-faced huffing, all the way, pushing it as hard as I could. I would go all the way down to one end of the bike path and back, and then head home, and I’d set my little timer when doing this. . . . “I noticed it was always 43 minutes. That’s what it took me to go as fast as I could on that bike path. But I noticed that, over time, I was starting to feel less psyched about going out on the bike path. Because mentally, when I would think of it, it would feel like pain and hard work. . . . So, then I thought, ‘You know, it’s not cool for me to associate negative stuff with going on the bike ride. Why don’t I just chill? For once, I’m gonna go on the same bike ride, and I’m not going to be a complete snail, but I’ll go at half of my normal pace.’ I got on my bike, and it was just pleasant. “I went on the same bike ride, and I noticed that I was standing up, and I was looking around more. I looked into the ocean, and I saw there were these dolphins jumping in the ocean, and I went down to Marina del Rey, to my turnaround point, and I noticed in Marina del Rey, that there was a pelican that was flying above me. I looked up. I was like, ‘Hey, a pelican!’ and he shit in my mouth. “So, the point is: I had such a nice time. It was purely pleasant. There was no red face, there was no huffing. And when I got back to my usual stopping place, I looked at my watch, and it said 45 minutes. I thought, ‘How the hell could that have been 45 minutes, as opposed to my usual 43? There’s no way.’ But it was right: 45 minutes. That was a profound lesson that changed the way I’ve approached my life ever since. . . . “We could do the math, [but] whatever, 93-something-percent of my huffing and puffing, and all that red face and all that stress was only for an extra 2 minutes. It was basically for nothing. . . . [So,] for life, I think of all of this maximization—getting the maximum dollar out of everything, the maximum out of every second, the maximum out of every minute—you don’t need to stress about any of this stuff. Honestly, that’s been my approach ever since. I do things, but I stop before anything gets stressful. . . . “You notice this internal ‘Argh.’ That’s my cue. I treat that like physical pain. What am I doing? I need to stop doing that thing that hurts. What is that? And, it usually means that I’m just pushing too hard, or doing things that I don’t really want to be doing.

A squadron of Vautours, Israel's longest range fighter-bombers, landed and taxied in pairs up to a ramp. A stop watch was started the second they touched down. Within 7½ minutes the aircraft had been filled up with fuel and oxygen, their cannons had been reloaded with ammunition, ten bombs had been hung from their wings and they were airborne once again. After the war one of the attachés asked General Hod how long the turn-around time of the Israeli aircraft had been. Hod replied that he had seen

The truth is, our dollar and our economy are sliding in the wrong direction. We are praying for a turn-around, but many believe the fundamentals of our economy are in such trouble, it is only a matter of time before we will see an economic collapse. The question is how long will it take?

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This is one of the best feelings you get as part-time landlord: You completed a laborious turnaround and matched a deserving tenant with a safe, clean home. The

When we are out of alignment with Christ we forget that we are children of God with divine destinies. We think with shriveled minds and operate with shriveled spirits. We settle for less than God wants to give us. We take a job that feels wrong. We enter a relationship that doesn’t’ feel right. We get stressed and anxious when reality doesn’t match the images we have of the way things are supposed to be. We see failure as dead-ends instead of turn-around roads. There is no ease, no anointing as we move from one uneasy choice to another. That’s when it’s time to stop, breathe, and trust that our Highest Power is willing and able to set us right again. No matter what that voice inside your head says, you can always, always start again.

his strongest desire was to return to farming, but Weizman had insisted that Hod replace him as air force chief early in 1966. Since then, he had concentrated on refining Focus, reducing the turnaround time for refueling and rearming jets to less than eight minutes. The Egyptian turnaround rate, by comparison, was eight hours. “He may not be able to quote [the Hebrew poet] Bialik or Shakespeare,” Weizman said of Hod, “but he will screw the Arabs in plain Hebrew.

For things to change, somebody somewhere has to start acting differently. Maybe it’s you, maybe it’s your team. Picture that person (or people). Each has an emotional Elephant side and a rational Rider side. You’ve got to reach both. And you’ve also got to clear the way for them to succeed. In short, you must do three things: → DIRECT the Rider FOLLOW THE BRIGHT SPOTS. Investigate what’s working and clone it. [Jerry Sternin in Vietnam, solutions-focused therapy] SCRIPT THE CRITICAL MOVES. Don’t think big picture, think in terms of specific behaviors. [1% milk, four rules at the Brazilian railroad] POINT TO THE DESTINATION. Change is easier when you know where you’re going and why it’s worth it. [“You’ll be third graders soon,” “No dry holes” at BP]               → MOTIVATE the Elephant FIND THE FEELING. Knowing something isn’t enough to cause change. Make people feel something. [Piling gloves on the table, the chemotherapy video game, Robyn Waters’s demos at Target] SHRINK THE CHANGE. Break down the change until it no longer spooks the Elephant. [The 5-Minute Room Rescue, procurement reform] GROW YOUR PEOPLE. Cultivate a sense of identity and instill the growth mindset. [Brasilata’s “inventors,” junior-high math kids’ turnaround]                             → SHAPE the Path TWEAK THE ENVIRONMENT. When the situation changes, the behavior changes. So change the situation. [Throwing out the phone system at Rackspace, 1-Click ordering, simplifying the online time sheet] BUILD HABITS. When behavior is habitual, it’s “free”—it doesn’t tax the Rider. Look for ways to encourage habits. [Setting “action triggers,” eating two bowls of soup while dieting, using checklists] RALLY THE HERD. Behavior is contagious. Help it spread. [“Fataki” in Tanzania, “free spaces” in hospitals, seeding the tip jar] ————— OVERCOMING OBSTACLES ————— Here we list twelve common problems that people encounter as they fight for change, along with some advice about overcoming them. (Note

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In order to achieve the goals of the Paris Treaty – that global warming should not exceed 1.5 degrees Celsius – CO2 emissions must be reduced to zero by 2050. In order to succeed, we will also need to invent technologies that remove CO2 from the atmosphere in quantities that are equal to all today’s emissions. This is one of the biggest challenges humankind has ever faced. What is being proposed is an unprecedented turnaround in the world’s energy mechanisms. And 2050 is exactly as far into the future as 1990 is in the past. Since 1990, emissions have increased from twenty-two gigatons to thirty-six gigatons. That’s a 60 per cent increase. To get emissions down to zero in thirty years sounds like an unmanageable task. Like constructing a time machine, thwarting gravity or inventing a pill for bringing someone back to life. No one knows whether it’s technically possible to capture thirty gigatons per year. The technology is at an early stage and no one has figured out buildings or infrastructure that could enable us to achieve our goals. Even if we reduce emissions by 50 per cent, our problems will still have increased if we do nothing to remove the carbon dioxide already in the air. If we don’t succeed in that project, the Earth will continue to warm, the glaciers will continue to melt and the sea levels will continue to rise, submerging cities and coastal areas. The market value of a 100 million barrels of oil is about $6 billion, assuming a $60/barrel price for oil. We therefore burn approximately $600 billion a day. If anyone thinks changing our sources of energy will

To fill two and a half times as many seats, an airline needs two and a half times as many passengers. Pan Am’s lock on international travel, however, had been weakening. Congress had launched an antitrust investigation of Pan Am’s monopoly on foreign routes in the 1950s. Populist voices complained that regulators were protecting industry giants rather than consumers. Some of the loudest complaints came from startups—Texas Air, Braniff, and, eventually, Southwest Airlines. The startups also brought new ideas to the industry. Hub and spoke. Flying to secondary airports. Reducing turnaround times to 20 minutes. Like Sam Walton’s supersized stores far outside cities, none of the ideas involved new technologies. They were all small changes in strategy that no one thought would amount to much. They were all S-type loonshots.

Many of our problems are solved when we eliminate time wasters in our lives. We will see unlimited great turnaround in our lives, marriages, organizations, ministries and even in our nation when we take a bold, purposeful and disciplined step to start maximizing our time.

Often times, Our Tests and Trials are a Training ground for Our Transformation (Turnaround).

If you look at a sample group of precocious youth who have been exposed to a sport around the same time and have worked equally hard, there is no cogent explanation for the difference in their results other than the superior competence of a few in a certain domain or skill set, or what we call ‘aptitude’. Talent makes itself seen – you can tell from the feverish pace at which some pick up a certain subject, while others take much longer to wrap their heads around it – before hard work takes over. Quite often, we come across two players who’ve spent their entire lives playing a sport and have risen through the ranks. For one of them success flows easily, almost effortlessly, while the other may have a more laboured progress. But when the latter hits a bend and begins to play well, I don’t ascribe the turnaround to discipline alone – I believe they are actually tapping into a pre-existing resource. In general, though, a person who’s working hard and doing all the right things will invariably pull ahead of someone who may be talented but is not putting in as much effort.

Because for all my massive appetite, I cannot cook to save my life. When Grant came to my old house for the first time, he became almost apoplectic at the contents of my fridge and cupboards. I ate like a deranged college frat boy midfinals. My fridge was full of packages of bologna and Budding luncheon meats, plastic-wrapped processed cheese slices, and little tubs of pudding. My cabinets held such bounty as cases of chicken-flavored instant ramen noodles, ten kinds of sugary cereals, Kraft Macaroni & Cheese, and cheap canned tuna. My freezer was well stocked with frozen dinners, heavy on the Stouffer's lasagna and bags of chicken tenders. My garbage can was a wasteland of take-out containers and pizza boxes. In my defense, there was also always really good beer and a couple of bottles of decent wine. My eating habits have done a pretty solid turnaround since we moved in together three years ago. Grant always leaved me something set up for breakfast: a parfait of Greek yogurt and homemade granola with fresh berries, oatmeal that just needs a quick reheat and a drizzle of cinnamon honey butter, baked French toast lingering in a warm oven. He almost always brings me leftovers from the restaurant's family meal for me to take for lunch the next day. I still indulge in greasy takeout when I'm on a job site, as much for the camaraderie with the guys as the food itself; doesn't look good to be noshing on slow-roasted pork shoulder and caramelized root vegetables when everyone else is elbow-deep in a two-pound brick of Ricobene's breaded steak sandwich dripping marinara.

It is hard for us to imagine now, but our earliest human ancestors who ventured out onto the grasslands of East Africa some six million years ago were remarkably weak and vulnerable creatures. They stood less than five feet tall. They walked upright and could run on their two legs, but nowhere near as fast as the swift predators on four legs that pursued them. They were skinny—their arms could not provide much defense. They had no claws or fangs or poison to resort to if under attack. To gather fruits, nuts, and insects, or to scavenge dead meat, they had to move out into the open savanna where they became easy prey to leopards or packs of hyenas. So weak and small in number, they might have easily become extinct. And yet within the space of a few million years (remarkably short on the time scale of evolution), these rather physically unimpressive ancestors of ours transformed themselves into the most formidable hunters on the planet. What could possibly account for such a miraculous turnaround?

Three Ways to Start a Conversation It’s a lot easier than you think. Over the years, countless clients have said to me, “But I don’t know what to say! What is the perfect opening line?” Well, he’s some good news: There is no “perfect” opener! In fact, few people remember the first things they ever said to each other. Appearing comfortable and at ease socially is far more important than being witty or astute when it comes time to make that first impression. Just get the conversation going, preferably by encouraging others to talk to you. Here are a few ideas to get you started. Imagine yourself in each of these situations, and think about other things you might say. 1. Ask a question. Scenario: You are in a parking lot and see someone with a late-model car. “Excuse me,” you say, “I’m in the market for a new car, and I’m considering one like this. What do you think of it?” 2. Voice an opinion. Scenario: During intermission at a concert or play. “I think they are absolutely terrific! What did you think?” If you’re feeling a little more adventurous, follow up with a veiled invitation. “I think it’s wonderful that they bring such talent to our area, don’t you? I’d really like to come more often.” 3. State a fact. Scenario: At an art gallery, showing the work of someone about whom you’ve done a little research (it never hurts, and gives you an air of being in the know). “I understand the artist spent several years in Haiti, working with native artists.” Or, if you know next to nothing about the artist, “I’m intrigued by his work, but I know so little about his background. Are you familiar with it?” (This clever turn-around sets your new companion up as the expert, and works even if you actually do know a little something about the subject!)

Sadhana Start by paying attention to everything you think of as yourself just before you fall asleep: your thoughts, your emotions, your hair, your skin, your clothes, your makeup. Know that none of this is you. There is no need to make any conclusion about what “you” are or what “truth” is. Truth is not a conclusion. If you keep the false conclusions at bay, truth will dawn. It is like your experience of the night: the sun has not gone; it is just that the planet is looking the other way. You’re thinking, reading, talking about the self, because you’re too busy looking the other way! You haven’t paid enough attention to know what the self really is. What is needed is not a conclusion, but a turnaround. If you manage to enter sleep with this awareness, it will be significant. Since there is no external interference in sleep, this will grow into a powerful experience. Over time, you will enter a dimension beyond all accumulations.

A letter published in the Times of London on March 30, 1981, signed by 364 prominent economists, predicted that Margaret Thatcher’s stringent fiscal policies would be disastrous. The UK’s spectacular economic turnaround proved they were dead wrong.

The other problem regarding lack of preparation was insufficient transport capacity. Liquid medical oxygen is transported in specialised containers that can handle its supercooled cryogenic form. When the second wave hit, India had a total of 1,224 tankers able to ferry liquid oxygen, with a total capacity of 16,700 tons.40 Each tanker had a capacity of 15 tons and a turnaround time—i.e., being filled, transported, unloaded and then returning to be filled again—of about six days. This was inevitable because some states, like Delhi, did not produce any oxygen. And so the total amount that could be delivered on average daily was not the production capacity of 9,000 tons but 2,700 tons—less than half of what just Delhi, Gujarat, Karnataka and Maharashtra alone required. The result could only be a gross shortfall of what was needed across the country. And when that happened, Indians began to die from a lack of oxygen. The first deaths from a lack of oxygen had actually come during the first wave. In May 2020, it was already known that a surging wave caused deaths because normally functioning hospitals could rapidly run short of oxygen, a problem that had killed several patients in Mumbai that month.41 Aditi Priya, a research associate at Krea University, compiled the instances of oxygen deaths in the second wave that were reported in the media. The Modi government itself produced no document on the shortage or what it had wrought.

They were designed to appease the folks who had just yelled at us, and while my confidence was shaky, I knew it was time to say no again—to them and to the executive team that wanted a quick turnaround. “No, we’re not going for mediocre. No, no one wants us to do me-too design. And, no, we’re not done with this roadmap until it’s something that inspires everyone in the room.” Now, the difference between me standing up in my office and giving a speech on inspirational product roadmaps and a manager who’s flirting with Crazy Town because of an executive beat-down is slim, but therein lies the art. Saying no is saying “stop,” and in a valley full of people who thrive on endless movement, the ability to strategically choose when it’s time to stop is the sign of a manager willing to defy convention.

(If you’re curious to know your own level of methylation and your epigenetic biological age, Sinclair’s team will soon be marketing a test based on a quick and painless cheek swab. It promises a turnaround time of just a few days and has a real cost of only a dollar.)

Guess what, Steve—your clock isn’t just a clock. It actually controls time!” (If you’re curious to know your own level of methylation and your epigenetic biological age, Sinclair’s team will soon be marketing a test based on a quick and painless cheek swab. It promises a turnaround time of just a few days and has a real cost of only a dollar.)

Confidence is completely ours to give to ourselves, and ours to take away when we feel low. If we’ve lost it, we simply must find it again.” – Joe Montana, 4-Time Super Bowl Champion Quarterback

To live in the past is to die in the present.” – Bill Belichick, 6-Time Super Bowl Champion

He liked to joke around with us and get us laughing. Many times, he reminded us to enjoy playing football and being college

The man who views the world at fifty the same as he did at twenty has wasted thirty years of his life.” – Muhammad Ali, 3-Time World Heavyweight Champion

But then I remember the dark times. The bad path I was headed down. The self-doubt, the cynicism, and the humiliation I felt.

Turnaround times are there to prevent people from making poor decisions to keep going when they’re in the shadow of the summit, building into a climbing plan three crucial concepts. The first is that persistence is not always a virtue. Whether it is prudent to continue up the mountain depends both on the climbing conditions and the condition of the climbers. When those conditions warrant quitting, it is a good decision to heed those signals.

working identity involves revisiting the basic assumptions we use to evaluate possibilities. To illustrate what basic assumptions are, it is useful to think of our career choices as a pyramid with three levels (see figure 4-1).4 At the top of the pyramid lies what is most visible, to us and to the outside world: what job we hold in what setting. Dan, for example, was an executive in a high-tech company. One level below are the values and motivating factors that hold constant from job to job and company to company. These are what MIT career specialist Edgar Schein calls our “career anchors,” the competencies, preferences, and work-related values that we would be unwilling to give up if forced to make a choice.5 Dan’s experience has led him to value himself professionally as someone who excels at turnarounds—at making troubled companies healthy. He could perform this role on a smaller or larger scale (for example, big company or small start-up), in an advisory or a hands-on role, and as a manager or an owner, but the constant is that managerial challenge is what excites him. Dan’s turmoil over the offer of a “perfect job” that would have again robbed him of his family time, however, belies a conflict between his professional and personal values that is rooted at a deeper level. In his search, therefore, he has to plumb deeper: He must explore the final, bottom level of the pyramid to understand the basic assumptions—our mental maps about how the world works—that truly drive his behavior.

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When we started Nalanda in 2007, there was a lot of buzz around a company called Eicher Motors led by a young, dynamic guy called Siddhartha Lal. Lal had inherited a hodgepodge of poor-quality businesses from his father in 2004. They manufactured motorcycles, footwear, garments, tractors, trucks, auto components, and a few other products, and none was an industry leader. In a remarkably bold strategic move, Lal decided to divest thirteen of the fifteen businesses to focus on just two products: trucks and motorcycles.30 Almost every analyst was gung ho about the future of Eicher; they were all taken in by its dynamic leader who was aggressively culling businesses, something that Indian firms rarely did. However, in 2007, this was a turnaround story with no empirical evidence of success. The company’s biggest hit, the Enfield Classic motorcycle, was launched only in 2010. We decided not to invest in the business. By the 2010s, the company’s motorcycles had taken on cult status in the Indian consumer’s mind. Sales exploded from just 52,000 units in 2009 to 822,000 units in 2019: a sixteen-fold growth. If you had listened to what we had to say about the business, you would not have invested. Your opportunity loss? Seventy times your money from 2007 until 2021. Tesla and Eicher Motors are the kinds of type II error we will inevitably commit because we reject highly indebted businesses, rapidly evolving industry landscapes, and turnarounds.

The road to success is rarely a straight line. For me, it’s always been more like a maze. Many times, when I thought I’d finally cracked the code, had it all figured out, and found the straight path to certain victory, I hit a wall or got spun into a turnaround. When that happens, we have two choices. We can stay stuck or regroup, back up, and try again. That’s where evolution begins. Hitting those walls time and again will harden and streamline you. Having to back up and formulate a new plan without any assurances it will ever pan out will tune your SA up and develop your problem-solving skills and your endurance. It will force you to adapt. When that happens hundreds of times over the course of many years, it is physically exhausting and mentally draining, and it becomes damn near impossible to believe in yourself or your future. A lot of people abandon belief at that point. They swirl in the eddies of comfort or regret, perhaps claim their victimhood, and stop looking for their way out of the maze. Others keep believing and find a way out but hope to never slip into a trap like that ever again, and those skills they’d honed and developed whither. They lose their edge.

Third, and perhaps most important, the turnaround time is a reminder that the real goal in climbing Everest is not to reach the summit. It is, understandably, the focus of enormous attention, but the ultimate goal, in the broadest, most realistic sense, is to return safely to the base of the mountain.

Here’s the key: you can’t focus on two sides at the same time. You’re either focusing on the obstacle or the opportunity. You

I’ll never let anyone talk me into not believing in myself.” – Muhammad Ali, 3-Time World Heavyweight Champion

Live life with a smile no matter what. It’s a powerful choice that you make.” – Dabo Swinney, 2-Time National Champion

When I come into this clubhouse, if I am dejected and I am depressed and I am tired and my players see me that way, what is the attitude and the atmosphere of the clubhouse going to be? If I walk in full of enthusiasm, full of self-confidence, and proud to be putting that uniform on, all of those things are also contagious. That’s the attitude this team will have.” – Tommy Lasorda, 2-Time World Series-Winning Manager

The turnaround starts with confidence. I want you to believe in yourselves and I want you to have fun while you’re here! This time in your life goes by so fast and I want you to enjoy it.

It all boils down to choices. We all have one life to live, so we need to look in the mirror and ask, ‘How do I want to be remembered?’” – Gary Carter, 11-Time MLB All-Star and Baseball Hall of Famer

There are three things we can’t have: We can’t have complacency; we can’t have selfishness; and we can’t lose our accountability. … When you’re arrogant, it makes you complacent and it creates a blatant disregard for doing things right.” – Nick Saban, 7-Time National Champion Football Coach

In the same way, a time comes when a man must stop waiting and hoping to be the man he wants to be and he must start being the man he wants to be. You must decide to trust yourself.

Confidence is contagious, and so is lack of confidence.” – Vince Lombardi, 5-Time NFL Champion Coach

There’s also something called the modeling method. It’s a simple, but powerful technique. You ask yourself, ‘How would a confident leader respond to this situation?’ How would Terry Bradshaw, a four-time Super Bowl winner, respond to a turnover? How would Joe Montana respond to throwing a pick? How would Walter Payton respond to fumbling the football? “Keep a confident role model in your mind and then emulate what they would do. The more you try to act confident and self-assured, the more confident and self-assured you will be.

You can’t let a mistake beat you twice. When you dwell on a defeat in your head, you experience it over and over again. Each time you mentally replay it, you experience those negative feelings again. It brings you down. It stifles your confidence. The past defeat beats you all over again.

What to do with a mistake: recognize it, admit it, learn from it, forget it.” – Dean Smith, 2-Time National Champion Basketball Coach

First you win the battle in your mind. Next you win the battle in practice. Then (and only then) you win the battle in the game.” – Urban Meyer, 3-Time National Champion

That’s the kind of performance you’re gonna have today,” he said. “You are not the quarterback you were the last time you played against this team. You were made to run this offense and you are gonna have a big game today as long as you decide to have one.

At some point, you just have to decide you’re going to be confident. Then, as you do, you’re going to have more success.” – Mike Leach, 2-Time College Football National Coach of

The measure of who we are is how we react to something that doesn’t go our way.” – Gregg Popovich, 5-Time NBA Champion Coach

Test the market with samples first, if you can, to know what is really going to sell. • If possible, don’t build inventory in large quantities and eat up cash unless the business has the orders in its hands. • Try to find strategic partners that have quick turnarounds for building inventory. • Unless you have real-time data on customer demand and have an extremely tight connection to your suppliers, you’ll never get inventory forecasting exactly right. • Err on the side of less rather than more inventory as a rule of thumb. • If you have to make a trade-off between paying more per unit in COGS to reduce the cycle time to build inventory, choose the higher COGS and reduced production time. You’ll be placing smaller orders with greater frequency, turning inventory faster and cash faster. Read this point again—it’s not very complicated (place smaller orders, more frequently), but it’s really, really important for managing your inventory.

Do you like the people you might be working with? Do you share common values and mission? Does the company need the skills you possess? If you got the job, would you be able to contribute something important, over and above what another person might?

We prefer: large purchases (at least $5 million of after-tax  earnings), demonstrated consistent earning power (future projections are of little interest to us, nor are “turn-around” situations), businesses earning good returns on equity while employing little or no debt, management in place (we can’t supply it), simple businesses (if there’s lots of technology, we won’t understand it), an offering price (we don’t want to waste our time or that of the seller by talking, even preliminarily, about a transaction when price is unknown).

To climb up beyond the turnaround time would breach the agreement we had with each other and put everyone in jeopardy.

If we reduce batch sizes by half, we also reduce by half the time it will take to process a batch. That means we reduce queue and wait by half as well. Reduce those by half, and we reduce by about half the total time parts spend in the plant. Reduce the time parts spend in the plant, and. . . . “Our total lead time condenses,” I explain. “And with less time spent sitting in a pile, the speed of the flow of parts increases.” “And with faster turn-around on orders, customers get their orders faster,” says Lou. “Not only that,” says Stacey, “but with shorter lead times we can respond faster.” “That’s right!” I say. “If we can respond to the market faster, we get an advantage in the marketplace.” “That means more customers come to us because we can deliver faster,” says Lou. “Our sales increase!” I say.

The price that’s paid is the audience’s trust: if newspapers don’t differentiate the stories that they’ve put time and reporting resources into from those they run based on a single tweet, why should readers give any more credence to one than another? Even when looking at the quick turnaround ones, if sites change headlines – or entirely reverse a story – without anything flagging that they’ve done so, how are readers expected to know where they are in the process? By running nonsense alongside decent reporting, making no difference between the two, and almost never acknowledging when they’ve screwed up, outlets propagate the culture of bullshit – what’s true barely matters, if it’s entertaining.

We serve a turnaround God. Yes, you may have seasons of mourning, times you go through loss, disappointments, things that are not fair, but that’s not how your story ends. A turnaround is coming.

If Karl Lewin knew anything, it was how to manage in times of crisis. In fact, he’d recently overseen a quick and successful turnaround of European manufacturing operations at Global Foods, a multinational consumer products company. He was less sure, however, that the same sort of approach would be effective in his new role at the firm