overestimators often
ueberschaetzer oft
overestimators everywhere
bekannte ueberschaetzer
overestimators often make unrealistic assumptions when judging early-stage startups.
过度估计者经常为项目时间表设定不切实际的期望
in negotiations, overestimators tend to set lofty expectations that backfire.
在会议中，过度估计者往往会对未来增长做出大胆的断言
the project failed because overestimators ignored clear warning signs.
过度估计者常常低估扩张所涉及的风险
overestimators frequently overpromise and underdeliver to their clients.
管理者应该用硬数据和明确的基准来质疑过度估计者
when overestimators take charge, timelines are usually too optimistic.
在反复未达成目标之后投资者对过度估计者变得警惕
overestimators are prone to exaggerate benefits and downplay risks.
过度估计者可能会通过忽视历史趋势来扭曲预测
in team meetings, overestimators dismiss realistic constraints as negativity.
团队通过进行现实检验来纠正过度估计者
managers should challenge overestimators with hard data and clear metrics.
销售中的过度估计者常常夸大预测以打动领导层
overestimators can be persuasive, but their projections need scrutiny.
过度估计者在制定初始计划时可能会忽视限制条件
to reduce costly errors, we paired overestimators with careful planners.
为避免意外我们要求过度估计者为他们的假设提供依据
overestimators usually underestimate complexity when scaling a product.
过度估计者有时会在不考虑复杂性的情况下承诺快速成果
overestimators often
ueberschaetzer oft
overestimators everywhere
bekannte ueberschaetzer
overestimators often make unrealistic assumptions when judging early-stage startups.
过度估计者经常为项目时间表设定不切实际的期望
in negotiations, overestimators tend to set lofty expectations that backfire.
在会议中，过度估计者往往会对未来增长做出大胆的断言
the project failed because overestimators ignored clear warning signs.
过度估计者常常低估扩张所涉及的风险
overestimators frequently overpromise and underdeliver to their clients.
管理者应该用硬数据和明确的基准来质疑过度估计者
when overestimators take charge, timelines are usually too optimistic.
在反复未达成目标之后投资者对过度估计者变得警惕
overestimators are prone to exaggerate benefits and downplay risks.
过度估计者可能会通过忽视历史趋势来扭曲预测
in team meetings, overestimators dismiss realistic constraints as negativity.
团队通过进行现实检验来纠正过度估计者
managers should challenge overestimators with hard data and clear metrics.
销售中的过度估计者常常夸大预测以打动领导层
overestimators can be persuasive, but their projections need scrutiny.
过度估计者在制定初始计划时可能会忽视限制条件
to reduce costly errors, we paired overestimators with careful planners.
为避免意外我们要求过度估计者为他们的假设提供依据
overestimators usually underestimate complexity when scaling a product.
过度估计者有时会在不考虑复杂性的情况下承诺快速成果
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