Sentences with phrase «as the skills needed»

When you review others» work, you gain insight into the cutting - edge issues of the field, as well as the skills needed to produce your own winning outputs.

These interactive eLearning activities also allow them to identify practical strengths and areas for improvement, such as skills they need to hone in order to improve related performance behaviors.

Though it's better to get your book professionally edited and typeset, anyone who can write a novel should be able to manage those things in a pinch as the skills needed are all related.

Self - publishing was a path I could nimbly pursue, using the skills I developed as a webmaster as the skills I needed to publish books, whether as eBooks or in print.

We have designed this course to introduce dogs and owners to the skills necessary to be a successful therapy animal team, as well as the skills needed to pass an evaluation by a national therapy dog organization.

Thank you Keith for taking this young man who had decided he would just not drive and giving him some confidence as well as the skills he needs to be an EXCELLENT driver.»

But if you don't recognize it as a skill you need to keep and master, your ability to transfer it to the workplace suffers.

But they're mostly thought of as the skills you need to bring to the interview, a place where your performance is akin to a sales pitch.

You've identified the transferrable skills that you can bring to your new career, as well as the skills you need to add on.

Not exact matches

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

I also believe that taking charge and leading from the front (as Napolean did and as I explain below) is a powerful skill and equally needed when the time is right.

In these situations you should choose skills over ability, as you don't really have time to allow them to develop what you need.

Say «our objective is to cut through the slump intact, preserving as many of our skills as a high - trained workforce as possible, and we're going to need a little help,»» says Yager.

Immigration policy, from potential burdens of reporting and verification to visa needs for highly skilled positions, are also critical to small business owners, as is Dodd - Frank's impact on lending to small business.

«As technology continues to infiltrate how we work, our human interaction skills need to be upgraded,» she says.

Yes, the kinks of this new world order would need ironing out, but loosely speaking work will need to be divided based on both skill (currently capability) as well as need (future capacity).

We try to be honest about the skills needed while also keeping the door open for as many candidates as we can.

And the skill sets of the people I've needed to work with me have evolved as well.

The only skills you need to be an entrepreneur: an ability to fail, an ability to have ideas, to sell those ideas, to execute on those ideas, and to be persistent so even as you fail you learn and move onto the next adventure.

It means women might not be as comfortable asserting their own needs, but can also have the potential to be an incredible leadership skill.

Pay attention to needed skills that older directors may not possess, such as social media savvy.

All these issues are reasons boards need age diversity, as well as why technological literacy has become an essential new management skill.

The budget helps full - time students earning more by doubling the in - study income exemption to $ 100 per week from $ 50 per week, and exam fees for Canadians needing to certify their skills in fields such as carpentry and medicine will be tax - deductible.

But if you think of selling as explaining the logic and benefits of a decision, then everyone — business owner or not — needs sales skills: to convince others that an idea makes sense, to show bosses or investors how a project or business will generate a return, to help employees understand the benefits of a new process, etc..

In fact, other research shows that 90 percent of employers already use independent contractors to gain access to workers with specific skills as the need arises.

Developing the soft skills needed to succeed as an entrepreneur takes time.

You're filling a slot because you simply need to fill a quota as opposed to looking at the best skills and ensuring you're including women in that group.

As an entrepreneur, I have applied this principle when I learn new skills that are needed to help grow our company.

«I think it's something Canadians are going to have to get their heads around, something that employees need to think about when it comes to the type of skills they need to acquire, and something for students to think about as well,» he says.

It's a skill you're going to need as an entrepreneur.

What are the most important skills you need to have as an entrepreneur?

And who wouldn't like to serve a huge market connecting millions of customers having urgent technical needs, limited alternatives, and little concern about price with millions of highly skilled professionals who would love to be their own bosses, fill their days with challenging and diverse problems instead of bullshit make - work jobs, and have countless opportunities served up to them on a regular basis which they can pick and choose as they wish.

If you can learn effectively and consistently, you'll have no problem building the other skills you'll need as an entrepreneur.

But as we can learn from Michelle Roark, inspiration and the skills needed to be successful can come from the unlikeliest of places.

Being talkative and persuasive are often treated as must - have skills for salespeople, but in fact, you don't even need them anymore.

Understanding who needs your focus first is a valuable skill in the office, as well.

With a deeper focus in one area, you can continue to grow and develop that skill as programs and needs change.

If you need skilled expertise — legal, programming, information technology or public relations, for example — you might as well spend that money.

It needs a complete overhaul, because, as do many family relationships, it creates a blueprint for systemwide dysfunction, characterized by poor social skills, unprofessional behavior, bullying colleagues and inferiors until they become successful enough to bully others — or, if they decide to leave, cutting them off completely, disowning them like a son or daughter who's married the wrong person.

First, I think New York City turned out to be very strong in some of the skills the most recent tech wave needed — such as design and advertising.

«We can't just be a southwestern Ontario school doing business in our own backyard, as we need to develop skills and knowledge to successfully participate in a global community,» he said.

As our economy becomes increasingly global, competitive, and innovation - based, it follows that knowledge, expertise and 21st century skills will be what Canadians — and Canada — need to achieve the kind of career success and economic prosperity we want.

But if you think of selling as explaining the logic and benefits of an idea, a decision, a project — of anything worthwhile — then everyone needs sales skills.

«Teams with diverse skill sets usually win, so not every employee needs to be strong at all of these soft skills, and oftentimes it takes longer for these skills to surface for new employees as they build trust with those around them.

As the go - to golf shoe for professional golfer Dustin Johnson, the Tour 360 Boost 2.0 packs all the performance needed for even the most skilled players.

It turns out that beyond the technical skills needed for the job at hand, soft skills are just as important to assess.

As long as you keep the conversation substantive and make it clear that everyone loves and respects each other despite their disagreements, you'll help your children develop the critical thinking skills and mental toughness needed for real creativitAs long as you keep the conversation substantive and make it clear that everyone loves and respects each other despite their disagreements, you'll help your children develop the critical thinking skills and mental toughness needed for real creativitas you keep the conversation substantive and make it clear that everyone loves and respects each other despite their disagreements, you'll help your children develop the critical thinking skills and mental toughness needed for real creativity.

As constant technological advances and evolving strategies shape the future of business, Dalio tells CNBC Make It three critical skills he believes everyone will need to get ahead.

As a result, an executive headhunter now needs different skills to gain top - tier assignments.

For example, organizations with an effective plan are twice as likely to clearly define the skills their leaders need for success.