Sentences with phrase «been good at doing»

One found, for instance, that those with high self - control (i.e. those that are best at doing what they say they will) are often the subject of higher expectations from colleagues.

Their original vision of selling the best outdoor gear and being the best at doing it stuck, and they are still going strong today.

Once you find something you love to do, be the best at doing it.»

Wehner and Brooks assert «that capitalism is best at doing what it is most often accused of doing worst: distributing wealth to people at every social stratum rather than simply to elites.

I'm no good at doing the proper «Christian» things that I'm told constantly to do.

It worked because it fit into what Ward and Road Dogg were good at doing: writing straightforward angles.

I would like to see Walcott do one other thing that Henry was best at doing, roaming out to the far wing, defenders did not know how to cope.

We need to raise the roof at the Emirates athough I completely agree the northbank were the best at doing that.

We need some midfielders that can be strong and battle for us!!!! al our midfield are forward thinking and there is such a big hole from them and the back 4, It does not matter who we have playing at the back we will always get attacked with goals against us with the style of midfielders we have, Let get some steel in the middle of the park, Lets bring in some players that other teams feel fear playing against us, Look back at our best teams and we have always had players that will get back and cover and can tackle and win balls in the middle of the park, So many of our midfield now can, t even get back never mind win the ball back when we need it, It is NOT about the price of players it is all about buying players that can balance a good strong team, At time we need to buy a player who is not a star but is good at doing what we need him to do,

Benitez just played a basic defensive and counter attack structure which is what that unit have always been best at doing.

Just like a 9 - 5 job, they may be good at doing something, but not necessarily enjoy it.

Enlist your partner's help in doing tasks they're better at doing.

Is it possible that encouraging students to be responsible, organized, and self - disciplined through homework is actually a recipe for creating apathetic, disinterested learners who are good at doing as they're told but not remotely interested in truly learning or thinking for themselves?

I wish I could say I was good at doing this every single day.

Not exact matches

I know what you're thinking: If interleaving works better, why do we tend to practice one skill at a time?

There should be no question that your accountant is good at what he or she does.

Yeah, entrepreneurs who've been successful in their first company tend to do better at their next one, but the difference between the best and the worst is only about 12 percent.

A: Well, the funny thing about it is that my interest in manufacturing, my desire to use those theories, well I didn't know at that time anything about manufacturWell, the funny thing about it is that my interest in manufacturing, my desire to use those theories, well I didn't know at that time anything about manufacturwell I didn't know at that time anything about manufacturing.

If you don't take care of your nutrition and daily exercise, you aren't going to be at your best — and you definitely won't be unstoppable.

I think at the root of everything being better now is that I don't judge things by a young person's values.

But investing time in getting good at this and getting people around you who respond to it is the only way to get time freed up to do more valuable things yourself.

«Restaurant Brands is really good at pruning items from their menu that don't make money and adding new innovative items with higher margins,» says Winder.

However, they do not sell as they are marginally better than the current technology at a much higher price.

Some of you reading this right now might be wondering — am I doing well at my hobby, or am I starting to operate a company?

And with good reason; millions of entrepreneurs and businesspeople have embraced the idea that carving out a slice of an existing market can certainly be effective, but finding new opportunities — finding blue oceans — is even better, since those gains don't have to come at the expense of other businesses or other people.

Though she often hinted at her regular job — admitting that her husband says she drives too fast and follows too close, as well as telling a customer she loves making left turns — her passengers didn't seem to catch on, although they admitted to being big fans of Patrick on the track.

But Macron, at his first EU summit, said being an attractive destination for investment did not mean exposing Europe to what he termed «the disorder of globalisation», as he seeks to make good on a campaign pledge with a so - called protective Europe.

They typically react (slowly at best) to three outside drivers: (a) their competition brings a new offering to market, and they need a quick competitive response; (b) their customers see and begin to adopt new processes and solutions, and the customers demand that their products and services conform to the new ways of doing business; or (c) they see a new tool, product, or service in the market offered by a new player and they quickly determine that this is a game - changer which they need to own (rather than try to build themselves) because they lack the internal capacity to do otherwise.

CB «s writers also take you behind the scenes of Canada's most - profitable companies, to get an inside look at how a corporation becomes the best at what they do.

The good news is that Fed officials must be doing a victory dance,» said Ed Yardeni, president and chief investment strategist at Yardeni Research, in a note.

Unfortunately, because tablets, at the time, were adding more and more functionality and becoming more and more prominent, this system and this approach didn't mesh well with the period in which we released it.»

Be Good at Everything and Great at Something Customers expect your business to offer quality at good prices with prompt service, but they don't expect you to be the market leader on all three frontBe Good at Everything and Great at Something Customers expect your business to offer quality at good prices with prompt service, but they don't expect you to be the market leader on all three froGood at Everything and Great at Something Customers expect your business to offer quality at good prices with prompt service, but they don't expect you to be the market leader on all three frogood prices with prompt service, but they don't expect you to be the market leader on all three frontbe the market leader on all three fronts.

Encouraging people to notice awesomeness, share it, embody it, and respect when others do the same won't just make you better at whatever it is you do, Riggle believes.

A National Association of Colleges and Employers survey found that unpaid interns were no better at landing job offers than those who did no internship; and unpaid interns were paid an average $ 1,366 less in their first job than students who started cold.

Needless to say, that's done wonders for the employment statistics, and plenty of people have found working as a contractor to be one of the best career moves to make at the moment.

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.

Join me tonight on the Small Businesses Do It Better show as I speak with Kevin about his journey, how he stays so positive and focused and where he's at now.

I didn't recognize I was good at advising others on their careers, nor was I aware I had such a strong passion for this job until after many career - shaping decisions had already made (aka law school).

At best this is a puzzlingly weak rationale for doing nothing.

According to Holly deGraaf, Interim General Manager and Director, Retail Operations and Public Relations at Ten Thousand Villages Canada, «The highest [impact is made] when what [bloggers] share and write doesn't look like --[or better yet, isn't]-- a paid endorsement.

GDP still isn't at the level that most would like to see, but on Wednesday the Commerce Department did say that it performed better than expected in the second quarter at 1.7 %, up from 1.1 % in the previous quarter.

«In terms of output, it's great to be in a groove and good at what you do, but I feel I'm doing my best work when I'm a little outside my comfort zone.

«What is the best thing to do in the face of market distortions to arrive at free and fair competition?»

But those universities that are left standing, he says, will have to do a much better job at identifying talented students, who can't afford to pay $ 61,000 a year for school.

I shot my team down on all of these with a polite, but adamant no and an explanation that our time was best spent at doing what we're good at: selling online.

Introverts are naturally good at structuring their own time and don't get stir crazy working at home.

At some level, it's a slow - moving crisis, and we don't respond well to slow - moving crises.

Generally, infrastructure spending is good for the economy, and when the economy is doing well, the market performs better, says Norman Raschkowan, executive vice-president of investments at Mackenzie Financial.

According to an American Psychological Association study, «Almost all employees (93 percent) who reported feeling valued say they are motivated to do their best at work.»

Well, there are at least that many different ways to be right, because every one of these coaches does things differently, yet they all represent the top 1/10 percent of the coaching profession.