Sentences with phrase «do better changing»

Sherry, I have severe stomach issues and IBS and this Nature's Head toilet works fine for us.We do better changing it one a week, or every two weeks at the most for two people (that is using peat moss).

Interactivity is in the developing stage, and the skills needed to do it well change as it matures.

Not exact matches

Even if Tesla does well, it's really not going to change the story.

The goal is not for the CEO to take on more of this work themselves as much as it is to give them the opportunity to assess firsthand what could be done better before actually making any changes.

Fortune's 2nd annual Change the World list features 50 do - gooding companies where such opportunity abounds.

At very least, schools would do well to heed Narvekar's admission, in a letter announcing the changes, that Harvard felt the need to reduce its organizational «complexity.»

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.

«Major tax increases or policy changes such as big hikes in the minimum wage will probably do more harm than good,» says Dahlby of the sort of programs necessary to satisfy vocal public - health boards.

But even if they had done a better job of adapting, they would probably still be fighting to remain relevant and profitable, because the media world has changed around them.

You're going to have to do a lot of leg - work in the form of networking with friends and friends of friends as well as getting yourself up to speed with the latest web development changes.

Facebook is doing what it does best, changing the game.

Like if you go to a 4th place team and recommend changes and people say, «That ain't the way we do it...» Well, maybe the way you do it is why you've been in 4th place for the last few years.

Change is extremely difficult and can put your life in a flux, but doing so will make you better off.

Many of those companies have promised to do better, but change is slow, as shown in the diversity reports that a number of tech firms now regularly publish that detail the demographic makeup of their employees.

This is consistent with Fortune's annual Change the World list, which isn't about philanthropy but rather nuts - and - bolts business that does good by doing well.

If you are better at minimizing your risks but can still make crucial life and business changing decisions, you will do well as an entrepreneur.

And while having some flexibility is a good thing, don't turn the option of changing your direction into a way to make excuses.

John Maxwell said it best, «You will never change your life until you change something you do daily.

I had the pleasure of sitting down with Jeffrey Shinabarger, author of Yes or No: How Your Everyday Decisions Will Forever Change Your Life and founder of Plywood People, a nonprofit in Atlanta that «leads a community of startups doing good.»

Three reasons: 1) the democratization of information (everyone knows everything); 2) the speed of change (you can't wait for the C - suite to tell you what to do); and 3) rising expectations, especially among millennials, who look to their employers, and to some extent their goods and services providers, to do good in the world.

The changes don't go far enough, according to the Fraser report entitled «Reforming Old Age Security: A Good Start but Incomplete.»

«I think it's a privilege to do it, and I think it changes people for the better, having that experience,» he said.

So that you don't miss out, I've highlighted some of the most prominent ways enterprise chatbots could change the future of work for the better.

You'll do a lot better if you change your route so you don't go past the Krispy Kreme than if you expect to be able to see that deliciousness every day and never go through the door.

Here's the most revealing finding from the Achievement Group / HRmarketer study: 58 percent of respondents agreed that results did not — or only slightly — helped managers gain a better understanding of what behaviors or practices they could change to improve.

But people are being encouraged to save for retirement and save as well outside of their pensions and RRSPs, so I don't think it would make sense to change the rates.»

When businesses choose to do good for the world, the world actually changes.

How do you make these changes to attract new users while maintaining the elements that people like best about the platform?

Now it's been almost a year and the new stores continue to do incredibly well, so we'll change over about 20 % of the chain this year.

And TechCrunch has done that for Buidabrand, proclaiming that the London - based start - up could «disrupt and change the entrepreneurial landscape for good.»

Once they do greenlight something new, those leaders must then convince employees that the change is a good thing, particularly when what's involved is disruptive technology that could radically change or even eliminate positions.

Initial public offerings did not have a very good year in 2016 but that might be about to change, an analyst told CNBC on Thursday.

«This has enormous promise in changing the way we do mental health care as well as medical care,» says David Ahern, director of behavioral informatics and e-health at Boston's Brigham and Women's Hospital.

People want to know when they are doing well and what needs to change.

The sooner employees know what they're doing well and what they need to improve upon, the sooner they can work on making the necessary changes.

While in 2013, Buffett argued that «women are a major reason we will do so well» in an essay for Fortune Magazine, he also warned that the great «enemy of change» lives in «the ingrained attitudes of those who simply can't imagine a world different from the one they've lived in.»

The retailer has so far spent $ 2.7 billion on raises to make sure workers are motivated to better serve customers and to do work that is more complex now, given how much tech is changing in - store shopping.

«It's not really a change on being pro or against austerity, it's understanding that the supply response that we got from the reforms now need to be matched, with some demand response and Europe is in a very good position to do it,» he added.

Throughout much of its first decade of existence, the search engine company presented itself as a different kind of company, one that cared about changing the world for the better first and making money second, an ethos exemplified through its famous «don't be evil» motto.

Don't convince yourself that things are OK when they're not, and don't allow yourself to believe that things can't change for the better.

I don't know about you, but I want to know what went so wrong — and how they changed things for the better.

For each topic, there are sections labeled «What Happened,» appealing to clarity and accountability, as well as «What We Are Doing» to adjust the focus toward moving forward and policy change.

If you think your compensation committee needs greater independence and expertise, bring on a female compensation consultant with 20 years experience who has done 50 compensation plans, including ones in your industry, with no ties to management, and then watch how things change for the better.

Best Time To Go: Fall, when the leaves are changing color Don't Forget To Pack: Your digital camera P.S.: Take a rowboat ride on picturesque Otsego Lake, the «Glimmerglass» of James Fenimore Cooper's Leatherstocking Tales.

But don't take too much time because you might become wedded to whatever you decide on, and you'll most definitely serve your business better if you're willing to change and adapt along with the circumstances.

This is especially true if you haven't done a good job of explaining the «why» for the change as well as the «what» that has changed for both your team members and your clients and customers as well.

And the best way to do that is monitor which tools and tactics are best at helping you achieve your goals and changing behavior in your favor.

Situated on the Blagdon Estate owned by Matt Ridley, a peer and Conservative politician who has said climate change has done more good than harm, Shotton has been mined by Banks since 2008.

Not only do our developers have to adapt to changing processes, this demand also increases the burden on existing infrastructure as well as challenges IT professionals to manage more devices and wireless activity.

Depending on where your business is and what it does, these changes could be good or bad for you.