Sentences with phrase «from from doing things»

The mission of Youth and Adults Transforming Schools Together is ``... to change things from from doing things to and for students to doing things with them... that they're partners in that process...»

Not exact matches

We initially backed that with our own reserves, which was a very scary thing to do, but then we got a lot of interest from insurance companies.

As a business owner, I find that there are few things more valuable than being compared to what other businesses are doing so that I can learn from and even copy their best practices.

«A lady who escaped from North Korea and applied and one artist [a painter] still living in Syria in war were stories that stood out, because these women live or lived in danger and still longed for the same things we all do,» she adds.

Aside from the usual, expected hurdles, and required developments in starting your own business, what I have done in appearing on the entrepreneurial ABC show Shark Tank (May 18, 2012) and in launching a successful crowd - funding project, I have learned a few things along the way that ultimately has kept me rolling along.

From my perspective, however, Petraeus did the right thing: resigning was the only course open to him if he is to have any chance of repairing his reputation.

From your first day to every day after, it seems as if all the employees care about who you are, what you do, and if they can assist in making things easier or better for you.

Since you can't rely on what candidates say they will do, you can learn a lot from things they have already done — while not always the case, the past is at least a fairly reliable indicator of the future.

«They receive money from us for whatever they want or need; thus, kids don't develop a sense of responsibility for completing job tasks, accountability to a boss who doesn't inherently love them, or an appreciation for the cost of things and how to manage money.»

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.

We create our businesses from scratch, do it all, develop a way of doing things that we believe in, and find that habit is hard to break.

You hop from panel to panel, party to party, scanning #sxsw on Twitter so you don't miss a thing.

I related to the book in ways that I was not expecting and it did what only truly great books do — it made me think about things that I wouldn't have otherwise, and it made me see the world from a slightly different perspective.

«If you define it as generating returns that aren't commoditized, that aren't easy, by doing things that others are constrained from doing, then $ 3 trillion is just way too small,» Andrew Feldstein, head of BlueMountain Capital Management LLC, said in reference to the current size of the overall hedge fund industry.

Aside from being flexible, the most important thing a small business can do to differentiate itself is «having deep expertise that can give us knowledge about a particular customer segment or a technology.»

Here's one from Getting Things Done: when a task takes less than two minutes, don't schedule it, don't set it aside for later, don't set a reminder — just take care of it.

And building a reputation doesn't come from books; it comes from building great things.

The agreements — don't gossip, don't take things personally, don't make assumptions, and do your best — help me start from a rational position of trying to understand the issue at hand, without bringing any negative mental baggage that may come along naturally if I weren't aware of them.

I have a weekly list of things I create on Sunday (or early Monday) from which I pull my to - dos so I don't have to think through all I need to do each day of the week.

Applications like these make working from a mobile device easier and it allows businesses to get things done in a more efficient and timely manner.

I suggest you consider the terms «introversion» and «extroversion» as detrimental to your personal development, keeping you from doing things like Cain did: to succeed at parts of life that an unscientific model shown to be at best poorly valid and poorly reliable claimed you couldn't do.

From the USB flash drive to the Toyota Prius — check out these 10 things you didn't realize were invented in the 2000s.

«Right before I go home [from work] the last thing I do is look at the stuff I need to do and try to organize it by priority,» he tells CNBC Make It.

When you run a small company with limited time and resources, the last thing you want to do is divert your attention from the core business that's your bread and butter.

From this chart, you can figure out exactly where you stand between getting things done (assertiveness) and being a team player (empathy).

«Right before I go home [from work] the last thing I do is look at the stuff I need to do and try to organize it by priority,» he says.

According to researchers David Maxfield and Justin Hale from the leadership training company VitalSmarts, the one thing top employees do that sets them apart from average employees is use «capture tools.»

From there, do a strong cull: declutter your schedule and set time for those things that are impactful, that you are impactful doing.

And some of the players to watch out for are the same big guys from 10 or 20 years ago (Microsoft, Oracle, AT&T, etc.) who are the long - entrenched stakeholders and «powers - who - be» in your space — not because they're great innovators or disruptors, but because: (a) they're increasingly well - informed about who's doing what very well (damn those demo days); (b) they're fairly fast followers with great gobs of money; and (c) they have the people, resources, and patience to hang around and keep buying and trying until they eventually get things right in the long run.

Whenever I hear everyone around me doing the same thing or saying the same thing, I tend to want to run away from it.

An employee's profile page includes badges for reaching milestones such as service anniversaries, a certain number of recognitions sent or received, or for doing things such as putting an item from the store on a wish list.

«This whole internet thing doesn't appear to be going away anytime soon,» said a Cisco report from 2013 which was looking at growth trends in global traffic.

I always from a young age wanted to do my own thing.»

That is, until one of them googled «safety nuclear bomb how shelter» from the beach — and found a Business Insider article titled «If a nuclear bomb goes off, this is the most important thing you can do to survive.»

I was going from a record company to the airline business, so the key thing in that deal was that if it didn't work out, I could hand the 747 back to Boeing after the first year.

Portland housing is benefiting from a few things its neighbors don't have: water and home - buying millennials.

Simoes is far from the first employee to run afoul of bosses for things done off the clock.

In the cat experiment, researchers exposed a vast neural net — spread across 1,000 computers — to 10 million unlabeled images randomly taken from YouTube videos, and then just let the software do its thing.

Take it from 35 founders, entrepreneurs, and executives who have achieved great things and credit simple daily rituals for helping them do it.

«One thing we do know is that over the course of the years we have had some macroprudential changes to how this system works and we are comfortable those changes have done a lot to make sure the most fragile or the most vulnerable of those in that borrowing space are in effect being protected or have been prevented from excessive borrowing,» he said.

Before I fought a boss or even found the all - important airship (named «Odyssey») that Mario uses to travel from kingdom to kingdom, I'd «captured» a frog and done some insane things.

«When I think of where I would go for protection from prompt effects, and from the blast wave in particular, I think of the same kinds of things that we do for tornadoes,» Buddemeier said.

But they do eliminate some of the micro-annoyances keeping you from staying on schedule and set you up to get more things done in less time.

But there are also many things I'm looking forward to, including free advice and feedback from keen observers of what works and what doesn't.

Most of us are preventing from doing nasty and harmful things out of concern for how these actions will impact others.

Procrastinators of course love these examples of people from history who did great things very late in life.

At the ery least, doing business requires a degree of mutual respect, embodied in our commitment to getting things from others by offering them what we think they want in return.

On a basic level, CRM stops you from worrying about day - to - day things like «when did I last contact that client?»

One thing's for certain: today's teens are not doing business as usual, and in order to keep them happy, you need to do a lot more than get an endorsement from Justin Bieber.

I didn't see it then, but it turned out that getting fired from Apple was the best thing that could have ever happened to me.