Sentences with phrase «how people do their work»

Not exact matches

In my professional life, the people I work with typically know better than I do how I can be of the most value to them, so I just ask.

And, that could be anything from, are there other people from the university that I attend who work here, could I talk to them, to what does it look like to change jobs in a couple years after I've been successful on my first project, to how long do people stay in this office?

When I tell people that I work remotely, and that I manage a team of remote workers from my backyard, I always get the same response: «how did you land that gig!»

How do you empower the people around you to do their best work?

«You'd be surprised how many people tell me, «I don't need to work hard, I'm smart.»

The most important elements of the process don't have anything to do with how the coffee machine works or where to sign up for the spin class; they have everything to do with the company's culture, which is the hardest thing for a new person to absorb and the hardest thing for any business to put into words.

Every time I hear people talk about how networking didn't work for them, I discover it's because they have never done a deep - dive on the relationship - building process relating to their networking.

«I don't wake up every morning and think how I am going to revolutionize the way people work every day.

How many people did Apple put out of work this week, when the tech giant announced the Apple Watch and the Apple Pay point - of - sale technology built into the new iPhone 6?

The book seeks to answer the question: If wealthy people have the same 24 hours in a day, and work just as hard as others, how do they acquire such incredible wealth?

I never understand how people function with 8,700 unread emails in their inbox but everyone has their own method and has to do what works for them.

The airlines we love don't win us over with how they advertise or what they paint on their fuselages, but with what's in the hearts of the people who work there.

Wujec loves to engage people and teams by having them draw how to make toast because in doing so, the process reveals unexpected truths about how we can solve our biggest and most complicated work problems.

Instead of requiring people to do the work exactly how you would have, respect and appreciate the varied styles your teams use to get to the end result.

«You've got to learn how to recruit a team, you've got to learn how to work with other people, and you've got to learn how to get good stuff done.»

Strive to promote flexibility not only in what your people are doing but also in how they work.

When you encourage, you don't just change how people work.

But that doesn't mean most business leaders can't learn something valuable from the core finding of the Facebook research project, which is, «If you want to keep your people — especially your stars — it's time to pay more attention to how you design their work.»

How do people typically feel when they start working for you?

«You don't realize how much that works on your psyche, and then one day you wake up and you're not you anymore, and you're not the person you've always been.»

(And of course what people do outside of work may not reflect how they are to work with.

If people don't know the function of the business, how could they meaningfully work for it?

Slack recently added threaded conversations that work like a comment on an article like the one you're reading now, and people seem to know how to do it.

«He's going to have a lot of work to convince people that if it didn't work over the last 15 years, how will it work over the next five, 10, 15 years,» says Dan Hallett, a director of Highview Asset Management.

The most effective leaders inspire people by clearly articulating how the work they do together is helping other human beings and how each person's individual role on the team makes a difference.

How do people who excel at working the room begin their conversations with you?

Compliment him or her on the work the person does and ask how you can help, he says.

Try and scare them when you interview them by letting them know how few resources — in terms of money and people — as a way to show them that they'll need to be ready to dig in and do the work themselves.

As I recently wrote in «The IRS Wants to Know If Your Freelancer Should Be Getting a W2,» before working with a freelancer you want to make sure to look at a number of factors including: one) whether the person you hire is truly a freelancer, two) whether you have financial control over the person doing work, three) the extent of control you have over the freelancer's day and four) how the person's work gets performed.

Average person says 8 a.m. I'll say, «Okay, rather than 8 a.m., go in to work or whatever you are doing and wait until 10 a.m. and see how you feel.»

One young woman who'd been an active and impressive contributor to the conversation answered: «I want people at work to think I'm better than I am; I don't want them to see how I really am!»»

They go out in the field and work with people who want to change but don't know how.

Think about it: How people find jobs, build skills, sell, market and get work done and ultimately find success requires a connected professional world.

You don't have to have a creative - based business in order to appreciate the fact that Catmull just knows how to work better with people, and how to make those people thrive.

Making the time to ask people what they think about something, or how to do it, goes a long way towards building that bond between employees and employers that helps everyone get through the inevitable ups and downs of working together.

And how do you get people to like you and work with you?»

I don't care how nice a person someone is or how good a job they do, they're still working in an environment with other nice and hard - working people.

Most people don't care about how much work you put into designing the product.

There's also people who work on it every day and actually, in fact, know how to do it.

And if banks are doing God's work — and «lift people out of poverty,» as Blankfein said at the Clinton gathering last year, how can encouraging talent to leave that work to join the government be beneficial for humankind?

«A lot of people don't believe a machine can produce a good cup, but once we come around and show them how it works and give them a sample, they are impressed.»

People get lazy when it comes to travel because any prep work, no matter how much time it may save in the long run, just seems like another dreary task on the to - do list.

As people grow and mature in their role, and their product - knowledge fully fleshes out and their workflow - knowledge is fully complete... They know how the product works and they know what customers are trying to do with the product, so they can advise customers to take the best course of action.

CEO Rich Sheridan, who wrote Joy, Inc.: How We Built a Workplace People Love, created a shared work process where all the programming is done by tandems who share an open work space.

There is a core misunderstanding about how that system works, which is that — let's say if you are a shop and you are selling muffins, right, you might want to target people in a specific town who might be interested in baking or some demographic, but we don't send that information to you, we just show the message to the right people and that's a really important, I think, common misunderstanding of how the system works.

In supporting our employees, I think the most important thing — and it really comes as a consolidation of many trends — is how do you make people's work easier?

For example, if a person works for a company that's recently had a big achievement, he might say, «Congrats on your company's success — I can't wait to hear how you've done it.»

Instead focus on the value you produce through your work: how your actions are important, how you're good at what you do, and how you're connected to other people.»

People are not afraid of hard work; they are afraid of failure, and good clear communication skills ensure that leaders know not only what needs to be done, but how it will be achieved.

Most people aren't going to say «Oh, then I'm not interested,» but you'll be able to tell a lot from how they do react: Are they really processing what you're saying or are they clinging to their blinders about your work?