Sentences with phrase «know if any problems»

I don't know if the problem is tithing so much as being able to teach people to be leaders and take responsibility for the community God has put them in.

How do you know if the problem is your responsibility?

How can you know if your problems amount to a few rough weeks or months — or are big enough to break you up?

Do you know if the problem you experienced are 2006 HH specific?

I don't know if this problems still exists because I can't read past page 91 to see how long it will last.

I don't know if the problem has to do with the touch zones needing to reconfigure for landscape mode or what, but it's too bad Amazon didn't include the option for folks who like to use it.

Similar to Skype, your veterinarian can discuss your pet's medical history, conditions and treatment options with you via video chat, and can let you know if the problem is serious enough to require and in - office appointment.

But of all the things that might go wrong, one of the worst problems is to not know if the problems are caused by the recessive genes or by the management of the dog itself.

We can't assume bad faith, and there's a good chance they didn't know if the problem was serious or not, but in the current climate, it would be foolish not to do a recall and fix the known problem, even if it is small.

I do not know if this problem is entirely avoidable, and in some instances false positives threaten to predominate — e.g. this formula applied to «SCFR Rule 8 - 1 — Amendment pleadings» produces at least four false positive cases confusing «SCCR Rule 8 - 1 — How to Bring and Respond to Applications».

They can let you know if any problems have shown up and if so, how you can correct them.

We'll let you know if that problem goes away, as it seems to have started clearing up after a recent controller firmware update.

Although it was judged as adequate by the provider in three of the four settings, we did not examine every session and would not have known if problems had arisen in other sessions.

The topic of the conflict doesn't matter in terms of knowing if the problem clogs the relationship or not.

Teachers or school social workers should be made aware of a divorce so they can let you know if any problems arise in school.

Not exact matches

«If you don't know,» says the former official, «you could have a risk problem.»

«With GoSquared, I always have a decent idea of what is going on and by extension know how well our advertising is working or if there is a problem,» he says.

When a key customer's project is in jeopardy, remarkable employees know without being told there's a problem and they jump in without being asked -; even if it's not their job.

At the same time, there are also some bumps in the road and some obvious pressures and problems that you can sidestep if you keep your eyes open, pay attention to the signs, and know where to look.

Still, it's an area where, if the phlebotomist operating the machine is improperly trained, there could be problems no matter how small the amount of blood drawn.

We also don't know if it'll actually work, since technical issues have been a problem for Hulu's competitors, particularly Dish and AT&T.

The fundamental problems that algorithms can solve in the IP space relate to prior art search — how to know if a patent application is already covered by existing patents — and where «white space» exists in the patent system — how much room is left to patent an idea based on what has already been covered by existing grants.

If you need to jump - start your team, events like hack days, conferences and outrageous parties can help people get to know each other and find creative solutions to problems.

But he adds lifers have an advantage in their institutional knowledge «If it's a great culture you know how to perpetuate it; if it's got problems, you know what thinks need to change.&raquIf it's a great culture you know how to perpetuate it; if it's got problems, you know what thinks need to change.&raquif it's got problems, you know what thinks need to change.»

The problem is that if you don't know your true earning potential, then you're probably going to have a hard time achieving that goal.

Even if a company doesn't know all the facts, and even if its investigation is ongoing, it needs to reassure the public that it understands the severity of the problem and their concerns, and that it has the crisis under control.

The takeaway: If you know there's a potential problem lurking, attack it now before it gets out of hand.

The truth is, you will know within a matter of minutes if there is a serious problem.

If you're fresh out of college and someone handed you a little reminder about your loans that are due after six months — and then you picked yourself off the floor after fainting when you looked at the total amount due — you know there's a problem.

If you have had the early conversations about the value of money, letting the child know about the existence of a trust fund — or whatever arrangements you have made — should not be such a problem.

If he has a problem with any of your decisions, he'll let you know.»

If the person is defensive and accuses you of being overly sensitive, you know you have a problem.

Its leadership should have made sure everyone knew that if they had a problem with the company, they should not go to the public but should rather take it to a manager to try to solve it internally.

You need to know what your accountant's role will be if there's a problem.

If a company the size of Google can't take Facebook on, you know there's a problem.

Google will let you know if your touch elements are so close that users might have problems.

If you know someone who's devices are always running out of juice, or you argue with them over who gets to charge what and when, this will end that problem forever.

Poilievre said the main problem is that owners know they would have to pay tax to withdraw RRSP savings if they need cash in a hurry.

You can think of the obvious problem with that: Imagine if you're a marginal high school student and you know that when you turn 18 or a certain age you're going to get an income whether you graduate or not.

If you want to know more about how the big guys work out problems, check out Justice on the Job, by David W. Ewing (Harvard Business School Press, Boston, 1989), a lively chronicle of the creative complaint systems in place at corporations such as Federal Express, IBM, and Northrop.

Nobody wants to hear how great you are and your product is, they want to know you understand their problem and if you can help solve it.

«We haven't had the opportunity to know if we have that problem or not because a lot of companies will get acquired before they can get to that stage.

They don't know if they've actually fixed a problem by building a great product, or not.

The same goes for if you don't know your burn rate or if you have no idea of projections, it's a problem.

It's about being consistently empathetic to what it is they're trying to do, and if we know that they can do it, it's just going to be a bit more work on our side, we'll eat that no problem.

What it tells you is that in every stage, there are predictable problems, and if I could tell you where the land mines are in advance, and you can know where they are, you can go through this thing with the least amount of danger possible, and you can get through it the fastest, because you know where to go.

If someone lets you know they aren't happy with your business, be thankful they made you aware of the problem because it gives you an opportunity to make things right.

«I remember an early review where somebody wanted to know why I never spoke — which if you know me it's not my biggest problem today — I think I was sort of in shell shock, just because it was a trading floor environment.

If the devil is in the details, the details reveal a company in which people take ownership of problems because they can understand and see — and know everybody else can understand and see — exactly how the problem shows up in the financials.

The problem is that many small - business owners don't have the tools they need to determine if one unprofitable client is worth nurturing for a big payday down the road, or if they should say, «Sorry, I can no longer work with you,» and move on.