Sentences with phrase «not change for the better»

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.

No, corruption has not changed for the better in China under Xi, only the people who collect the bribes have changed.

It was not a change for the better.

However there are pressing concerns that perhaps Cech isn't performing as expected, and if things don't change for the better, then the former Czech Republic man could find himself losing his spot at Arsenal.

Things won't change for the better unless he goes.

Medications, like Armour Thyroid or Synthroid, and treatments will not work if you do not change yourself for the better.

Our every day life experiences it every day, so why not change it for the best?

The TFSA at a max % 2 interest is a farce, and don't forger to read the fine print, rates subject to change anytime they want to, and you can count on the rate not changing for the better, mine started out at a % 3.5, after two months it was.5 %, so I withdrew the whole amount, and put it into something more useful.

Though current economic trends and other global events (e.g., the European sovereign debt crisis) may not change for the better over the short term, the performance of the markets may.

Presumably People Can Fly removed these two features to increase the overall pace of the action, but frankly it's not a change for the better.

You might believe that your life insurance premiums can not change for the better after having purchased a policy.

Not exact matches

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.

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.

But while finally learning to paraglide or making that career change you have long dreamed about may be necessary for your life satisfaction in the long - run, short term we shouldn't miss opportunities to take small steps towards greater well being.

«Using business as a force for good is not only a passion of mine but, really, it's the only way that we're going to change the world.»

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.

The two CEOs hope that the changes resulting from the merger will be implemented over the next couple of years, creating a «dramatic change» for consumers in which the store will be «not just about products, but also service offerings that can help people on their path to better health.»

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.

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.

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.»

It's not until his aha moment that things change for the better.

The reason for the language change has also not been well explained.

As Eddie Nuvakhov, CEO and producer of LNC Productions, a company that specializes in marketing videos explains, «You need to show people how your product is going to change their lives for the better, and not just what the product is, if you want to make a convincing argument for its purchase.

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 sobering findings of a freshly released Pew Research Center study reveal that our attitudes are changing about when it's acceptable to use our mobile phones and when it's not, and not necessarily for the better.

Either way, it's not at all clear that it is a good substitute for changing the practices that have been angering critics in the first place.

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.

For years, psychologists and other academics have argued that the best way to change a person's mind is not to attack their position but, rather, to find common ground.

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

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.

When you face a challenge, you can't just look at how it's limiting you; you have to look at how it changes you, and how it could change you for the better.

What if I told you that you don't have to imagine, that tapping into critical data that could change the way your company operates for the better was as simple as a web search and costs you nothing?

Whether your company has too much of a good thing and is falling behind, or it isn't ready for such large changes, premature scaling is something to be aware of.

«The project is about changing the world for people who are not well - served by transportation today,» Sergey Brin, Google's co-founder, said Tuesday at the Code Conference in Rancho Palos Verdes, California, according to an article by Re / code, the technology news site that hosted the event.

Although the US military, Secretary of State Tillerson, and Secretary of Defense Jim Mattis all say unequivocally that the US does not want or train for regime - change missions in North Korea, the president and the military have to do what's best for the country at any cost.

May also called for big changes to who sits on boards so that they include employees, as is the case in some European countries: «In practice, [board members] are drawn from the same, narrow social and professional circles as the executive team and — as we have seen time and time again — the scrutiny they provide is just not good enough.

Far better, at least from the bank's point of view, is to have the government step in and re-level the playing field for everyone — providing, of course, the changes don't take too big a bite out of profits.

What Jet is figuring out is that the best deal for me today may not be the same as yesterday's or tomorrow's because my concerns and objectives will change frequently.

Many were also concerned or fearful that technological innovations were «leading to changes that are not good for people like me.»

The rules for brand messaging through new media versus traditional channels haven't changed, but «the game sure got better and more interesting,» says Roach.

They generally provide better - priced plans, but ultimately such ISPs aren't doing much to discipline bigger players or change things for the better.

That the bragging happened a decade ago doesn't change the reality that a man who might be president sees half the country's population not just as objects for his own aesthetic gratification — we knew that thanks to the beauty pageants and the string of model wives — but objects for his physical gratification as well, regardless of how the women in question feel about it.

One thing that unites Chu's small businesses with Reyes Holdings: All are changing the world for the better, whether they set out to do so or not.

If you're tired of hearing about how the millennials are changing work for the rest of us, good news: Millennials aren't the newest game in town anymore.

Unless we face the problem and make meaningful changes, it's not going to get any better for Baby Boomers, or the glut of younger people who look more like the non-prime Baby Boomers than their more fortunate prime counterparts.

Also, sad to say, money changes a lot of people, and not necessarily for the best.

Lyne: I didn't really think about it being a huge change until I got into it, and I realized that I was constantly looking around for somebody I could show what I was doing to, because I still wanted approval, I still wanted somebody to say, «Yes, this is good.

«Here's some big, dumb industry that hasn't changed for 30 years and could be made a hell of a lot better,» he points out.

Pichai and Porat also fielded questions about Europe's upcoming GDPR privacy rules (the company told investors not to worry, and that it has spent 18 months preparing for the May 25 change) as well as YouTube (which they said continued to drive its websites revenue).

This toolset also tells you if the Flash you use is appropriate, if you have render - blocking scripts on your site that need nixing or changing, if your JavaScript is «healthy,» if your web host is doing you any favors (or not), if browser caching could speed up your website, and if you can compress site images for better display.