Sentences with phrase «not changing other people»

Sometimes we can't change other people's minds.

You can't change the other person, but you can often change the conditions.

The key here is not changing the other person — as the desire to change your partner is inherently disrespectful (to both them and yourself)-- but rather it's to simply abide by the difference, love them despite it, and when things get a little rough around the edges, to forgive them for it.

Practice responding to your co-parent and accept that you can not change the other person.

A marriage counselor will help you recognize that you can't change other people, you can only change yourself and how you react to other people.

It's a myth that we can't change other people, we can, we just need the right tools for the job!

Unfortunately we can not change other people and we can not force them to do things that they do not want to do.

One can only change how they are participating in the dance; they can not change the other person.

While you can not change the other person, you can change yourself.

Not exact matches

In the season three premiere, it's not just about the technology itself, but also the way in which it changes how people behave and react to others.

It's not because I'm any older or less smart than other people, it's just that the pace of change is so fast.

«Change will not come if we wait for some other person or some other time.

It's thinner and lighter then previous models, and only has USB - C ports, which will be fine for people who don't mind changing with the times or buying dongles, but might be annoying for others.

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.

People become angry not as the result of outside events or the actions of other people, but because they're frustrated at their own inability to change themselves and their emotional People become angry not as the result of outside events or the actions of other people, but because they're frustrated at their own inability to change themselves and their emotional people, but because they're frustrated at their own inability to change themselves and their emotional state.

Others studies find that while using the devices may be helpful for certain people, they don't necessarily drive behavior change on their own.

«Change in large organizations, particularly ones that are profit maximizers... doesn't come until people have exhausted all other options,» Coady said in a 2003 speech, 10 years after the Clayoquot confrontation (and while she was working at the World Wildlife Fund).

«The process of execution includes real customer development, changing your product into what people actually want and tons of other hard work and learning moments that an idea - stealer wouldn't have in his or her arsenal,» points out entrepreneur Brent Goldstein.

When we started Got Junk, we hadn't yet learned those lessons, so we had guys in Canada who would say «Canada's Largest Junk Removal» instead of «World's Largest Junk Removal,» people who would take printed materials to a printer and change the font in the logo and all these other inconsistencies.

Even if your friend or family member doesn't change his or her mind about their gift, you can't be sure other people will see it the same way.

«People realize they can't prosper [in San Francisco] as much as in other cities, so that causes a lot of changes,» Michael said.

On the other hand, security firm Solutionary's Chief Security Strategist Jon Heimerl notes that some things won't change: «We will see errors in operating systems, configuration errors or lapses, errors in applications, and errors in judgment by people who fall for social engineering attacks.

These aren't the kind of hacks that mean tech - savvy folks need to change their login credentials, but precursors to something far more serious: potentially devastating and life - threatening infrastructure disruptions that could leave thousands or millions of people without electricity or other utilities.

Having internal workers approve compensation plans won't do much to change anything other than make a few people unwittingly feel better.

She just doesn't have the time to think about other people's potential prejudice — she's too busy changing the world.

We're all afraid: of what might or might not happen, of what we can't change, or what we won't be able to do, or how other people might perceive us.

Furthermore, the final rule could also let insurance companies cover a smaller share of plan holders» medical costs and drop coverage for people who don't pay premiums, among other changes.

Those savings would be partially offset by other changes in coverage provisions — spending for a new Patient and State Stability Fund, designed to reduce premiums, and a reduction in revenues from repealing penalties on employers who do not offer insurance and on people who do not purchase insurance.

Also, if a majority of the Board is comprised of persons other than (i) persons for whose election proxies were solicited by the Board; or (ii) persons who were appointed by the Board to fill vacancies caused by death or resignation or to fill newly - created directorships («Board Change»), unless the Committee or Board determines otherwise prior to such Board Change, then participants immediately prior to the Board Change who cease to be employees or non-employee directors within six months after such Board Change for any reason other than death or permanent disability generally have their (i) options and stock appreciation rights become immediately exercisable and to the extent not canceled or cashed out, generally have at least six months to exercise such awards; (ii) restrictions with respect to restricted stock and RSRs lapse and generally shares are delivered; and (iii) performance shares and performance units pay out pro rata based on performance through the end of the last calendar quarter before the time the participant ceased to be an employee.

[16:00] Pain + reflection = progress [16:30] Creating a meritocracy to draw the best out of everybody [18:30] How to raise your probability of being right [18:50] Why we are conditioned to need to be right [19:30] The neuroscience factor [19:50] The habitual and environmental factor [20:20] How to get to the other side [21:20] Great collective decision - making [21:50] The 5 things you need to be successful [21:55] Create audacious goals [22:15] Why you need problems [22:25] Diagnose the problems to determine the root causes [22:50] Determine the design for what you will do about the root causes [23:00] Decide to work with people who are strong where you are weak [23:15] Push through to results [23:20] The loop of success [24:15] Ray's new instinctual approach to failure [24:40] Tony's ritual after every event [25:30] The review that changed Ray's outlook on leadership [27:30] Creating new policies based on fairness and truth [28:00] What people are missing about Ray's culture [29:30] Creating meaningful work and meaningful relationships [30:15] The importance of radical honesty [30:50] Thoughtful disagreement [32:10] Why it was the relationships that changed Ray's life [33:10] Ray's biggest weakness and how he overcame it [34:30] The jungle metaphor [36:00] The dot collector — deciding what to listen to [40:15] The wanting of meritocratic decision - making [41:40] How to see bubbles and busts [42:40] Productivity [43:00] Where we are in the cycle [43:40] What the Fed will do [44:05] We are late in the long - term debt cycle [44:30] Long - term debt is going to be squeezing us [45:00] We have 2 economies [45:30] This year is very similar to 1937 [46:10] The top tenth of the top 1 % of wealth = bottom 90 % combined [46:25] How this creates populism [47:00] The economy for the bottom 60 % isn't growing [48:20] If you look at averages, the country is in a bind [49:10] What are the overarching principles that bind us together?

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the Company; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; disruptions in information technology networks and systems; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's dividend payments on its Series A Preferred Stock; tax law changes or interpretations; pricing actions; and other factors.

Under the 2017 Plan, a change in control is defined to include (1) the acquisition by any person or company of more than 50 % of the combined voting power of our then outstanding stock, (2) a merger, consolidation, or similar transaction in which our stockholders immediately before the transaction do not own, directly or indirectly, more than 50 % of the combined voting power of the surviving entity (or the parent of the surviving entity), (3) a sale, lease, exclusive license, or other disposition of all or substantially all of our assets other than to an entity more than 50 % of the combined voting power of which is owned by our stockholders, and (4) an unapproved change in the majority of the board of directors.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, operating in a highly competitive industry; changes in the retail landscape or the loss of key retail customers; the Company's ability to maintain, extend and expand its reputation and brand image; the impacts of the Company's international operations; the Company's ability to leverage its brand value; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share, or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's ability to realize the anticipated benefits from its cost savings initiatives; changes in relationships with significant customers and suppliers; the execution of the Company's international expansion strategy; tax law changes or interpretations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the United States and in various other nations in which we operate; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives we use; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's ability to protect intellectual property rights; impacts of natural events in the locations in which we or the Company's customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; the Company's ownership structure; the impact of future sales of its common stock in the public markets; the Company's ability to continue to pay a regular dividend; changes in laws and regulations; restatements of the Company's consolidated financial statements; and other factors.

Important factors that may affect the Company's business and operations and that may cause actual results to differ materially from those in the forward - looking statements include, but are not limited to, increased competition; the Company's ability to maintain, extend and expand its reputation and brand image; the Company's ability to differentiate its products from other brands; the consolidation of retail customers; the Company's ability to predict, identify and interpret changes in consumer preferences and demand; the Company's ability to drive revenue growth in its key product categories, increase its market share or add products; an impairment of the carrying value of goodwill or other indefinite - lived intangible assets; volatility in commodity, energy and other input costs; changes in the Company's management team or other key personnel; the Company's inability to realize the anticipated benefits from the Company's cost savings initiatives; changes in relationships with significant customers and suppliers; execution of the Company's international expansion strategy; changes in laws and regulations; legal claims or other regulatory enforcement actions; product recalls or product liability claims; unanticipated business disruptions; failure to successfully integrate the business and operations of the Company in the expected time frame; the Company's ability to complete or realize the benefits from potential and completed acquisitions, alliances, divestitures or joint ventures; economic and political conditions in the nations in which the Company operates; the volatility of capital markets; increased pension, labor and people - related expenses; volatility in the market value of all or a portion of the derivatives that the Company uses; exchange rate fluctuations; risks associated with information technology and systems, including service interruptions, misappropriation of data or breaches of security; the Company's inability to protect intellectual property rights; impacts of natural events in the locations in which the Company or its customers, suppliers or regulators operate; the Company's indebtedness and ability to pay such indebtedness; tax law changes or interpretations; and other factors.

You should change the title to «Lots of other people don't understand geometry.

how good of a driver a person is... do they change lanes erratically, talk or text on the phone while driving, tailgate, or any other bad habits that would cause a person to not own the vehicle for a long period of time?

The tax plan does not make direct changes to how income on investments is taxed, but what people will pay could change as a result of other provisions in the plan.

Having two different people involved in the process can uncover deductions and other savings that one person might not have found on his or her own — especially for a company that is growing and changing quickly.

Some middle class people will be wiped out as an example to others, especially those who are not fully leveraged and / or paid off a portion of their mortgage are at a real risk from «changing terms and conditions».

Not talking about race will not magically change the fact that the criminal justice system is much harder on black and other non-white suspects than it is on white peopNot talking about race will not magically change the fact that the criminal justice system is much harder on black and other non-white suspects than it is on white peopnot magically change the fact that the criminal justice system is much harder on black and other non-white suspects than it is on white people.

When people other than ourselves try to take control of our spirituality, or change our history, or make us into something we are not — that has powerful meaning to Jewish people.

I also see this dis - repsect we give to gay people as a breaking away from the idea «treat others how you want to be treated» (I know I wouldn't want to be shunned for something I can not choose to change).

@God2: let me rephrase that... obviously we have no chance of changing the others way of thinking, whether he is really happy with that only he can know and as much as I wish he would look away from it, I know there is very little chance... fighting with him is futile, so I do what I do best when a person like him becomes obvious... I kill them with kindness and hopefully prove in some small way that all Atheists are not bad.

You can leave this country at anytime, just do not change our way of life this country fought for... if this way of thinking continues in the United States of America you will be saluting a different flag... these people who think this way can go live in any other foreign country or go to an island and start your own country, with your own beliefs, sick of the ACLU running this country

we would self sustain ourselves... they have been the prime reason fr th recession due to higher oil prices to indirectly stage war against america and the rest of the world... cowards... if ther was no oil... the time has come for the next era... we are not far away from that day... the world is changing... science is developing in exponential way... new species are still being found... ther is always a progress... and these extremists are travelling to the end of the road... which will form the next journey fr the major part of the other world... no oil... no islamist would be heeded anymore... those people ll crumble very soon

I have a disability and do not appreciate that you use what I can't change to insult other people, in turn insulting me.

If God can change people's hearts, why didn't he change Stalin's or Hitler's, or that of any other brutal dictator before he murdered millions?

The disdain for godly things is accelerating due to the lust people have for THEIR own ways, not God's ways, Loving yourself does not mean getting all the stuff you want or actually not helping others in love, which only God can change your motivations for.

With persons not able to make the decision for themselves — e.g., very small children and mentally ill persons who are out of touch with reality — it may be necessary for others to choose the directions of change without their consent.

Reality therapy, developed by psychiatrist William Glasser, is an action - oriented therapy that aims at enabling people to change their behavior so that it will fulfill their basic needs (to give and receive love and to feel worthwhile to themselves and others) in the real world of relationships in ways that do not deprive others of the possibility of fulfilling their needs.