Sentences with phrase «people and organizations working»

Partnering for Pets is a formal process designed to improve communications and build a culture of teamwork, cooperation and good faith performance among the people and organizations working towards a common goal.

We make grants to promising people and organizations working to improve public schools, advance scientific and medical research and make the arts accessible to the broadest public.

Because the need is so great we can only directly help a fraction of those wonderful people and organizations working to help others in need.

While we serve clients province - wide, we've learned that there is no substitute for being close to the issues that affect the people and organizations we work with in the Ottawa area.

It is also designed to benefit all of those persons and organizations working to advance access to justice by offering a better understanding of the public's perception of access to justice issues.

I've been doing that for years, trying to solve complex business problems so the people and organizations I work with can thrive.

Not exact matches

«Being a people - first organization, a considerable amount of time and energy is spent making sure our people are happy, challenged by their work, and progressing through their careers.»

Companies that sustain success over the long term are almost always purpose - driven, and the people who work in those organizations believe deeply in what they do.

The best - kept secret of successful leaders is love: staying in love with leading, with the people who do the work, with what their organizations produce, and with those who honor the organization by using its work.»

I see it as demonstrating strength by showing your organization you are continually working on being the best leader, and ultimately person, possible.

To ensure «people first» becomes more than just a corporate catchphrase, Desjardins is working to update the tools and training available to employees, and to simplify the processes governing the giant organization's operations.

«For example,» says Wolfe, ««I think you have the potential to be a fantastic leader and to have three people work under you... but in order to do that, I think we need to improve upon your time - management skills, your organization skills,» vs. coming at them saying, «You're disorganized.»

Staying relevant as a leader in an organization means keeping a pulse on people's work and what will make them happy and productive.

«Effective managers,» he thought, «manage themselves and the people they work with so that both the organization and the people profit from their presence.»»

And when people feel safe within your organization, they produce their best work.

Technologies quickly become commodities while dedicated, motivated and passionate people who can work together effectively are the only long term, sustainable competitive advantage any organization can really have.

It's about the people who work for the organization, it's about the clients, and it's about the community.»

When people know where they stand and how to move up in the pay range they're more motivated to work to improve their performance and their standing within the organization.

It is incredibly rewarding and motivating to work for an organization that strives to improve the lives of people with disabilities, even if one's own work does not have a direct impact.»

Employees have a voice in this organization and it creates a culture where people are engaged in work, regardless of tenure or function.»

Her bi-cultural background has contributed to her success, as she is skilled at working with people at all levels within the organization and with Home Depot's diverse customer base.

«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).

Aligning purpose with culture is about defining and embodying the values that will guide your organization towards purpose, and delivering tools to your people - in the form of purposeful habits - that will allow them to live out the purpose in the work they do every day.

«With Syria there is an opportunity to make an impact right now, and to connect people with the best organizations doing the most effective work on the ground,» Walrod says.

To start a conversation about the future of work, consulting giant PwC, led by technology sector people and organization leader, Toni Cusumano, created three different scenarios for the future of work, which they broke down into worlds.

Perry Chen has been working with a team of volunteers every Monday night for the last year to come up with an organization that helps people discover and support nonprofits for $ 1 a day.

These include: itinerary details; the name of the person or organization paying for the trip; the names of every country the applicant has visited in the past 10 years (99 for me); the applicant's current and two previous places of work; every educational institution the applicant has attended; all the professional, civil, and charity organizations of which the applicant is a member or with which he has «cooperated»; the names of all the applicant's relatives in Russia; the details of any training in firearms, explosives, nuclear weapons, and «biological and chemical substances» (which arguably would include everything from acidophilus yogurt to Drano); and details of the applicant's military service, including rank and occupation.

As a result, Zak says that «Employees in high - trust organizations are more productive, have more energy at work, collaborate better with their colleagues, and stay with their employers longer than people working at low - trust companies.»

For example, if you want to know how many people work there, you can say: «I'm looking for individualized attention, and my fear is that your organization is too large, and I'll get lost in the shuffle.

Weiner is undergoing psychological treatment for what he says is an «addiction» and is working at a non-profit organization he founded in 2014 to train young and formerly incarcerated people for jobs in the culinary industry.

They reflect the brand, the organization's personality, what the people believe, how they work, and even what they provide for the dogs.

O.C. Tanner's research found that the people who created the most value in their organizations were those whose work required them to adhere to rules, policies and procedures, not those who were given carte blanche.

Rich will continue to do the work he started at People, Entertainment Weekly and Sports Illustrated to transition our brands to become true multimedia, multi-platform businesses and to introduce an entrepreneurial spirit and investment culture into the organization.

«Somehow the group must begin to see itself as a group, and as long as there's reasonable consistency among the people in the organization, it seems to work well.»

It changed the trajectory of their relationship and their work together, helping Tyson fine - tune a philosophy of inclusion that he believes can inspire empathy and courage within the organization he now runs — one that employs 180,000 people in eight states and the District of Columbia.

Habitat's mission is something that you get a totally new appreciation for when you are part of the organization — actually seeing people actively working to change their lives, and the lives of their children, for the better.

On the negative side, people who work for autocratic managers often feel as though their contributions are not valued by the organization and decisions often don't consider how it will affect employees other than the manager.

While in the past, HR managers did the tedious work like payroll, today they're some of the most essential people in any organization, being at the centre of big strategic moves like mergers and acquisitions and corporate recruiting.

«I know a lot of people who work for fast - growing technology companies, and all of them seem to tell these horror stories of mismanagement, infighting and general chaos inside the organization.

Fellowships allow these organizations «to get an experienced person who would [ordinarily] command a high salary but who wants to create meaning and purpose in their work life.»

Over the last five years, the organization has worked with some of the most well - known international relief efforts, such as Medic Mobile and Save the Children, helping them to add Bitcoin to their donation streams and running fundraising campaigns aimed at people in the Bitcoin community.

Often there is more direct contact between top management and the people working throughout the entire organization.

«It's a great way to celebrate the success of the organization and it's a great way for all the people who work for you, who put in the time, to celebrate what they have accomplished.»

Working on behalf of lenders, other creditors, management, and shareholders themselves, our seasoned and compassionate professionals help find the best solution for your organization and the people impacted by challenging situations.

A secure and verifiable way to track people, and not just their anonymous payments, works in the interests of organizations that Bitcoin was ostensibly set up to overthrow.

As a researcher and consultant to executives across diverse industries, I know how common it is for successful, high - performing people to lose their passion for work — and their commitment to their organizations — over time.

We work with the national Public Banking Institute, and seek to work with other community banking organizations, as well as other community - minded people and groups, in and beyond Massachusetts.

I am extremely proud of being part of this organization somehow and to see all the victories that are being achieved with hard work and support from people from BC!

When this is the case, the sales person has a level of comfort that allows them to gain insight into how the organization works and how they can become successful.

«I have worked with Bob in the public sector and in corporate competitive intelligence,» said Fuld + Company CEO and president Ken Sawka, «and he brings to Fuld + Company experience in senior leadership roles at Fortune 500 organizations combined with the people skills of a seasoned account executive.»