Sentences with phrase «performance culture built»

Not exact matches

China Gorman is a sought - after consultant, speaker and writer bringing the CEO perspective to building cultures that foster strong employee engagement for top performance and innovation.

These are just some of the best practices, adapted appropriately for each company, that build a culture of high performance, breed innovation and, most importantly, produce a significant impact on bottom - line performance.

Recognized organizations have achieved outstanding results among their Canadian counterparts for engaging employees, demonstrating effective leadership, building a performance culture and leveraging the strength of their employer brand.

While it isn't easy to build this sort of high - performance culture, the results pay off in spades.

Values are crucial to a high - performance culture, promoting autonomy while building camaraderie.

A Chief of Work would coordinate all that, with an eye toward building a culture that attracts top talent, or what Martin calls «the complete experience of working for the company, and how that affects performance.»

He mentioned he had just read one of my articles (one of the first ones I had written for this column) and was fascinated by the correlations I made between the culture of the U.S. special - operations community and building high - performance teams in the business world.

Build a culture of accountability, measure results, and make sure everyone knows that you are looking at their performance.

I like to think that my biggest contribution to the whole process was a single sentence: «A great culture has to be built on expectations of performance, not rules of behavior.»

In 2015, I hope unlimited vacation policies catch fire and more CEOs think of it not as merely a benefit or perk, but as part of crafting a high performance company culture built on trust and respect.

He has spoken to and consulted with hundreds of organizations across the globe and inspired thousands of business leaders through his highly insightful philosophies on leadership, culture and building high - performance teams that achieve winning results.

She is a sought - after speaker on the topics of leading large - scale cultural change, transformational leadership, brand building, cultivating high - performance teams, creating cultures of diversity and inclusion, harnessing talent, gender equity on boards, women in the c - suite, and women in high - growth entrepreneurship.

Find, attract and retain quality hires, build great teams, navigate conflict, manage performance and build a powerful culture that reinforces your values and contributes to your success.

MLA's capability building program contributes to the achievement of these priorities — and the prosperity of the Australian red meat and livestock industry — by investing in current and emerging industry leaders, innovators and scientists to enhance professional and business skills and build a performance culture.

The Program is designed for top talent who seek a performance - based culture built on meritocracy.

That has nothing whatsoever to do with Grunfeld's abhorrent performance as a GM and the toxic, zero accountability culture that Grunfeld has built and fostered over the last 15 years.

I understand the impatience and frustration with continued awful performance, but building a sustained winning culture doesn't happen overnight and doesn't typically involve sacrificing young potentially high - ceiling players for decent rotation vets to win 40 games.

Time for some brutal honesty... this team, as it stands, is in no better position to compete next season than they were 12 months ago, minus the fact that some fans have been easily snowed by the acquisition of Lacazette, the free transfer LB and the release of Sanogo... if you look at the facts carefully you will see a team that still has far more questions than answers... to better show what I mean by this statement I will briefly discuss the current state of affairs on a position - by - position basis... in goal we have 4 potential candidates, but in reality we have only 1 option with any real future and somehow he's the only one we have actively tried to get rid of for years because he and his father were a little too involved on social media and he got caught smoking (funny how people still defend Wiltshire under the same and far worse circumstances)... you would think we would want to keep any goaltender that Juventus had interest in, as they seem to have a pretty good history when it comes to that position... as far as the defenders on our current roster there are only a few individuals whom have the skill and / or youth worthy of our time and / or investment, as such we should get rid of anyone who doesn't meet those simple requirements, which means we should get rid of DeBouchy, Gibbs, Gabriel, Mertz and loan out Chambers to see if last seasons foray with Middlesborough was an anomaly or a prediction of things to come... some fans have lamented wildly about the return of Mertz to the starting lineup due to his FA Cup performance but these sort of pie in the sky meanderings are indicative of what's wrong with this club and it's wishy - washy fan - base... in addition to these moves the club should aggressively pursue the acquisition of dominant and mobile CB to stabilize an all too fragile defensive group that has self - destructed on numerous occasions over the past 5 seasons... moving forward and building on our need to re-establish our once dominant presence throughout the middle of the park we need to target a CDM then do whatever it takes to get that player into the fold without any of the usual nickel and diming we have become famous for (this kind of ruthless haggling has cost us numerous special players and certainly can't help make the player in question feel good about the way their future potential employer feels about them)... in order for us to become dominant again we need to be strong up the middle again from Goalkeeper to CB to DM to ACM to striker, like we did in our most glorious years before and during Wenger's reign... with this in mind, if we want Ozil to be that dominant attacking midfielder we can't keep leaving him exposed to constant ridicule about his lack of defensive prowess and provide him with the proper players in the final third... he was never a good defensive player in Real or with the German National squad and they certainly didn't suffer as a result of his presence on the pitch... as for the rest of the midfield the blame falls squarely in the hands of Wenger and Gazidis, the fact that Ramsey, Ox, Sanchez and even Ozil were allowed to regularly start when none of the aforementioned had more than a year left under contract is criminal for a club of this size and financial might... the fact that we could find money for Walcott and Xhaka, who weren't even guaranteed starters, means that our whole business model needs a complete overhaul... for me it's time to get rid of some serious deadweight, even if it means selling them below what you believe their market value is just to simply right this ship and change the stagnant culture that currently exists... this means saying goodbye to Wiltshire, Elneny, Carzola, Walcott and Ramsey... everyone, minus Elneny, have spent just as much time on the training table as on the field of play, which would be manageable if they weren't so inconsistent from a performance standpoint (excluding Carzola, who is like the recent version of Rosicky — too bad, both will be deeply missed)... in their places we need to bring in some proven performers with no history of injuries... up front, although I do like the possibilities that a player like Lacazette presents, the fact that we had to wait so many years to acquire some true quality at the striker position falls once again squarely at the feet of Wenger... this issue highlights the ultimate scam being perpetrated by this club since the arrival of Kroenke: pretend your a small market club when it comes to making purchases but milk your fans like a big market club when it comes to ticket prices and merchandising... I believe the reason why Wenger hasn't pursued someone of Henry's quality, minus a fairly inexpensive RVP, was that he knew that they would demand players of a similar ilk to be brought on board and that wasn't possible when the business model was that of a «selling» club... does it really make sense that we could only make a cheeky bid for Suarez, or that we couldn't get Higuain over the line when he was being offered up for half the price he eventually went to Juve for, or that we've only paid any interest to strikers who were clearly not going to press their current teams to let them go to Arsenal like Benzema or Cavani... just part of the facade that finally came crashing down when Sanchez finally called their bluff... the fact remains that no one wants to win more than Sanchez, including Wenger, and although I don't agree with everything that he has done off the field, I would much rather have Alexis front and center than a manager who has clearly bought into the Kroenke model in large part due to the fact that his enormous ego suggests that only he could accomplish great things without breaking the bank... unfortunately that isn't possible anymore as the game has changed quite dramatically in the last 15 years, which has left a largely complacent and complicit Wenger on the outside looking in... so don't blame those players who demanded more and were left wanting... don't blame those fans who have tried desperately to raise awareness for several years when cracks began to appear... place the blame at the feet of those who were well aware all along of the potential pitfalls of just such a plan but continued to follow it even when it was no longer a financial necessity, like it ever really was...

Through our high performance culture, we've built up global relationships with our customers inspiring parents to escape nursery jail and live life without limit.

We applaud the thoughtful work of the SAGE commission and its goal of «Building a Culture of Performance and Accountability» within New York State government.

His core professional interest is in establishing highly effective performance and development cultures within schools — built on contemporary teaching and learning practice, including blended and personalised learning styles.

High - performing and improving education systems demonstrate a commitment to structured support for beginning teachers in their transition to full professional performance and in doing so, build and sustain a culture of professional responsibility.

Pay Teachers More and Reach All Students with Excellence — Aug 30, 2012 District RTTT — Meet the Absolute Priority for Great - Teacher Access — Aug 14, 2012 Pay Teachers More — Within Budget, Without Class - Size Increases — Jul 24, 2012 Building Support for Breakthrough Schools — Jul 10, 2012 New Toolkit: Expand the Impact of Excellent Teachers — Selection, Development, and More — May 31, 2012 New Teacher Career Paths: Financially Sustainable Advancement — May 17, 2012 Charlotte, N.C.'s Project L.I.F.T. to be Initial Opportunity Culture Site — May 10, 2012 10 Financially Sustainable Models to Reach More Students with Excellence — May 01, 2012 Excellent Teaching Within Budget: New Infographic and Website — Apr 17, 2012 Incubating Great New Schools — Mar 15, 2012 Public Impact Releases Models to Extend Reach of Top Teachers, Seeks Sites — Dec 14, 2011 New Report: Teachers in the Age of Digital Instruction — Nov 17, 2011 City - Based Charter Strategies: New White Papers and Webinar from Public Impact — Oct 25, 2011 How to Reach Every Child with Top Teachers (Really)-- Oct 11, 2011 Charter Philanthropy in Four Cities — Aug 04, 2011 School Turnaround Leaders: New Ideas about How to Find More of Them — Jul 21, 2011 Fixing Failing Schools: Building Family and Community Demand for Dramatic Change — May 17, 2011 New Resources to Boost School Turnaround Success — May 10, 2011 New Report on Making Teacher Tenure Meaningful — Mar 15, 2011 Going Exponential: Growing the Charter School Sector's Best — Feb 17, 2011 New Reports and Upcoming Release Event — Feb 10, 2011 Picky Parent Guide — Nov 17, 2010 Measuring Teacher and Leader Performance: Cross-Sector Lessons for Excellent Evaluations — Nov 02, 2010 New Teacher Quality Publication from the Joyce Foundation — Sept 27, 2010 Charter School Research from Public Impact — Jul 13, 2010 Lessons from Singapore & Shooting for Stars — Jun 17, 2010 Opportunity at the Top — Jun 02, 2010 Public Impact's latest on Education Reform Topics — Dec 02, 2009 3X for All: Extending the Reach of Education's Best — Oct 23, 2009 New Research on Dramatically Improving Failing Schools — Oct 06, 2009 Try, Try Again to Fix Failing Schools — Sep 09, 2009 Innovation in Education and Charter Philanthropy — Jun 24, 2009 Reconnecting Youth and Designing PD That Works — May 29.

When one gets caught up in fancy new jargon and strategies, it's easy to overlook the simple, difficult stuff of culture - building — the cutting of a talented player because of his deteriorating attitude or the importance of unyielding expectations governing behavior and performance.

Our company's drive for superior culture is supported by company - wide recognition programs, staff climate surveys, communication teams that build collaboration and trust, and performance management systems that support a pay - for - performance superior culture.

The EAA is building a coherent system and a performance - based culture.

Research shows that investments in human capital improve organizational performance — including team effectiveness, employee retention, and innovation — in both the private and public sectors.1 In other words, companies that attract and develop strong employees by prioritizing recruiting, investing in professional growth opportunities, and building positive workplace cultures tend to have greater efficiency and better outcomes.2

His work has been instrumental in stewarding LAUSD towards meeting its district performance goals and building capacity within central office departments to make the shift from a compliance culture to a performance culture.

Working with the students, Dr. Sapp and his team built a new culture that promoted deeper classroom engagement and improved student performance.

● Oversee the implementation of the educational vision across all campuses, and ensure schools are producing amazing outcomes for students ● Ensure all schools meet their academic and cultural goals ● Build a strong, collaborative team of principals ● Ensure schools are operationally strong, aesthetically beautiful and clean, within budget, and well - organized ● Oversee performance management systems and the hiring process across the schools ● Manage the college teams in supporting students as they prepare for college ● Provide individual development and management to school principals through one - on - one meetings, coaching, modeling, planning, and feedback ● Lead regular professional learning for school leaders (topics such as instructional leadership, personnel management, school operations, data analysis, school culture, and family investment) ● Study and analyze data on an ongoing basis ● Work with school principals to develop and implement action plans based on academic results

The year we changed our focus from textbooks, programs, supplies, schedules, buildings, grades, test scores, etc. to focus on the heart of the matter at the root level (culture, identity, will, beliefs, thoughts, emotions, empathy, relationships, etc.), we transformed our performance data.

... In place of a culture of excuses, Klein sought [as chancellor] to build a culture of performance and accountability.»

In Part 1 of this series, we discussed how K - 12 leaders can leverage performance management to build a culture of continuous improvement.

While there are many factors that can lead to high performance and help build a positive culture, there's hardly a secret formula for success in every single school.

Prior to Dallas, Miles successfully transformed the Harrison School District in Colorado Springs, raising student achievement and building a high - performance culture.

The Australian Teacher Performance and Development Framework helps leaders to build a successful professional growth culture in their school, and implement the essential elements of an effective performance and developmenPerformance and Development Framework helps leaders to build a successful professional growth culture in their school, and implement the essential elements of an effective performance and developmenperformance and development approach.

Instead of doing away with the pressures of a performance - based system, the best way to combat cheating is by building institutions that have systems and organizational cultures that minimize the amount of corruption and abuse that occurs.

Manage and provide leadership and oversight for HbI's eLearning and digital training solutions to build and continuously improve on a learning culture that elevates employee and organizational performance.

Building a high - performance culture: A fresh look at performance management.

Built on the 87 - acre ruins of a GM factory and envisioned originally as a car condominium complex for metro Detroit's thriving culture of classic and performance automotive collectors, M1 Concourse evolved quickly under the watch of founder and CEO Brad Oleshansky.

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.

At launch, the iVET360 integrated service platform includes: Staff Training and Development: Match experienced iVET360 hospital administrators with Practice Managers and key staff to build, and enhance a culture of high performance and high staff satisfaction.

Upcoming in 2010 and 2011 Simmons will produce photographic, sound, performance and sculptural works in conjunction with MoMA PS.1, The Studio Museum, The Goethe Institute / Wyoming Building, The Kitchen, New York, The Nasher Museum of Art at Duke University, The Bronx Museum of Art and The Center For Contemporary Art, Prague and The Center for Art Design and Visual Culture, Baltimore among many other venues.

In 2012, VCUarts unveiled the design for the Institute for Contemporary Art by Steven Holl Architects, a 38,000 - square - foot building for the presentation of cutting - edge art and performance from around the world to serve as a new destination for contemporary arts and culture in the region.

The Transliterative Tease is the first of four Slavs and Tatars performance - lectures organized by the University of Houston Cynthia Woods Mitchell Center for the Arts as part of the INTERSECTIONS initiative, which aims to increase knowledge about Muslim cultures through the arts while focusing on the complexity and diversity within Houston's local Muslim population, with an emphasis on the University of Houston's own student body and seeks to build bridges between visiting artists and UH students.

These performance - lectures are part of INTERSECTIONS, a Mitchell Center initiative which aims to increase knowledge about Muslim cultures through the arts while focusing on the complexity and diversity within Houston's local Muslim population, with an emphasis on the University of Houston's own student body and seeks to build bridges between visiting artists and UH students.

HIGHLIGHTS: Art Exhibitions, Open Rehearsals, Dance, Music, Theater and more 5:30 — 6 p.m.: Limon Repertory, Dance Studio 128 (DS 128) 5:30 — 6:30 p.m.: Hip Hop, Dance Studio 128 (DS 128) 5:30 — 8 p.m.: Open Art Galleries — Beall Center for Art + Technology, Contemporary Art Center Gallery, Room Gallery, University Art Gallery Open Art Studios — Contemporary Art Center, 4th Floor; Arts, Culture and Technology Building, 2nd and 3rd Floor Music in Motion — Telepresence Studio, Contemporary Arts Center Room 1102 Arts Plaza Main Stage — Bare Bones Dance Theater, Improv Revolution (iRev), Uniting Voices, UCI Bluegrass Duo, B - Boys Anonymous Alumni Open Reception — Contemporary Arts Center Plaza Jason Jones Trio — Contemporary Arts Center Plaza 6:30 — 7:30 p.m.: «New Slate» Dance Rehearsal, Dance Studio 128 (DS 128) 6:30 — 8 p.m.: Parade Theater Rehearsal, Claire Trevor Theatre; Our Class Theater Rehearsal, PSTU 1110 (Studio 5) 7 — 8 p.m.: UCI Symphony Orchestra, Music and Media 220 Full Performance 7 — 9 p.m.: The Art of Performance in Irvine: Fallen Fruit, Experimental Media and Performance Lab (xMPL)

Located in an abandoned savings & loan building, it is home to treasures of Chicago culture and history in an archive and performance space unlike any other in the world.

At the São Paulo gallery's European outpost, this weekend sees the first solo exhibition in Brussels by Luiz Roque, «The Modern Years», a series of three films emerging from the artist's interest in sculpture and bodily expression: Modern (2014) draws on research into Henry Moore's Recumbent Figure (1938) and performance artist Leigh Bowery (a fixture of London's»80s club culture) while in Rio De Janeiro (2017), a black transsexual woman holds a phone conversation with the founder of the city's Museum of Modern Art, in which she discusses a dream of the building burning.

The second part of DESTE's summer show consisted of an opening performance at the Slaughterhouse on Hydra titled Putiferio (which in Latin means «bring the stink», «chaos», or «a small taste of hell»), for which Roberto Cuoghi fired clay and metal crabs to fill DESTE's project space (a former slaughterhouse) in kilns built outside and above it, apparently modelled after various cultures (and constructed by following YouTube videos).