Sentences with phrase «strong culture builds»

«We've long been fans of Curse,» Twitch CEO Emmett Shear says,» [It's] an innovator in the games industry with a strong culture built around its offerings — from Curse Voice and Curse Client to Gamepedia.»

Not exact matches

«Smart companies will begin to focus on ways to mitigate risk and build stronger cultures, brands and workforces through inclusion and diversity.»

When you build a strong culture and vet for this in the recruiting process, that naturally happens - great people attract other great people, and collectively do great things.

«It's hard to build a strong culture if most of your employees are coming and going all the time.»

When building a company, leaders are advised to create a strong work culture that attracts top talent who are motivated to work.

From celebrating the big things to enjoying the little things, building a strong company culture that inspires both teamwork and friendly competition isn't rocket science and needn't deplete revenues.

Build a strong company culture.

While we can not plan for everything, building a strong culture will prepare us for even the worst turmoil.

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.

Be among the successful minority who break out in large part because they hold steadfastly to building and sustaining a strong culture.

He credits the founder, chairman and CEO, Richard Weissman, for building an amazing company, culture and vision that created a strong foundation that he can stand on to take the company to the next level.

Showing appreciation for a fellow employee is an important part of our culture and builds a strong sense of community and engagement.»

Determine how you want to build a strong rapport and unite your employees within your culture.

At a certain point though this not only becomes difficult, but also counter-productive toward building the strong culture and relationships that any founder wants to instill within their organization.

New York City Mayor Bill de Blasio in a statement said the settlement «represents another strong step toward our goal of reversing the decades of abuse on Rikers and building a culture of safety for officers and inmates alike.»

Creating this unique culture doesn't have to cost thousands, and can affect how team members interact with each other, build stronger relationships and, ideally, increase productivity.

Especially today, the trend is for workplaces to be focused on building a great corporate culture, which often requires teamwork and strong interpersonal skills from all levels of employees.

Instead of focusing on purchasing an office foosball table, companies should work to build a stronger culture with their employees, be communicative, listen to their feedback and acknowledge their individualities and contributions.

It is up to leaders to create a work environment that faces challenges head - on by building a strong culture from the very beginning with great talent who will push the status quo.

Our most committed leaders have built the strongest franchises with the most positive cultures.

Building and maintaining a strong culture is much of what separates average startups from those with staying power.

An open vacation culture encourages your employees to pitch in and cover one another's work load, which then builds stronger, more versatile teams.

Strong leadership can build a learning culture — one in which failures large and small are consistently reported and deeply analyzed, and opportunities to experiment are proactively sought.

Hall brings those values to family culture as well, working with wife Kelly Ring to «become a stronger couple that communicates well and builds alignment on common dreams, purpose, and goals.»

When it comes to building an inspiring workplace culture, turning ideas into action, leading change, and building a strong team, communication is everything and everything is communication.

He brings expertise in: human capital strategy; building talent and strong teams; building strong corporate cultures; employee engagement; and leading change.

A strong company culture and work ethic combined with resourcefulness and innovation are keys to building a solid business and equity value.

Creating a company community is crucial to building a strong company culture.

From the orange - emblazoned walls of their headquarters to the wildly popular «culture code» slide deck, HubSpot has leveraged its one - of - a-kind workplace to build a strong employment brand that attracts top talent.

Mr Ratra is passionate about building stronger businesses, adapting and aligning company with new technology and digital era, and maintaining everlasting culture of customer centricity.

Fourth, management shouldn't be expected to do all the heavy lifting of building a strong ownership culture.

These ESOP committees liaise with management and all employee owners to build and maintain a culture in which employees feel a strong sense of engagement with the company and contribute what they can to further its success.

«Building a strong legal tech culture is of critical importance,» said Andrew Arruda, Co-Founder, ROSS.

During his tenure with Wells Enterprises, Kraus has built a strong food safety culture throughout the organization and has emerged as a leader for the broader dairy products industry.

The purpose of this position is to increase Wicked Weed Brewing's sales by building strong relationships with our distributor partners and key accounts, assisting in educating their staff and customers about our beers and culture.

«His proven leadership, passion for innovation and deep commitment to creating a learning culture will enrich our strong NWNA teams and ensure that we build on our growth legacy to retain our leadership position in the category.»

The company's success is built on a strong understanding of local cultures and markets along with the creation of a global operational network.

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...

In this book you'll find: Simple ways to great family communication even when you're busy Easy ways to help kids cope when life throws them curve balls The secrets to working from the same page with your partner How to build a strong family culture so your family stays together How to get cooperation from your kids without tears, fears and bribery Why you must develop independence in kids from an early age

The groups, also strong supporters of comprehensive campaign finance reform built around a core of public financing of elections, today focused on the urgent need for ethics reform as another essential way to address the problems created by a money culture in Albany.

A student - and postdoc - driven program at the University of Minnesota is building a strong, new safety culture.

Though building a strong safety culture takes continuing time and effort, he, Rudd, and Peterson agree, it's well within the capacity of departments across the country to achieve.

The research is strong on the importance of family time and building a family culture.

You're begin to like her and want to take things ahead but have no clue about the Chinese culture or how you could build a stronger rapport with her.

Dear friends, Building a strong relationship takes lots of love and patience, even if both people are from the same culture.

Our commitment is to build a stronger community socially, economically, and politically by promoting a positive image of our culture through Video Production, Communication, TV advertising, Haitian TV Programming and more.

We focused a lot on the big picture: building a strong culture among and between staff and students, laying a solid instructional foundation, and focusing on the holistic needs of the student.

The schools and classrooms where I've seen the strongest relationship - based cultures are ones where students have input on establishing norms and processes, where team building happens throughout the year so that students and teachers know each other well, and, on the teacher level, where teachers have regular opportunities to collaborate to design meaningful PBL experiences for students and discuss student supports.

Diverse teams of students build a stronger school culture by working together on service projects to address community needs.

This approach to professional learning, developed in collaboration with academic partners from Western Sydney University (WSU), has built a strong culture of teachers as «practitioner - researchers» at a whole school level.