Sentences with phrase «strong team culture»

Possess excellent leadership and influence skills and the ability to motivate and inspire staff and develop a strong team culture.

We believe that applying a systematic, disciplined approach, with a strong team culture increases our ability to add value.

To foster a strong team culture, «we do things like everyone gets a Nerf gun on their first day, and we'll have Nerf battles to break the ice,» says Raymond.

Not exact matches

It takes culture, care and authenticity to support the growth of a strong team.

By investing the time to work and coach your future leadership team, you can thoroughly discuss and teach the principles of your culture at the deepest levels, helping to ensure a strong culture for generations to come.

I do think that not just the next CEO but also the management team we leave behind have to be completely determined to make sure that culture gets stronger and stronger,» says Smith.

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.

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

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.

The financial investment required to fly in your new remote hire and put her up in a hotel likely will be repaid through stronger relationships developed with her team, more effective initial training, a better understanding of the company culture, and more opportunities to ask meaningful questions.

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

They nurture a strong, cohesive culture and develop a high - performance organization to support deal teams and develop new talent.

While researching the entries, Inc. and Quantum saw distinct themes develop including «Strong company cultures breed stunning individual and team performance» and «When employees feel valued by their organization, they are far more likely to be engaged.»

Our culture, our processes, our leaders, and our teams have become wiser, stronger, and more mature because of it.

However, it seemed better to have strong teams from a few cultures instead.

«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.»

«We believe that our success is the direct result of our incredibly strong people culture, which is rooted in having teams of all top performers, and developing them to be the leaders we will need to accommodate our growth,» said Monty Moran, co-chief executive officer at Chipotle.

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...

Successful applicant should be experienced in creating storytelling - driven content and experiences, be used to leading a team, have a strong understanding of the culture that Highsnobiety represents, and a desire to help take our client offerings and branded business to the next level.

Because Olark is an international company, with over 40 team members spanning the globe from the U.S. to Brazil, a strong company culture is important to keep everyone motivated and satisfied.

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.

New and more established teams will have a chance to assess their own collaborative habits, learn from other educators, discover more powerful collaborative strategies, and practice a step - by - step process for implementing teacher rounds as a strategy for building a stronger professional culture.

According to Becky Smerdon and Kathryn Borman, who led the Gates - sponsored research team that evaluated the initiative, by the late 1990s some consensus had emerged among reformers about what made schools successful: «a shared vision focused on student learning, common strategies for engendering that learning, a culture of professional collaboration and collective responsibility, high - quality curriculum, systematic monitoring of student learning, strong instructional leadership (usually from the principal), and adequate resources.»

And the most successful football teams tend to be those with steady leadership and strong cultures — eschewing the temptation to chase the latest fad in locker - room recreation.

As the biology MCL, Burns helped change the work culture, creating strong relationships on the biology teaching team, a «true sense of shared ownership for our students» successes,» and «an open system of feedback and dialogue.»

The commitment to a positive, supportive culture is so strong that a team of teachers from the Oak Street School is pursuing a Graduate Certificate in School Climate and Social and Emotional Learning at William James College.

Brinn and LePage report that academy participants have used what they learned to have difficult conversations with other adults, approach problems with students as technical or adaptive, create a strong and sustainable team culture as teacher - leaders, and use collaborative problem - solving with students and other adults.

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

Team teachers report positive experiences from the support they receive from their multi-classroom leaders — support that should be extended to all aspiring teachers in the U.S. Opportunity Culture schools with principals who lead strong, schoolwide teams of multi-classroom leaders in core subjects have shown the largest, fastest gains schoolwide in the first years of the Opportunity Culture initiative.

New schools allow strong principals the best chance of creating a great school quickly: they can hire the right team of teachers, build an uncompromising culture of excellence for students, staff and parents, and fully implement best practices from day one.

● 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

Our coaches work intensively with school leaders to help them set and meet goals, build strong leadership teams, and influence the culture of their school, all in the service of students and student learning.

In Playmakers: How Great Principals Build and Lead Great Teams of Teachers, we identify the concrete practices that set exemplary principals apart from their peers, exploring how they assemble the strongest - possible staff and foster a culture where teachers — and their students — are supported to success.

By establishing a strong behavioral management program that promotes joy in learning and creates a team - based atmosphere, we have built a culture in which students internalize the value of education and the importance of good character.

You've got a strong leadership team and a school or district full of teachers committed to supporting a positive school culture.

TNTP trains and coaches school leaders to create a shared vision of instructional excellence in their schools, to effectively manage their instructional teams, and to foster strong instructional culture in their buildings.

It also offers a tool for diagnosing a school's teaming culture, guiding principals and their leadership teams to consider how existing school practices might affect the staff's ability to maintain strong teams.

Create strong data leadership, build effective data coaches and highly - engaged, collaborative data teams, maximize use of district and school resources, and create a culture of data - informed instruction.

It also supports a robust referral network through the development of a strong team - driven culture based on standards and protocols.

Dr. Trautwein, Shawn and Pathway's talented leadership team have positioned the Company as an industry leader with a strong culture and dedication to patient care.»

We believe we have a good relationship with our team members and that our company culture is a key competitive advantage and a strong contributor to our success.

By utilizing strong, well established industry contacts and in co-operation with the Indonesian Ministry of Culture and Tourism, the team working on The Island Key has formulated a revolutionary one - stop solution for tourist visitors wishing to get the most out of their travel experience in Indonesia.

A new culture of work is One where unlocking the power of the team has never been more I see it with our team People coming together, creating Making products stronger through collaboration, whether they're in the same room or... Read more

EA Labels head honcho Frank Gibeau has said that one of EA strategies going forward will be to reinforce the idea that you don't need to throw money and bodies at a project to make it successful, rather that the best games tend to have, as Gibeau puts it, «small teams with strong cultures».

In the end, Tabata and his team made the decision to allow players full freedom to use and create mods, saying, «what's stronger in my mind is the fact that I don't want to limit people too much - this is part of the culture of gaming these days.

Ynnis Interactive: A new indie video game publishing company with a team of five and active in production and distribution of indie games with strong «Japanese culture» or «trans - media» components.

We share a strong commitment to outstanding client service and believe in working together as a team within a firm culture grounded in mutual understanding and respect.

This begins with creating a culture of respect for differences of all kinds that should start at the very top of the organization with a strong commitment from the senior leadership team, and should include proactive training on respect, discrimination, harassment and workplace violence at all levels of the organization.

«Two keys elements of good governance and a strong corporate culture are the visibility of the leadership team and a strong employee understanding of what that company stands for and is aiming to achieve,» said Alister Esam, CEO, eShare.