Sentences with phrase «success by doing»

Any wannabe can be a success by doing!

As such, our team members are committed to achieving success by doing things right.

Give yourself the best possible chance of success by doing your research, preparing your responses, practicing aloud, and thinking thoughtfully about your values, goals, and skill set.

Develops success by doing persistent research on all new Internet technologies, constantly comparing information found on social media to the source -LSB-...] Continue Reading →

If you don't like the answers to these questions, take the first step towards improving your chances of job search success by doing one thing to build your online reputation today.

Our assistant store managers drive business success by doing the right thing for partners (employees), customers and communities...

Also, if we can admit that our dogs aren't 100 percent in love with kids all the time, then we can help set our dogs up for success by doing the things that we've talked about, such as active adult supervision and judicious use of gates and crates.»

Boost your odds of success by doing research and organizing your personal finances.

As a writer, you can most definitely conduct all of your own book publicity, and you can even experience phenomenal success by doing it.

A: This model is designed to help with overall school and student success by doing home visits at scale, rather than one or two designated visitors on staff.

Celebrate group success by doing such things as making an announcement on the intercom regarding which classroom made the greatest gains from the prior US.

And more and more local People have success by doing so.

«I'm not just focused on getting kids to watch our shows or go to our websites; I want to make sure that they're learning and increasing their chances for success by doing so.»

Administrators owe it to their staffs to set them up for success by doing the same.»

Although it will be incredibly difficult to ever match his contributions on the pitch, it's vitally important for a former club legend, like Henry, to publicly address his concerns regarding the direction of this club... regardless of those who still feel that Henry has some sort of agenda due to the backlash he received following earlier comments he made on air regarding Arsenal, he has an intimate understanding of the game, he knows the fans are being hosed and he feels some sense of obligation, both professionally and personally, to tell it like he sees it... much like I've continually expressed over the last couple months, this team isn't evolving under this current ownership / management team... instead we are currently experiencing a «stagnant» phase in our club's storied history... a fact that can't be hidden by simply changing the formation or bringing in one or two individuals... this team needs fundamental change in the way it conducts business both on and off the pitch or it will continue to slowly devolve into a second tier club... regardless of the euphoria surrounding our escape act on Friday evening, as it stands, this club is more likely to be fighting for a Europa League spot for the foreseeable future than a top 4 finish... we can't hope for the failures of others to secure our place in the top 4, we need to be the manufacturers of our own success by doing whatever is necessary to evolve as an organization... if Wenger, Gazidis and Kroenke can't take the necessary steps following the debacle they manufactured last season, their removal is imperative for our future success... unfortunately, I strongly believe that either they don't know how to proceed in the present economic climate or they are unwilling to do whatever it takes to turn this ship around... just look at the current state of our squad, none of our world class players are under contract beyond this season, we have a ridiculous wage bill considering the results, we can't sell our deadwood because we've mismanaged our personnel decisions and contractual obligations, we haven't properly cultivated our younger talent and we might have become one of the worst clubs ever when it comes to way we handle our transfer business, which under Dein was one of our greatest assets... it's time to get things right!!!

We have a much higher chance of success by doing that.»

Additionally, it's important to remember that feedback includes positive recognition as well: Some organizations recognize individual staff members» successes by doing things like giving shoutouts during staff meetings.

Not exact matches

Important factors that could cause actual results to differ materially from those reflected in such forward - looking statements and that should be considered in evaluating our outlook include, but are not limited to, the following: 1) our ability to continue to grow our business and execute our growth strategy, including the timing, execution, and profitability of new and maturing programs; 2) our ability to perform our obligations under our new and maturing commercial, business aircraft, and military development programs, and the related recurring production; 3) our ability to accurately estimate and manage performance, cost, and revenue under our contracts, including our ability to achieve certain cost reductions with respect to the B787 program; 4) margin pressures and the potential for additional forward losses on new and maturing programs; 5) our ability to accommodate, and the cost of accommodating, announced increases in the build rates of certain aircraft; 6) the effect on aircraft demand and build rates of changing customer preferences for business aircraft, including the effect of global economic conditions on the business aircraft market and expanding conflicts or political unrest in the Middle East or Asia; 7) customer cancellations or deferrals as a result of global economic uncertainty or otherwise; 8) the effect of economic conditions in the industries and markets in which we operate in the U.S. and globally and any changes therein, including fluctuations in foreign currency exchange rates; 9) the success and timely execution of key milestones such as the receipt of necessary regulatory approvals, including our ability to obtain in a timely fashion any required regulatory or other third party approvals for the consummation of our announced acquisition of Asco, and customer adherence to their announced schedules; 10) our ability to successfully negotiate, or re-negotiate, future pricing under our supply agreements with Boeing and our other customers; 11) our ability to enter into profitable supply arrangements with additional customers; 12) the ability of all parties to satisfy their performance requirements under existing supply contracts with our two major customers, Boeing and Airbus, and other customers, and the risk of nonpayment by such customers; 13) any adverse impact on Boeing's and Airbus» production of aircraft resulting from cancellations, deferrals, or reduced orders by their customers or from labor disputes, domestic or international hostilities, or acts of terrorism; 14) any adverse impact on the demand for air travel or our operations from the outbreak of diseases or epidemic or pandemic outbreaks; 15) our ability to avoid or recover from cyber-based or other security attacks, information technology failures, or other disruptions; 16) returns on pension plan assets and the impact of future discount rate changes on pension obligations; 17) our ability to borrow additional funds or refinance debt, including our ability to obtain the debt to finance the purchase price for our announced acquisition of Asco on favorable terms or at all; 18) competition from commercial aerospace original equipment manufacturers and other aerostructures suppliers; 19) the effect of governmental laws, such as U.S. export control laws and U.S. and foreign anti-bribery laws such as the Foreign Corrupt Practices Act and the United Kingdom Bribery Act, and environmental laws and agency regulations, both in the U.S. and abroad; 20) the effect of changes in tax law, such as the effect of The Tax Cuts and Jobs Act (the «TCJA») that was enacted on December 22, 2017, and changes to the interpretations of or guidance related thereto, and the Company's ability to accurately calculate and estimate the effect of such changes; 21) any reduction in our credit ratings; 22) our dependence on our suppliers, as well as the cost and availability of raw materials and purchased components; 23) our ability to recruit and retain a critical mass of highly - skilled employees and our relationships with the unions representing many of our employees; 24) spending by the U.S. and other governments on defense; 25) the possibility that our cash flows and our credit facility may not be adequate for our additional capital needs or for payment of interest on, and principal of, our indebtedness; 26) our exposure under our revolving credit facility to higher interest payments should interest rates increase substantially; 27) the effectiveness of any interest rate hedging programs; 28) the effectiveness of our internal control over financial reporting; 29) the outcome or impact of ongoing or future litigation, claims, and regulatory actions; 30) exposure to potential product liability and warranty claims; 31) our ability to effectively assess, manage and integrate acquisitions that we pursue, including our ability to successfully integrate the Asco business and generate synergies and other cost savings; 32) our ability to consummate our announced acquisition of Asco in a timely matter while avoiding any unexpected costs, charges, expenses, adverse changes to business relationships and other business disruptions for ourselves and Asco as a result of the acquisition; 33) our ability to continue selling certain receivables through our supplier financing program; 34) the risks of doing business internationally, including fluctuations in foreign current exchange rates, impositions of tariffs or embargoes, compliance with foreign laws, and domestic and foreign government policies; and 35) our ability to complete the proposed accelerated stock repurchase plan, among other things.

He did it in his recent Tesla master plan, referring to the low chance of success he knew he had when starting Tesla by citing the fact that Ford is the only U.S. car company to have avoided bankruptcy — knowledge he didn't have when he launched Tesla in 2003, six years before GM and Chrysler filed for Chapter 11 bankruptcy.

«Really the success of that product isn't how many people buy it, in our mind, but how many people don't buy it and choose another product,» he said, after the company reported better - than - expected profits for a quarter plagued by deadly hurricanes.

That doesn't mean you can't keep your pedal pushed firmly to the metal as you drive full - throttle towards success... but it does mean you may want to change how you approach achieving all of your goals, even if just by tiny degrees.

Experts have mixed opinions on whether or not you should check your emails first thing in the morning, but Moore says he's found success by checking his messages only after he's finished a task on his to - do list.

Business success doesn't just happen by accident.

What does this have to do with the topic of the book — which is finding success, by the way?

I have overcome it by being lucky enough to find a few good people who believe in me to the point where they will do anything to ensure the company's success.

Before you take the leap, seriously think over these major do's and don'ts, backed by real examples of rebranding successes and nightmares.

But here's a different perspective from a site called IPO Candy: Don't evaluate the success of Cloudera's IPO based on its last round of funding in 2014, because that round, led by Intel, wasn't made for financial reasons.

To our delight, customers have been doing that to a huge degree, and it's been a big part of our success» — but no amount of tagging by users allows GoPro to get involved in the business of user - generated videos on YouTube.

Regardless of success or failure, Ryan is living his own truth by having the courage to do something bold, to step outside his own comfort zone - he has purchased his own regret insurance.

By defining our Living Dream, tackling challenges such as our fears of money, seeking balance, loving our families, learning the fundamentals of building and growing a business, and finally accepting the challenge to do whatever it takes to create the life you want — you too, can find success.

The company has found success by paying as careful attention to its customers as it does its employees.

Always do more with less, because for a bootstrapped company, success is defined by profitability.

Though Warner Bros. is overjoyed by the box - office success and acclaim of its latest DC Comics Extended Universe release, according to reports, it didn't sign on the movie's director, Patty Jenkins, for a sequel.

Simply innovating doesn't guarantee success, but you'll learn far more from the risks you take than by maintaining the status quo.

The book posits that companies get ruined by their own success, staying committed to a product even after technology (and customers) move on, like Blockbuster did with physical movie rentals.

Now, I am firmly in a place of courage with my courage compass being set and maintained by a series of activities I do to remind me of the impact I can have, my connection to the emotional outcomes of success and my ability to move beyond my current definition of self when called upon.

Meanwhile, Apple's head of content, Larry Jackson, happily gloated to the Journal, by saying that Drake's success on the streaming service was the result of him consistently promoting the album to both his and Apple's large audience, suggesting Apple believes other artists should do the same instead of making deals with Tidal or Spotify.

«I don't see a positive path to large - scale growth for Apple aside from the App Store, and that success was partly created by China's government decapitating their competitor,» says Lyons.

Cirque du Soleil became a global success by transforming audience's expectations of what a circus could be.

What happens if your company has played by the rules, found some success, and still doesn't last?

Being a visual - driven platform is one of the key ingredients in its success, and you too can be a part of this success by earning money out of it just like how professionals do.

They do not want to be dictated to by the younger generation, who in turn are also very respectful and submissive given the success of their predecessor.

Although pundits have been quick to brush aside the idea that we are witnessing a Netscape Moment, LinkedIn's success, even slightly tarnished by a drop in its stock price over the past couple of weeks, does seem to be factoring in Pandora's bullish pricing strategy.

And I always walk away inspired by their level of achievement and, more importantly, because their success is always the result of hard work, focus, persistence, and consistently doing the simple things well, time after time after time.

They intuitively know — in my view — that you don't have to reinvent the wheel every time your company launches a new initiative, and that you can learn from other companies» efforts, successes and mistakes by mining the treasure trove of knowledge that is the Internet.

A big part of what's driving Opdivo's success is an early decision by BMS to chase a much wider share of the cancer patient population — a decision that has meant that doctors don't have to administer a time - consuming diagnostic test to check if patients have a protein called PD - L1 before prescribing Opdivo in certain cancers.

I was surrounded by a bunch of classmates who were guaranteed success, because no matter what they did, they had generations of wealth and connections to rely on.

The undaunted Redmond, Wash. - based software giant was fixated on translating its success in PC games to the living room, and it did so by not being afraid to innovate and disrupt.

Say «we» when you do something well — because your success is always built by and based on the efforts of your employees.

«The empowered office was a great success — people got 30 percent more done there than in the lean office, and about 15 percent more than in the enriched office [the one decorated by the researchers with plants, etc.],» writes Harford.