Sentences with phrase «time looking them over»

Chesky, who recently talked to Fortune about his leadership strategy, agrees, saying «It's very important that I spend my time looking over the horizon... A lot of the things I've been doing, maybe Belinda is a lot better at them than I am.»

The sun as a symbol means a lot to me and now every time I look over my shoulder, there it is sitting there.

Each time I looked over the grass I wondered what would happen if the herd began moving toward us.

A little time looking over review sites like this one can really pay off when you find yourself on the best over 50 singles dating site available.

The most successful people spent time looking over numerous sites.

If that's their philosophy, they should at least spend some time looking over Maserati brochures.

Only now, in 1989, when he is days from retirement and spends more time looking over his shoulder than ahead, does he realize that what he did may get him — and others — killed.

Recruiters scope out potential candidates for openings but they don't spend a lot of time looking over your qualifications.

Some of your life situations or your properties may have changed since the last time you looked over your insurance policies.

Therefore, I ask that the reader spend some time looking over the graphs in order to see what each reveals about the company and the sector.

«The next time I looked over, there was no sign of Zoe.

Spend a little time looking over the two photos and see if you can identify the emotional state of the dog.

Remember to take time looking over each dog carefully as it arrives, and offer products or services that the pet or owner will benefit from.

I cringed every time I looked over my shoulder, I broke out in a cold sweat two or three times, I felt just as unhinged as the protagonist, dreaded approaching every flickering light, and I loved every minute of it.

For a video - game character so obsessed with travelling blindly forwards, Sonic the Hedgehog sure spends a lot of time looking over his shoulder.

As such, it's the best idea to spend some time looking over options for renters insurance before you purchase an Edina policy.

It's a smart idea to spend a little time looking over at least several of your options before choosing one of them.

Before you select an MI policy, you'll need to spend time looking over the prices and options available to you.

It's probably a good idea to spend some time looking over your Carol Stream home and making a list of what items you have and want to get coverage for.

Employers may be taking more time looking over individual resumes.

Hiring managers can be lazy or inattentive, so repeating keywords can help you convey important information that they may have missed the first time looking over the resume.

One that's too long will bore recruiters — they don't want to spend their time looking over a five - page CV when there's lots of perfectly adequate two - page ones that probably also contain skilled candidates.

Recruiters spend very little time looking over each resume that comes their way, so the document should be concise and to the point.

Hiring managers might not spend much time looking over resumes, but having a resume that stands will increase your chances of securing an interview.

The top third of your resume is probably the portion a hiring manager will spend the most time looking over.

What might be some things rookie investors might accidentally «miss» their first time looking over a deal?

I have spent quite some time looking over this wonderful site I just found this morning.

Not exact matches

He wanted to take a look at how Americans» standards for the ideal male body have changed over time as well, so he started collecting photos that depicted that body from the 1870s to today.

While the goals sometimes change or evolve over time, looking back, it is humbling to see what has been accomplished, and also exciting to remind myself of where the future is heading.»

Make sure that it's not inflated, and that you can look at it over time.

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.

When you look at processes, people tend to add elements over time, which makes things complicated and convoluted.

Rather than thinking of delegation as a binary issue -; either you delegate or you don't -; consider what it might look like on a sliding scale where a leader might delegate more responsibility over time as he or she begins to trust the level of competency of their direct report.

«But what happens over time is that your brain starts looking for reasons for your scores and comparing things that add to or detract from your happiness.

I've been looking forward to introducing you to my dear friend Dale Partridge for a long time, and the wait is over in Episode 172.

In me, because he expected me to get over it but I saw the betrayal every time I looked at him.

We're looking to build the best ecosystem for our fans that we can and we hope that by doing that it will thrive and grow, and over time we'll have a chance to be as big as some of the major sports that exist today.

Look back over time, though, and you'll see many instances where the best choice was almost binary — the worst - performing asset class or sector in one year does the best (or close to it) the next.

In the struggle for a startup to succeed, when no one has time to look over their shoulder to make sure that someone's got their back, an ounce of loyalty is worth a pound of cleverness.

I have over 1,000 Facebook friends, so most of the time, I don't really care about looking through my feed.

No one can afford to stand still and the best companies spend a lot of time and energy looking over the horizon.

Because observational studies look at groups of people and their behavior over time, it's hard to say for sure that other conflicting factors aren't influencing the outcomes they examine.

The combination of the poor leadership style and the stresses and strains of the bonus evaluations produced a level of insecurity and discomfort that had people looking over their shoulders all the time.

That leaves me time to look over the status report from my Jarvis (the Marvel - inspired on - demand manager that manages the myriad household on - demand services I am signed up for).

It works by examining how much time subjects spend looking at certain «novel» images within a series of images over a period of four and a half minutes.

Two, the difference between earning 3.2 % per year and 10.2 % per year over 20 years might look small, but it adds up to an enormous disparity over time.

But since stock prices tend to drift upward over time, this can lead to what looks in retrospect like a boneheaded move.

«We looked at a number of alternatives, but the strategy we settled on was the one that adds the most significant amount of shareholder value over time.

Surely in these conservative times, as we look over our shoulders toward the Dark Ages and fear the societal train is about to hurtle toward them in reverse, this would cause controversy.

But before you invest time in that, look over your results, and do the math.