Sentences with phrase «where people do work»

Not exact matches

These are leaders who, as I wrote in my book Great CEOs Are Lazy, prioritize wearing the «Coach's Hat»: their entire goal is to build a safe and accepting environment where people are encouraged to do their best work.

The most important elements of the process don't have anything to do with how the coffee machine works or where to sign up for the spin class; they have everything to do with the company's culture, which is the hardest thing for a new person to absorb and the hardest thing for any business to put into words.

If you're a really close - knit company where people love working for you, and then you sell it to a company that doesn't have the same culture, I feel that you're letting people down.

Where the company doesn't stand for the beliefs of all 8,000 people that work at Ally.

You'd think that even in these crazy times of radical change most people would have learned to stick with what has worked for them — at least until it doesn't work any longer — and also to hang on to the advisors, the tools and the techniques that got them to where they are.

He created Starbucks «to build a company my father would be proud to work at,» adding, «My inspiration comes from seeing my father broken from the 30 terrible blue - collar jobs he had over his life, where an uneducated person just did not have a shot.»

The best managers «go out of their way to help people do work they enjoy — even if it means rotating them out of roles where they're excelling,» insists the HBR article.

When you have a supportive network behind you, there will be people to motivate you on days where you don't want to work along with people to compensate for your weaknesses.

«We have documented cases where farmers have lost entire crops, because they simply could not find the people to do the work,» said Rodger.

There are business and policy considerations that come from having a country where more people don't work than do.

Where did the person go to school or work previously?

When a lot of people look at my work, for some reason they forget that we didn't just train people for jobs we imagined, we looked around for where the existing jobs already were, and trained them accordingly.

Where do «important» people work?

«If you say thank you all the time, even when people do mediocre work, you won't build an environment where people handle criticism better,» says Maurer.

On the other hand, he allowed, Reyes Holdings does employ 17,000 people, and he added, «I like to think that in every market where we compete, we're the best place to work.»

Occasionally have projects where you assemble teams based on which people typically don't collaborate, and arrange your office's common spaces with seating areas that encourage people to chat, bounce ideas off each other, and sit and work together.

You might not have a personal website or blog, but at least try to fill the Twitter bio field with something that people can click on to learn more about what you do and where you work, including anything discussed in your bio.

«We tend to have a culture where... people don't generally speak up,» said Jason Tan, a former Singapore Airlines flight attendant who works as a consultant training cabin crews in Asia and the Middle East.

CEO Rich Sheridan, who wrote Joy, Inc.: How We Built a Workplace People Love, created a shared work process where all the programming is done by tandems who share an open work space.

And you probably don't want to be so encouraging that people stay home every time they have a sore throat or stub their big toes, but you need to create a work environment where it's okay to stay home when you are sick.

We have an initiative called Customer Day, where, basically, everyone who does not work on the Customer Support team, once every two quarters, will spend a day working as a Customer Support person.

«The world has opened up to the idea that if you can put a good team together, it doesn't really matter whether they're on staff or where they work,» he says, adding: «What I realized is there are so many people out there who don't want a full - time job.»

ON THE VALUE OF SURROUNDING ONESELF WITH TALENTED PEOPLE If you're in an environment where you're not learning as much as you think you should be, if you don't have the people around you who you think are going to inspire you to do the best work that you can, then think about changing somePEOPLE If you're in an environment where you're not learning as much as you think you should be, if you don't have the people around you who you think are going to inspire you to do the best work that you can, then think about changing somepeople around you who you think are going to inspire you to do the best work that you can, then think about changing something.

«We had a range of criteria that included being an attractive place to live and work where we could retain and attract skilled people, as well as having a competitive cost of doing business,» Truter says.

Any person close to us will say we have had no shortage of miracles and most startups that really make it far have similar stories; years where founders did contract work, or full teams were let go.

Brent Smart, CEO of Saatchi & Saatchi NY, hosts monthly «Family Dinners,» where he gathers people from different departments, junior and senior, new and old, creating a new mix of people who don't normally work on the same teams.

Although you may work at «a software company where people are coding and they're in hoodies and sweats,» that doesn't mean you «always have to look like the sloppiest person in the world.»

The answer will tell you if the person is looking for comfort with a culture or a particular work style, or really searching for a place where he can put his passion to work doing a particular kind of job.

«Workplace flexibility helps businesses succeed and employees thrive by giving people an integral role in deciding how, when and where they do their best work.»

PN: There was some defensiveness when it was announced that you guys were doing Splinter Cell, where people were saying, «This doesn't mean Montreal is no longer working on Splinter Cell.»

Still, it's easy to understand how these seemingly innocent workplace relationships continue to develop, especially in a working world where people spend, on average, about 45 minutes longer at the office daily than they did 25 years ago.

Telework, which allows people to do their jobs remotely, is still a new concept in Japan where corporate culture still emphasizes fixed working hours at an office.

Processes — Show your audience how your company works; go through the steps of what your company does so people know where their money is going.

They do not trust that hard work will get them where they want to be, or believe that the best way through life is to graduate, get a career, marry, buy a car and house, and have kids, although they know a few people who have done this.

If you really don't ever need to meet with people face - to - face or have any video conferences in your line of work, pick one up anyway and make it a goal this year to meet with former bosses and colleagues to keep your ear to the ground for new opportunities, or check out local networking opportunities where your new suit might come in use, too.

We are excited to receive this award, and others like it, as it's based on anonymous employee feedback and is a direct result of the ongoing efforts to create an environment where people can do their best work.

[16:00] Pain + reflection = progress [16:30] Creating a meritocracy to draw the best out of everybody [18:30] How to raise your probability of being right [18:50] Why we are conditioned to need to be right [19:30] The neuroscience factor [19:50] The habitual and environmental factor [20:20] How to get to the other side [21:20] Great collective decision - making [21:50] The 5 things you need to be successful [21:55] Create audacious goals [22:15] Why you need problems [22:25] Diagnose the problems to determine the root causes [22:50] Determine the design for what you will do about the root causes [23:00] Decide to work with people who are strong where you are weak [23:15] Push through to results [23:20] The loop of success [24:15] Ray's new instinctual approach to failure [24:40] Tony's ritual after every event [25:30] The review that changed Ray's outlook on leadership [27:30] Creating new policies based on fairness and truth [28:00] What people are missing about Ray's culture [29:30] Creating meaningful work and meaningful relationships [30:15] The importance of radical honesty [30:50] Thoughtful disagreement [32:10] Why it was the relationships that changed Ray's life [33:10] Ray's biggest weakness and how he overcame it [34:30] The jungle metaphor [36:00] The dot collector — deciding what to listen to [40:15] The wanting of meritocratic decision - making [41:40] How to see bubbles and busts [42:40] Productivity [43:00] Where we are in the cycle [43:40] What the Fed will do [44:05] We are late in the long - term debt cycle [44:30] Long - term debt is going to be squeezing us [45:00] We have 2 economies [45:30] This year is very similar to 1937 [46:10] The top tenth of the top 1 % of wealth = bottom 90 % combined [46:25] How this creates populism [47:00] The economy for the bottom 60 % isn't growing [48:20] If you look at averages, the country is in a bind [49:10] What are the overarching principles that bind us togewhere you are weak [23:15] Push through to results [23:20] The loop of success [24:15] Ray's new instinctual approach to failure [24:40] Tony's ritual after every event [25:30] The review that changed Ray's outlook on leadership [27:30] Creating new policies based on fairness and truth [28:00] What people are missing about Ray's culture [29:30] Creating meaningful work and meaningful relationships [30:15] The importance of radical honesty [30:50] Thoughtful disagreement [32:10] Why it was the relationships that changed Ray's life [33:10] Ray's biggest weakness and how he overcame it [34:30] The jungle metaphor [36:00] The dot collector — deciding what to listen to [40:15] The wanting of meritocratic decision - making [41:40] How to see bubbles and busts [42:40] Productivity [43:00] Where we are in the cycle [43:40] What the Fed will do [44:05] We are late in the long - term debt cycle [44:30] Long - term debt is going to be squeezing us [45:00] We have 2 economies [45:30] This year is very similar to 1937 [46:10] The top tenth of the top 1 % of wealth = bottom 90 % combined [46:25] How this creates populism [47:00] The economy for the bottom 60 % isn't growing [48:20] If you look at averages, the country is in a bind [49:10] What are the overarching principles that bind us togeWhere we are in the cycle [43:40] What the Fed will do [44:05] We are late in the long - term debt cycle [44:30] Long - term debt is going to be squeezing us [45:00] We have 2 economies [45:30] This year is very similar to 1937 [46:10] The top tenth of the top 1 % of wealth = bottom 90 % combined [46:25] How this creates populism [47:00] The economy for the bottom 60 % isn't growing [48:20] If you look at averages, the country is in a bind [49:10] What are the overarching principles that bind us together?

One of the things I've done in my work is kind of show the hypocrisy of progressive people who say they believe in inequality, but when it comes to their individual choices about where they're going to live and where they're going to send their children, they make very different decisions, and I just didn't want to do that.

This is where you'll really get the first - hand information straight from the horse's mouth... people who are living the good life abroad right now tell you in their own words how they did it, what worked for them, and just as importantly, what to avoid in your own adventure abroad.

These are all the kinds of things that HR managers and talent developers obsess over, and also the sorts of questions people ask themselves when they're deciding between job offers: Should I work at Company A, where I'd have better benefits but a worse commute, or Company B, which does important work but doesn't pay very well?

These technological innovations are an opportunity to do that but an opportunity that comes with a side that needs to be carefully managed by policy - makers, by government like you, where you need to think about the transition period of the people that are working and that are displaced and how you manage that.

Organizations where people enjoy working and customers enjoy doing business.

Fostering an inclusive, non-hostile work environment where people don't get sexually harassed is very important.

People working in a technology business often do not fully realize how much harder life for a business is outside the markets where they operate.

Companies that treat people exceptionally well, and create environments where people can do their best work of their lives — and have great lives at the same time.

«In Florida, we've seen over the years numerous situations where there's a preference for younger workers over older workers, whether it's just for show, or they don't think older people can do the work because they don't think they can keep up,» said Robert Weisberg, an attorney in the EEOC's Miami office.

Robin Zhu, chief operating officer at Huobi, is quoted as saying in January 2017: «The regulator wanted to grab a big picture of how significant cryptocurrency trading was in China — how does bitcoin work; where does the money come from; where does it go to; how do people make and lose money?»

Colgate (CL) will still sell plenty of toothpaste, Procter & Gamble (PG) will still sell plenty of detergent, most of the companies that service where you work will continue to do so, most people will keep their cellphones, you will have a bank account somewhere and so on.

If you are like many people who invest in rental properties, you likely only do so in the market area in which you live or only in market areas that are relatively close to where you live and work.

Those reports don't let people know if there are particularly hard - hit areas — say, where half of homes are still without internet or a working home phone.