Sentences with phrase «with organization leaders»

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Ambitious who creates strategic alliances with organization leaders to effectively align with and support key business initiatives.

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Summary Ambitious entrepreneur who creates strategic alliances with organization leaders to effectiv...

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Executive Profile Ambitious Leader who creates strategic alliances with organization leaders to effe...

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Create Resume Wyatt Berry 100 Main Street, Cityplace, CA, 91019 Home: [phone] Cell: [phone] [email protected] Executive Profile Ambitious [SSM Senior Store Manager] who creates strategic alliances with organization leaders to effectively align with and support key business initiatives.

Highly motivated individual driven to create strategic alliances with organization leaders to effectively align with and support key business initiatives.

Summary: IT Financial and Procurement professional who creates strategic alliances with organization leaders to effectively alig...

Ambitious Director of Information Technologies who creates strategic alliances with organization leaders to effectively align with and support key business initiatives.

As a Change Management and OD consultant, it's an honor to stand with organization leaders whose articulated commitment to women and girls» health is so well aligned with what they actually do.

Not exact matches

Jason Bloomberg, an analyst at Intellyx, recently reported that business leaders «can be even more successful with their digital transformations if they do away with hand - coding altogether, adopting Low - Code / No - Code across their organizations instead.»

While there are some organizations that are championing women in the right way and some sectors are taking the current «moment» more seriously than others, Leader - Chivée isn't comfortable with society resting on its laurels.

As a business leader, I build cybersecurity awareness into the DNA of our organization with daily personal habits that help to set the example.

Having a purpose - driven organization really helps to accelerate change - and to make that change be embraced — provided you can connect that purpose with what you want to do as a leader.

Topics included: early reporting on inaccuracies in the articles of The New York Times's Judith Miller that built support for the invasion of Iraq; the media campaign to destroy UN chief Kofi Annan and undermine confidence in multilateral solutions; revelations by George Bush's biographer that as far back as 1999 then - presidential candidate Bush already spoke of wanting to invade Iraq; the real reason Bush was grounded during his National Guard days — as recounted by the widow of the pilot who replaced him; an article published throughout the world that highlighted the West's lack of resolve to seriously pursue the genocidal fugitive Bosnian Serb leader Radovan Karadzic, responsible for the largest number of European civilian deaths since World War II; several investigations of allegations by former members concerning the practices of Scientology; corruption in the leadership of the nation's largest police union; a well - connected humanitarian relief organization operating as a cover for unauthorized US covert intervention abroad; detailed evidence that a powerful congressional critic of Bill Clinton and Al Gore for financial irregularities and personal improprieties had his own track record of far more serious transgressions; a look at the practices and values of top Democratic operative and the clients they represent when out of power in Washington; the murky international interests that fueled both George W. Bush's and Hillary Clinton's presidential campaigns; the efficacy of various proposed solutions to the failed war on drugs; the poor - quality televised news program for teens (with lots of advertising) that has quietly seeped into many of America's public schools; an early exploration of deceptive practices by the credit card industry; a study of ecosystem destruction in Irian Jaya, one of the world's last substantial rain forests.

But they are a way for leaders to hone in on what really matters — with hope that their organization can get on the right track.

As a leader I encourage you to share your affirmation with your organization.

The best - kept secret of successful leaders is love: staying in love with leading, with the people who do the work, with what their organizations produce, and with those who honor the organization by using its work.»

However in many organizations that I work with, they say it's great that the new leaders get training and development in order to be effective — but the more veteran leaders do not get training and development whatsoever.

The organizations that do the best job of encouraging a culture of mastery are the ones with leaders humble enough to admit they don't know everything and constantly pursue growth — the ones who openly discuss the books they're reading, the classes they're taking and the areas in which they seek to better themselves.

It starts with one, two, maybe three individuals, then propagates through the organization, and is reinforced by those founders or leaders as the company scales over time.

When a leader is faced with an obstacle, it is the culture of the team that pushes the organization through the tough times.

For leaders of large organizations, it can be difficult to devote time to getting to know each employee and establish strong relationships with those outside of your immediate team.

Those stuck in any kind of silo risk missing opportunities, not only for growth, but also for quickly raising funds in times of emergency, finding the product idea that will turn your company around or hiring a leader with a different perspective who can pull your organization out of the mud.

For company leaders who aren't afraid to take a public stance, the survey shows that 51 percent of millennials said they are more likely to buy from a company whose CEO spoke out an issue they agree with, and 44 percent of full - time millennial employees said they would be more loyal to their organization if their CEO took a public position on an issue.

I desperately wanted to find out what it was that made an organization innovative because so much of the buzz around innovation seems to simply anoint certain companies with the vision and charisma of an innovative leader or culture.

In any organization, knowledge is power, and great leaders ensure that every employee, from the very top to the very bottom of the org chart, is provided with complete and up - to - date information about the organization's goals, performance, successes and failures.

Embracing the collaboration technology to share your thoughts and ideas increases your exposure and can make you a leader within your organization, which can provide you with lots of opportunities.

The book's purpose is twofold: to explain how notions of leadership have changed in recent decades (with flat organizations, a more democratic world and individual - empowering technology, leaders — surprise — are not as powerful as they used to be), and to expose the faults — and propose some fixes — for her own industry.

Most good leaders often are adept at leading teams and organizations with intense, persuasive and empathetic communication and oratory skills.

People who study organizations these days are making a key distinction between «leaders» and «managers» — the former being those who interact primarily with high - level executive managers, the latter being those who concern themselves with front - line operations like sales or supply chain management.

Losi, executive vice president at the accountant firm Piascik, works with a number of business leaders who have built sizeable organizations, and have the opportunity to run their company through telecommuting.

This often takes some sort of live meeting in which leaders can talk with other leaders about the direction and strategy of the organization and revise their mental models of how they'll need to show up every day and model the culture of the future.

In this dynamic and energizing keynote drawing from his experiences in sport, business and philanthropy, Clemons will talk with unabashed passion about teamwork, about the potential in each of us to achieve anything we set our minds to, and about how putting your heart, fully, into everything you do can make you a better leader — and your organization exponentially more successful.

In fact, a July 2015 CareerBuilder survey of 88 leaders at companies with revenue of at least $ 50 million found that 65 percent of CEOs thought that HR opinions at their organizations carried increasingly more weight with senior management.

This is especially true when shareholder faith rests more with a charismatic leader's vision than with the strength of the organization itself.

Start with creating a vision for yourself — the best leader you can be — and then extend that vision to your organization and your people.

In my work with leaders and groups, I've found three «ways of being» that are necessary for achieving peak performance in an organization, and I see examples of each at Sweetgreen.

For example, organizations with an effective plan are twice as likely to clearly define the skills their leaders need for success.

According to Mike Biselli, a leader in healthcare IT and the visionary behind Catalyst Health - Tech Innovation, «We're not going to revolutionize healthcare just through the largest organizations that have dominated the space for the last 50 years, and it won't happen with startups alone, either.

Everything I see indicates that this revolution will require a hard and honest look at the ability of organizations and leaders to operate with speed, agility and a greater sensitivity to values and ethics.

According to Barak Ravid, a journalist for Israel's Channel 10 News, the crown prince offered harsh criticism of Palestine when speaking with leaders of several Jewish organizations while in New York last month.

Most leaders know where they want to be in five years, adds David Norton, co-creator of the «balanced scorecard,» a strategy - generating tool popular with larger organizations that helps companies measure their performance.

A few years ago, Conley began to insist that every senior management meeting end with a leader describing someone anywhere in the organization who had done outstanding work in the previous week.

But in conferring with employees, the incoming leader can better determine whom to influence in order to run the organization effectively and how.

To start with, that's virtually impossible, and the qualities and skills possessed by the outgoing leader might not be the ones the organization needs in the years to come.

It wasn't a single incident that caused their demise, but rather chronic conflicts with peers, and perhaps even their CEOs, that rendered these highly accomplished leaders toxic to their respective organizations.