Executives in sentence

553 examples of Executives in a sentence

A relevant quote from a response to my survey: “Recently, C-level executives have started to mandate the ways of working for all teams (everyone needs to follow the same methodology).

After all, companies didn't stop polluting groundwater as a matter of course, or employing 10-year-olds as a matter of course, just because executives woke up one day and decided it was the right thing to do.

I wanted to have a career, so I went on to business school and I became one of the youngest female executives at Microsoft.

And this sort of thing gives utility executives the heebee-jeebees and it gives venture capitalists sweet dreams.

And eventually, these big-shot executives whip out their BlackBerrys and they say they have to make really important phone calls, and they head for the exits.

Initially, or, you know, as people would say, you know, in fact the more aggressive people who are supporting the Western innovative model, say, "Where are the Indian Googles, iPods and Viagras, if the Indians are so bloody smart?" (Laughter) So initially, when we started our research, we went and met several executives, and we asked them, "What do you think?

In surveys of European and American executives, fully 85 percent of them acknowledged that they had issues or concerns at work that they were afraid to raise.

Companies make their expensive executives spend ages carefully preparing forecasts and budgets which are obsolete or need changing before they can be published.

I know famous musicians, I know actors and film stars and millionaires and novelists and top lawyers and television executives and magazine editors and national journalists and dustbinmen and hairdressers, all who were looked after children, fostered, adopted or orphaned, and many of them grow into their adult lives in fear of speaking of their background, as if it may somehow weaken their standing in the foreground, as if it were somehow Kryptonite, as if it were a time bomb strapped on the inside.

So instead of having executives issue grand proclamations, the team in effect manages itself.

Companies followed the waterfall method, right, in which executives issued orders that slowly trickled down to programmers below, and no one had ever consulted the programmers.

The librarians in the company would do things like answer for the executives, "What are the names of Santa's reindeer?"

Five years ago, I was asked to moderate a panel of executives, and the topic for the evening was "What do you look for in high-potential employees?"

So we don't want to put 100 percent of the responsibility on women's shoulders, nor would it be wise to do so, and here's why: In order for companies to achieve their strategic financial goals, executives understand that they have to have everyone pulling in the same direction.

And executives know this very well, and yet only 37 percent, according to a recent Conference Board report, believe that they have that strategic alignment in place.

And if you think about what I've just shared, that you have situations where at least 50 percent of your middle managers haven't received clear messaging that they have to become focused on the business, where it's headed, and their role in taking it there, it's not surprising that that percentage of executives who are confident about alignment is so low, which is why there are other people who have a role to play in this.

It's important for directors on boards to expect from their executives proportional pools of women when they sit down once a year for their succession discussions.

It's important for H.R. executives to make sure that the missing 33 percent is appropriately emphasized, and it's important for women and men who are in management positions to examine the mindsets we hold about women and men, about careers and success, to make sure we are creating a level playing field for everybody.

He got up and gave a very eloquent speech, and at the end of the speech, there was a panel, and on the panel were these pharmaceutical executives and biochemists and clinicians and I'm sitting there and I'm listening to them and most of the content went straight over my head.

Executives at Norway's National Broadcasting Service are now considering broadcasting a night of knitting nationwide.

So I spend a lot of time in deep conversation with the CEO and senior executives, and a lot of times those conversations turn to diversity and inclusion, which, of course, I'm always happy to talk about.

I was at the World Economic Forum not long ago talking to corporate executives who have massive businesses in the developing world and I was just asking them, "How do you guys protect all your people and property from all the violence?"

I put it to one side and I began a new journey of learning, speaking to chief executives, experts, scientists, economists to try to understand just how our global economy works.

Three researchers from the Centre for Creative Leadership, in a study done two decades ago that's been replicated many, many times, they interviewed over 200 executives in a report called 'Key events in executives' lives'.

In this report, they found that of the 200 top-level executives who were the top of their game, all of them had similar characteristics.

And I look around the room at my fellow executives.

For example, with uncivil executives, it comes back to hurt them when they're in a place of weakness or they need something.

I once attended a conference that brought together human resources managers and executives, high-level people, using such systems in hiring.

And brace yourself, executives, because I'm going to be putting companies on the hot seat to step up and play the role that I know they can.

Turns out, both male and female executives, when they think director, they think male.

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