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" ... I've seen much less conflict and crisis in organizations where empathy is high. Any problematic situations a team encounters can also be addressed much more quickly because those who have succeeded in empathizing in situations of conflict and crisis can also take into account the needs of others as they work to solve problems. Colleagues from engineers to top management who work to understand each other can create an environment that supports successful teamwork — because one of the most important ways to make teamwork successful is to develop team builders' empathetic abilities. Empathy allows employee and supervisor relationships to continue in a healthy way. Therefore, it's important to listen to employees in the organization and respect them to increase overall happiness in the organization. ... "
" ... Ignoring problematic performance or behavior is negligence against the employee and the company. Telling the truth about poor performance can feel difficult in the moment, but avoiding the truth will be more difficult in the long run. Whether you coach the employee up or out, honesty will get you there with the most ease and with the right documentation should you find yourself in court. ... "
" ... There are a few areas in the FDD that may be problematic. One of them is Item 19, the Financial Performance Representation. The FPR is a section where a franchisor may provide information regarding expected sales and expenses. Although not mandated, FPRs are normally based on franchise locations that were open a full calendar year. Any location that is open for less than a year is traditionally excluded seeing as it is tricky to extrapolate annual sales in an unbiased way with only a few months of operating experience. As a result, locations with less than a year of operating income are normally excluded from Item 19 calculations. ... "
" ... There will be times when a director’s continued presence on the board becomes problematic, for reasons that may or may not be his own fault. In those situations there may not be time to fully resolve the equities of the situation. The optics are just so bad the director needs to leave - but he doesn’t take the hint. So boards need a mechanism, short of a contentious removal process, to discreetly and respectfully help the director recognize the departure time, and to escort him to the exit. ... "
" ... This can be problematic as teams are less inclined to trade for a player about to hit RFA, especially if there remains buzz around the player's further potential. ... "