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18 lines
7.9 KiB
18 lines
7.9 KiB
4 months ago
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tgwall&jim.ely&LAP_3&6.0.0&&&LAP_3&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N
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1.1.o.o.o.1.&LAP_3.001&LAP_3.002&LAP_3.003&LAP_3.004&LAP_3.005&LAP_3.006&LAP_3.007&LAP_3.008&LAP_3.009&LAP_3.010&LAP_3.011&LAP_3.012&LAP_3.013&LAP_3.014&LAP_3.015&LAP_3.016&LAP_3.017&LAP_3.018&LAP_3.019&LAP_3.020&LAP_3.021&LAP_3.022&LAP_3.023&LAP_3.024&LAP_3.025
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&::P1.0:1:1:0&::P1.0:1:1:0&::P2.0:1:1:0&::P2.0:1:1:0&?0=0?1=0?2=0?3=0?4=0::P3.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P3.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P3.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P4.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P4.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P4.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P5.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P5.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P5.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P6.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P6.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P6.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P7.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P7.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P7.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P8.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P8.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P8.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P9.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P9.0:1:5:0&::P9.0:1:1:0
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&The Public Affairs Department of the Federal Reserve Bank of Philadelphia handles the communications between the Bank and its internal and external audiences. Our units include media relations, internal communications, publications and editorial services, web development, graphic services, and the teams that manage the "Money in Motion" exhibit and the Banks conference center. In essence,we are the communications professionals for our clients throughout the Bank, helping ensure their messages are understood by their audiences.::&I encourage my team to think of the big strategic picture in the work that we do. I also lead by example in the communications counsel that I provide to clients. I probably dont exhibit enough specific behaviors that exhibit leadership, but I believe an effective leader should think strategicially, think long-term about developing people, and care about their wellbeing. I do, but unless my people directly interact with me, they may not see this. ::&First, Im a leader of professional commmunicators not a professional leader, so my understanding of management theory may not be the same as other leaders. As a leader of creative professionals, I have always approached leadership with a team approach that encourages participation by the professionals within the department, starting first with the direct managers of the people. The DISC process that the department underwent recognizes behaviors and motivators for our social interaction with each other. I want to use an undestanding of these behaviors and motivators to improve my leadership of the team, in a participatory style of leadership. Our function is ill-suited for an authoritarian, top-down approach to leadership.::&The Banks annual ePerformance evaluation process, based on the Talent Management model, is how we measure performance and results, and therefore our improvement in performance. I dont have any specific leadership metrics, though.::&?xxx?xxx?xxx?3?xxx::I believe the DISC evaluation shows that I am very results oriented. I emphasize the strategic purpose of what we do in our work. As a team member and a leader, though, I am also working consistently toward results on my own as well as in my dealings with others. I also think that my focus on purpose and results sometimes leads people to think I lack empathy. Maybe if my emphasis was "sometimes" social interaction would be easier with others.&?xxx?xxx?2?xxx?xxx::This is a frustration for me. I want others to disagree with me as we are determining best course of action. I value the viewpoints of others, yet, some report that it is difficult for them to openly disagree. I have changed my point of view when professionals on the team have made their case.&?xxx?xxx?xxx?3?xxx::I am usually results oriented, and therefore peole should see consistency between what I say and what I actually do.&?xxx?xxx?xxx?3?xxx::Unless I am focused on a project at hand, but then usually, I take time to sit down with them and actively listen to them.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::We do have new team members, but as communications professionals, they should clearly understand our role within Public Affairs.&?xxx?xxx?xxx?3?xxx::Yes, especially if it involves communications disciplines where their expertise is greater than my own. There are times when I make an important decision due to urgency, but usually I involve others in the decision process.&?xxx?xxx?2?xxx?xxx::Again, I believe I am genuinely interested in hearing other points of view, but something in my behavior apparently commmunicates otherwise.&?xxx?xxx?xxx?3?xxx::I will usually talk with a manager about activities within their unit. If necessary, I will discuss something with an individual and the manager, but this doesnt always happen immediately, since we are on deadline. But it usually happens soon thereafter.&?xxx?xxx?2?xxx?xxx::When things go wrong, it usually is in the interaction of more than one person. There are sometimes when people take full responsibility. And others when there is a bit of the "blame game."
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