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18 lines
4.2 KiB
18 lines
4.2 KiB
6 months ago
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tgwall&beatrice.a.kovel.civ&JShields&6.0.0&&&JShields&&&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.&JShields.001&JShields.002&JShields.003&JShields.004&JShields.005&JShields.006&JShields.007&JShields.008&JShields.009&JShields.010&JShields.011&JShields.012&JShields.013&JShields.014&JShields.015&JShields.016&JShields.017&JShields.018&JShields.019&JShields.020&JShields.021&JShields.022&JShields.023&JShields.024&JShields.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 SATCOM Division is the Armys technical arm for RandD of SATCOM; has responsiblities to Joint services that cross into the operational realm. Joes position is to lead the SATCOM Division and balance the RandD with the operational requirements.::&Leadership demonstrated by:
<BR>sharing vision of future
<BR>defining or outlining problem set
<BR>mentoring staff to recommend solutions to problems
<BR>encouraging collegial relationships amoung staff
<BR>delgating authority with responsibilities
<BR>making the hard decisions on a timely basis
<BR>selling our capabilities to Customers
<BR>develop a self-sufficient but Customer-oriented workforce
<BR>
<BR>::&Mentoring, collaboration, sharing much more than top down or directive::&asking staff for how am i doing feedback - first boss that i have ever had that asked and only one that i thought would listen!
<BR>asking for a 360
<BR>sharing his first line reviews with his staff::&?xxx?xxx?xxx?xxx?4::"we are not a left-handed waffle spatula factory"&?xxx?xxx?xxx?3?xxx::Joe is very clear when he is being directive; the rest of the time we feel we can diagree during discussion&?xxx?xxx?xxx?3?xxx::Although working within a collegial environment is a joy; i would like to cut some of the discussion - not everyone needs to have an opinion heard for every item under discussion &?xxx?xxx?xxx?xxx?4::and even if we get derailed and talk about a different topic, Joe always circles back to the individuals orginal question,problem or issue&?xxx?xxx?xxx?xxx?4::i perceive Joe to not be comfortable with confontation but uses it as a tool when necessary&?xxx?xxx?2?xxx?xxx::We need to have a strategic focus/plan that each employee can see where they contribute to the greater good&?xxx?xxx?xxx?xxx?4::part of Joes collegial/collaborative leadership style&?xxx?xxx?xxx?3?xxx::hot actions and random taskers reactions occasionally take the place of collegial environment and being open to discussion&?xxx?xxx?xxx?3?xxx::When faced with all the facts - Joe will confront the situation head on. He can over-analyze personnel issues.&?xxx?xxx?xxx?xxx?4::I have not experienced the blame game at SATCOM&?xxx?xxx?xxx?xxx?4::This is part of Joes Leadership style&?xxx?xxx?xxx?xxx?4::open door policy&?xxx?xxx?xxx?3?xxx::regularly andd specifically&?xxx?xxx?xxx?3?xxx::Joe usually takes the time to make teaching moments in most situations&?xxx?xxx?xxx?3?xxx::Joe will be a great professor when he leaves Govt service&?xxx?xxx?2?xxx?xxx::we are in the process of defining where we are going and that message will be made clear to the workforce once the staff helps Joe to define it&?xxx?xxx?xxx?3?xxx:: hot itemes actions can derail the best intentions, but Joe is very open to change&?xxx?xxx?xxx?xxx?4::analytical and process oriented&?xxx?xxx?xxx?3?xxx::As a self-aware introvert, Joe takes special tomake a point to understand other factors such as emotions&?xxx?xxx?xxx?xxx?4::&Leading the Div rather than being part of the Div
<BR>Delagation of authorities with responsibilities
<BR>Consistent decisiveness::
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