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18 lines
6.5 KiB
18 lines
6.5 KiB
5 months ago
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tgwall&ehurwitz&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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&Stradley Ronon is a full service, corporate law firm. I am a partner in the litigation department and a co-chair of the Mortgage and Lending Litigation practice group - our job is to obtain sophisticated clients and deliver high-quality legal services. ::&I strive to give my team clear guidance and direction, as well as contructive feedback on their work. I aim to foster a team atmosphere and solicit their input and ideas. I try not to preach to others and treat the junior team members as important parts of our operations. I try to identify training programs to help our efficiency and growth. I currently mentor two other lawyers. I try to clearly articulate my expectations for team members, including both internal and external deadlines. I also try to give candid assessments to team members when I think they are not performing to their maximum abilities.::&If there is a "theory" of leaderhsip that I follow, it is that people give their best effort when given room to grow and not simply follow directions from the supervisor. I want the associates to feel emotionally invested in our cases and our clients, by expaining the business reasons for our clients decisions and by allowing them direct client contact. People need to be empowered to make good decisions, and then be held accountable for those decisions.::&In myself, I measure leadership improvement by the effort my team gives to our cases and our practice group development. If I am doing a good job empowering team members, I feel that they will give maximum effort. I am also trying to give a clearer explanation of my expectations to team members. In others, I measure leadership improvement similarly -- is the leader dictating, or empowering people to make improvements in themselves?::&?xxx?xxx?xxx?3?xxx::This is very important to me - I want the others on the team to understand the good work we are doing, and the value they are adding to the enterprise. &?xxx?xxx?xxx?3?xxx::I value debate and disagreement, so long as its respectful. I dont pretend I have the right answers all the time, and dont attack team members for suggesting there may be a better way forward.&?xxx?xxx?xxx?3?xxx::I try to say what I mean, mean what I say, and do what I promise. Sometimes its hard to accomplish all you set out to do, so there have been times I havent gotten to things I indicated I would do.&?xxx?xxx?xxx?3?xxx::I try to make this a reality - by not checking email, taking phone calls, or tending to other matters. Candidly, I could do a better job in this area.&?xxx?xxx?xxx?xxx?4::I view this as a strength of mine. I try to be a straight shooter with people, although not in an overly harsh (or glowing) manner.&?xxx?1?xxx?xxx?xxx::Management often gives mixed messages on firm-related matters, and it sometimes seems that priorities change arbitrarily. I think our practice group does a better job at this than the firm as a whole.&?xxx?xxx?xxx?3?xxx::I try to make an effort to do this, although at times I have had issues trying to determine who exactly may be affected by an important decision.&?xxx?xxx?xxx?3?xxx::I hope I project this interest in other points of view, as it is important to me. Sometimes there is so much work that it is hard to tune it out to simply focus on the person in front of you. &?xxx?xxx?2?xxx?xxx::I can improve in this area. Sometimes I delay confronting "bad news" too long.&?xxx?xxx?2?xxx?xxx::This varies by team member. Some people are quick to take responsibility, and others always find a reason why it is not their fault.&?xxx?xxx?xxx?3?xxx::Most of my matters involve just one junior attorney reporting to me, although I try to foster a partnership with that person so that they feel they are an integral part of the case. &?xxx?xxx?2?xxx?xxx::I try to get to know team members on a personal level to better relate to them, although I am probably inconsistent in this effort.&?xxx?1?xxx?xxx?xxx::I have not typically had discussions with team members over their performance unless there is something particularly positive to relay, or on the other ha
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Not Scored by Definition
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