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18 lines
3.5 KiB
18 lines
3.5 KiB
4 months ago
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tgwall&bhcrosby&LAP360&6.0.0&&&LAP360&&&terry@tgwall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N
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0.1.o.o.o.1.&LAP360.001&LAP360.002&LAP360.003&LAP360.004&LAP360.005&LAP360.006&LAP360.007&LAP360.008&LAP360.009&LAP360.010&LAP360.011&LAP360.012&LAP360.013&LAP360.014&LAP360.015&LAP360.016&LAP360.017&LAP360.018&LAP360.019
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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
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&To improve the comfort and quality of the communities we serve.::&Consistency, listening skills, open door policy for communicating, his desire to improve on his skills and to invest money to have the team improve their skills. Strives to hold all managers accountable i.e. goals and policy.::&Charter Partners leadership model and Stephen Covey::&Feedback from the outside BOD. Others: His subjective view on how goals are met and feedback from the BOD. How responsive you are to his e-mail requests. Whether or not you keep him in the loop concerning ongoing projects.::&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::Bob does not want to hear when you disagree if he isnt asking your opinion. I pick my issues carefully. Hes been asking what my opinion is more often this year, when he does I feel safe to be honest.&?xxx?xxx?xxx?3?xxx::I could put almost always except when it comes to our agenda together. Many things do not get carried out when the decision is made to move on and how and he has a part to play.&?xxx?xxx?2?xxx?xxx::He feels your efforts and issues should be concerned with his agenda. Hes not always open to wanting to hear anything that doesnt pertain to that. &?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::Based on the mission statement not the new purpose statement developed at your seminar.&?xxx?xxx?2?xxx?xxx::He is more apt to consult with people in the industry or personal contacts.&?xxx?1?xxx?xxx?xxx::Hes busy. He doesnt use the managment team as a processing tool. He will ask managers one on one what they think sometimes.&?xxx?xxx?2?xxx?xxx::Not usually, it depends on the manager. His responsiveness has improved this year. Sometimes the action needed is too slow in coming and the decision made to rectify that requires his involvement is not timely or adequite. &?xxx?xxx?2?xxx?xxx::Sometimes Bob has a part to play in the happening - as a leader, manager and general manager. Sometimes managers will let him know their challenges. He believes by telling them what to do hes taken care of it. He has difficulty hearing actively. Team problem solving is missing, that he and a manager can solve something together, each contributing so the best resolution is found isnt something that happens enough. It doesnt have to be Bobs idea every time. Thats not what leadership is all about. He wonders why theres failure, someone hasnt listened to him.&?xxx?1?xxx?xxx?xxx::We have a managment culture its expected that you do well. If you dont, if you make a mistake thats when you get the attention.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::Its usually whats happening sessions.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::
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Not Scored by Definition
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