survey-manager/survey-nginx/secure_html/tests/complete/tgwall.geoffrey.lea.LAP_3

tgwall&geoffrey.lea&LAP_3&6.0.0&&&LAP_3&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N




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
&::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
&The purpose of our department (BD) is to profitably grow the company within the guideline set by senior management.::&-Integrity in all things
<BR>-Work/Life balance for your people and yourself, set the example
<BR>-Give your trust and respect to others, but earn theirs
<BR>-Praise in public but criticize in private
<BR>-Be the expert but do not do or micromanage other peoples job
<BR>-Delegate authority with responsibility
<BR>-Be humble, give credit to your people and take responsibility for mistakes
<BR>-Set high but reasonable goals, people tend to live up to or down to your expectations
<BR>-Encourage innovation by allowing mistakes and learning from them and protecting your people
<BR>-Explain the situation and/or you decision whenever possible, in other words dont just give orders
<BR>-Make use of the experience in your group.  Ultimately its your decision and responsibility but solicit and consider input from your team.
<BR>-Take time to lead your people.  Understand their goals and help them achieve their goals even if that means they move or get promoted out of your group.
<BR>-Open communications both up and down.  No surprises.
<BR>-Maintain the vision, keep your group on track.::&I use my model detailed briefly in the previous question learned through experiences at West Point, the Army, and my time in industry.::&Im not really measuring myself other than tracking if we are consistently achieving our goals.
<BR>For others, it depends if they have expressed interest in being a leader.  I say that because I have been in situations where I have technical people that want no part in leading others.  For others that are interested, I coach them, give them opportunities to lead, and review progress during and after the project.::&?xxx?xxx?2?xxx?xxx::Probably do not do this enough, but how much of that becomes too much?&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::I say usually because if it is a one on one, it is almost always.  If in a group, I may get distracted.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::As a group, definitely.  As a company, not always because we have only started to define our strategic goals and direction (within the last 6-12 months).&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::I actively solicit other viewpoints.&?xxx?xxx?xxx?xxx?4::If by confront, you mean address the situation, then yes.  Unless it is something like a safety issue, I do not address it in public.&?xxx?xxx?xxx?xxx?4::and I take responsibility up the chain.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::Not as much as I should.  Too often day to day issues get in the way or I get focused on the most critical activity to the exclusion of others.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::Probably not as much as I should.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::Probably need to review and revisit more often as the situation changes.&?xxx?xxx?xxx?3?xxx::For me, I dont always sense the underlying emotions unless the person talks about them.&?xxx?xxx?xxx?xxx?4::&Developing the "Vision"
<BR>Being more charismatic/inspiring
<BR>Strategic thinking::Overall comment: Questions about direct reports I answered based on previous positions where I had direct reports.  Currently I do not but sometimes I am in charge of a "matrixed" group for a task order or proposal response.
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