tgwall&andrew.hill&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 Federal Reserve Bank of Philadelphia is one of the 12 regional reserve banks that, along with the Board of Governors of the Federal Reserve System, serve as our nations central bank. The Federal Reserve sets the nations monetary policy, supervisions and regulates financial institutions, and manages the nations payments system. The Philadelphia Feds economic education team conducts training programs for K-12 teachers, produces curriculum materials, and manages the Reserve Banks public exhibit. Our team mission is to educate members of the general public as well as K-12 students and their teachers about the purposes and functions of the Federal Reserve System as well as economics and personal finance principles.::&As a leader, I seek to communicate effectively to my team members and exhibit passion for our education mission. I exercise sound judgment when making decisions and model decisiveness after gathering data on the costs and benefits of our team’s actions. I motivate my team members by modeling positive, action-oriented behaviors. I seek to provide my team members with timely feedback and encourage individual member’s responsibility for the team’s outcomes. And, I work to effectively delegate authority and responsibility.::&I think I would ideally like to exhibit a situational leadership style, but over the last 15 years, Ive likely exhibited more of a charismatic leadership style. Id like to be better able to model characteristics of transformational or situational leaders.::&For my team, the primary means of measurement of leadership has been observing members behaviors when put in situations where they must manage other employees or bring projects to fruition. For myself, it has not always been easy for me to identify a way to measure my own leadership growth.::&?xxx?xxx?xxx?xxx?4::I speak frequently to my team members, outside partners, and other at the Bank about the teams mission to educate about the Fed, economics, and personal finance.&?xxx?xxx?2?xxx?xxx::I dont think that people always feel comfortable disagreeing with me.&?xxx?xxx?xxx?xxx?4::I think there is a very strong connection between what I voice as expectations of others and the behaviors I model myself.&?xxx?xxx?xxx?3?xxx::With a very full plate, I sometimes worry that I dont seem completely connected to what people are telling me. My mind has a tendency to race to the next point in conversations and this is something that I have to actively work at. I know that exhibiting strong listening skills is an important skill for any leader. And, Im aware that I have to consciously work on listening to ensure that people know that Im connected to what they are telling me.&?xxx?xxx?xxx?xxx?4::I think people know immediately how I stand with them. Sometimes my behavior and communication reveals where I stand too quickly to people.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::I am always very conscious that decisions I make are likely to have an impact on other members of my team. I work to communicate with and gather information from other team members before making a decision.&?xxx?xxx?2?xxx?xxx::Im not always certain that I convey to others that I am hearing their point of view. My mind often runs faster than the conversation and the result is that others can think that Im not hearing them when in fact I have. Here again, this is an area that my conscious of and have worked on over the last few years.&?xxx?xxx?2?xxx?xxx::I am not always good at confronting errors head on. I try to communicate gently in these situations and expect my team members to understand the gravity of what I am saying, but sometimes I feel that team members take my care in communicating the issue as proof that it really wasnt particularly important after all.&?xxx?xxx?2?xxx?xxx::I find that people are not as willing to take the blame as I am. Sometimes members of my team brush off errors or problems as no big deal because they subconsciously know that I will take ultimate responsibility if the issue is really all that important.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::I seek to do this every month. I worry sometimes that my reports do not know the importance of the discussions we are having.&?xxx?xxx?2?xxx?xxx::This is an area that I have been working on considerably over the last 6 months. This work is connected with "letting go" and ensuring that I am not there as a "safety net" to fill in for team members who do follow through. I have sought over the last six months to better communicate personal responsibility to my team members, but I think I need to do more work in this area.&?xxx?xxx?2?xxx?xxx::With an extremely heavy schedule, I do not think that I spend enough time teaching others how to do things that can improve their performance.&?xxx?xxx?xxx?xxx?4::I think there is general strong support among management for the work we have done over the last 15 years and the work we plan to do going forward.&?xxx?xxx?xxx?3?xxx::I have become much better in this space over time. I have become better at understanding that change will not necessarily mean the loss of anything that is of value to me, but rather further the opportunity to reach new heights.&?xxx?xxx?xxx?xxx?4::I seek to always set goals that align well with the organizations strategic priorities.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::I believe that Im clear with my direct reports about what I want. Lately, with one employee, I have resorted to echoing my expectations in writing because I fear he doesnt take my expectations seriously.&1. Managing up
<BR>2. Setting expectations and holding reports accountable.
<BR>3. Providing feedback and developing reports::
Not Scored by Definition