tgwall&bparvey&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 &Develop, finance and manage clean energy
infrastructure projects for institutions and
governments.::&FORTITUDE in guiding the project team through
to successful completion.
HONESTY and fair dealing with all.
PRUDENCE in understanding the many
personalities needed to complete a project and
the rugged road that must be navigated
effectively to bring complex projects to
fruition.
RESPECT for others, different company cultures
and processes.
Strive for EXCELLENCE in all undertakings, as
our reputation is our value.::&Guided Intuition:
I just made that up while contemplating
leadership and experience. While I have
participated in leadership conferences and
studied excellence in political and business
leadership since my youth, I have found that my
mentors, who have been so generous with their
time and wisdom, and trusting, with faith, my
own intuition have helped me understand and
improve leadership. ::&In terms of measuring results, I have set out
short (Quarterly), medium (1 year) and long
term (3-5 year) quantifiable goals. The 3-5
year aspirations become targets, the 1 year are
goals and the Quarterly become actions. To meet
those actions, I use a Management
Accountability Plan, which lays out the manner
in which those quarterly actions will be
achieved and those with whom interaction is
essential to ensure accountability. If the
annual goals are hit, I know that I have had
some improvement in leadership and the same
goes for a management team. That is how I
measure improvement in results, yet real
improvement in leadership has come when I have
been challenged and whether I succeeded or not,
felt that I had earned the respect of others
through honesty and fair dealing and found the
strength and fortitude to become a better
leader. ::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::Many people come to me to discuss personal and
professional matters and I try to make every
effort to listen and focus on them. This is
something I noticed needed improvement about 6
years ago and have really worked on. &?xxx?xxx?xxx?3?xxx::I am very honest and straightforward with people,
yet if their standing is not positive, I do not
endeavor to make them uncomfortable.&?xxx?xxx?xxx?3?xxx::The complexity of our projects makes it difficult,
which is why we worked hard to implement a less
complex marketing and client relations strategy. &?xxx?xxx?xxx?3?xxx::I regularly seek input from as many
stakeholders as possible and value informed
decision making. The sensitivity of a decision
determines who should be consulted.&?xxx?xxx?xxx?xxx?4::In most meetings, I ask for the point of view of
those involved. Many times, I will reserve my own
point of view until I have heard that of others. &?xxx?xxx?2?xxx?xxx::There is a difference between doing something
wrong and performing poorly. Doing something
wrong should be confronted immediately,
irregular performance should be examined to
understand the underlying cause. If it is a
capacity issue, it may not be resolved, but if
it is an external cause, it may perhaps be
fixed for the better. &?xxx?xxx?xxx?3?xxx::I have been blessed to work with outstanding
professionals who generally take ownership of
their duties and communicate effectively with
team members, client and professionals
associated with our projects.&?xxx?xxx?xxx?3?xxx::As all current projects are joint venture
collaborations, I promote teamwork daily among our
project teams to advance projects to completion. &?xxx?xxx?xxx?xxx?4::People are all so different and the diversity
of backgrounds, personalities and opinions make
interaction an ever enlightening experience.
Everyone sees the world through their own eyes,
so you must value the individual to make any
connection. &?xxx?xxx?xxx?xxx?4::We do weekly calls with our project team to
update accountability. Although they are not
direct reports, we do mutual accountability
reviews. Until last year, I did quarterly
performance reviews with my employees.&?xxx?xxx?xxx?xxx?4::Whether it is business or civic, the
organizations I have led always promote
positive performance and accountability through
setting plans of action and assigning tasks to
those who can get them done.&?xxx?xxx?2?xxx?xxx::I am not sure whether it is significant in
terms of time, but a few times a week, others
come to me for guidance on how to advance a
matter or improve the process to achieve
success. &?xxx?xxx?xxx?3?xxx::Our team members on projects, have been well
pleased with our progress and direction, although
the time to get there has been long.&?xxx?xxx?xxx?xxx?4::From inception, we referred to our company as
nimble and have remained adaptable to change,
which is a constant. &?xxx?xxx?xxx?xxx?4::The stated goals for our company and project
team members has been clear and regularly
communicated to make sure that our interests
are aligned. Undertaking complex legal,
financial and technical projects at risk with
out partners necessitates clearly articulated
aligned goals. &?xxx?xxx?xxx?xxx?4::I have always endeavored to be quite in tune
with others and be a trusting and caring ear.
Many people come to me with various issues and
I am regularly humbled by so many who wish to
confide in me. I try to listen, be empathetic
and assist in any way I can. &?xxx?xxx?xxx?3?xxx::As stated in earlier responses, I like to make
specific plans of action and assign
accountability and deliverables. That being
said, sometimes, people have to take initiative
and be given some latitude to surprise you with
their own intelligence and creativity. Some
peoples expectations of themselves are greater
than what the task may require, which can
produce superior work product.&CIRCUMSPECTION - constant emails, texts,
calendar invites and alerts. Is it productivity
or just noise? The path to success in
leadership is undoubtedly not paved with mobile
devices. The best plans laid and the best
decisions made are those that require thought,
contemplation and consultation with wise and
virtuous partners, friends and mentors.

TIMELINESS- Being highly scheduled in order to
meet the demands of family, business and civic
life makes it difficult to get back to everyone
timely. I try to respond quickly to all
necessary actions, yet can always improve in
ways to be responsive in a timely manner.
Organization and prioritization are the paths
to improving timeliness.

FOCUS- Substantial success in a few clearly
defined and quantifiable goals is far more
effective than allowing others to pull you in
directions that may lead to numerous small
successes. By necessity over the last year, I
made a determination to focus on the most
important and profitable projects and not be
distracted by the whims of others or the bright
shiny objects they present. This has started to
prove effective and I hope to improve this
focus further of the next year. I think it was
in the book "Mastering the Rockefeller Habits"
that it describes how it is easier to push one
bolder up a hill at a time than try to get a
million pebbles up the same hill. With focus
and a plan in place, I will get the boulder up
the hill. :: Not Scored by Definition