tgwall&jim.ely&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
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&The Public Affairs Department of the Federal Reserve Bank of Philadelphia handles the communications between the Bank and its internal and external audiences.  Our units include media relations, internal communications, publications and editorial services, web development, graphic services, and the teams that manage the "Money in Motion" exhibit and the Banks conference center.  In essence,we are the communications professionals for our clients throughout the Bank, helping ensure their messages are understood by their audiences.::&I encourage my team to think of the big strategic picture in the work that we do. I also lead by example in the communications counsel that I provide to clients. I probably dont exhibit enough specific behaviors that exhibit leadership, but I believe an effective leader should think strategicially, think long-term about developing people, and care about their wellbeing.  I do, but unless my people directly interact with me, they may not see this. ::&First, Im a leader of professional commmunicators not a professional leader, so my understanding of management theory may not be the same as other leaders.  As a leader of creative professionals, I have always approached leadership with a team approach that encourages participation by the professionals within the department, starting first with the direct managers of the people.  The DISC process that the department underwent recognizes behaviors and motivators for our social interaction with each other. I want to use an undestanding of these behaviors and motivators to improve my leadership of the team, in a participatory style of leadership.  Our function is ill-suited for an authoritarian, top-down approach to leadership.::&The Banks annual ePerformance evaluation process, based on the Talent Management model, is how we measure performance and results, and therefore our improvement in performance.  I dont have any specific leadership metrics, though.::&?xxx?xxx?xxx?3?xxx::I believe the DISC evaluation shows that I am very results oriented.  I emphasize the strategic purpose of what we do in our work.  As a team member and a leader, though, I am also working consistently toward results on my own as well as in my dealings with others.  I also think that my focus on purpose and results sometimes leads people to think I lack empathy.  Maybe if my emphasis was "sometimes" social interaction would be easier with others.&?xxx?xxx?2?xxx?xxx::This is a frustration for me.  I want others to disagree with me as we are determining best course of action. I value the viewpoints of others, yet, some report that it is difficult for them to openly disagree.  I have changed my point of view when professionals on the team have made their case.&?xxx?xxx?xxx?3?xxx::I am usually results oriented, and therefore peole should see consistency between what I say and what I actually do.&?xxx?xxx?xxx?3?xxx::Unless I am focused on a project at hand, but then usually, I take time to sit down with them and actively listen to them.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::We do have new team members, but as communications professionals, they should clearly understand our role within Public Affairs.&?xxx?xxx?xxx?3?xxx::Yes, especially if it involves communications disciplines where their expertise is greater than my own.  There are times when I make an important decision due to urgency, but usually I involve others in the decision process.&?xxx?xxx?2?xxx?xxx::Again, I believe I am genuinely interested in hearing other points of view, but something in my behavior apparently commmunicates otherwise.&?xxx?xxx?xxx?3?xxx::I will usually talk with a manager about activities within their unit.  If necessary, I will discuss something with an individual and the manager, but this doesnt always happen immediately, since we are on deadline.  But it usually happens soon thereafter.&?xxx?xxx?2?xxx?xxx::When things go wrong, it usually is in the interaction of more than one person.  There are sometimes when people take full responsibility.  And others when there is a bit of the "blame game."  My approach is usually to look at the process between people to see what can be improved.&?xxx?xxx?xxx?xxx?4::I believe we are all one team with separate units based on unique communications talents.  I want the department to collaborate more effectively.  New managers will bring a renewed opportunity to encourage this.&?xxx?xxx?2?xxx?xxx::Again, this is my belief, but behaviors must send wrong signals.  I also believe that encouraging people to develop their strengths adds to the collective strength of our department.  I can cite examples of how I have encouraged team members to develop their individual talents.  Yet, others may not realize this concerted effort on my part.&?xxx?xxx?xxx?3?xxx::Public Affairs managers have a group meeting weekly to discuss performance and progress on key initiatives.  I usually talk to each one-on-one as needed.  I believe this usually results in some interaction on performance at least once a month, but it is not regular or scheduled. &?xxx?xxx?2?xxx?xxx::There is a focus on results in the weekly activity reports.  Professionals usually take personal responsiblity for this work and performance.  There is room to improve accountability within the department, according to the feedback we have been hearing during this time of change.&?xxx?xxx?2?xxx?xxx::As a leader of professional communicators, I divide my time between my own communications tasks and leading the department.  I have devoted time to develop the strengths of individuals in the department, but Im not sure I would say "a signficant amount of time teaching others."   Much of our development requires self-development, which I actively encourage.&?xxx?1?xxx?xxx?xxx::There is a lot of turmoil in the department due to the turnover, so I cannot say that people approve of the direction.  I do think that we have talented people who can get through this time of change and move this to "usually" in the future.&?xxx?xxx?2?xxx?xxx::I am open and can cite examples where the ideas of others have been implemented when dealing with change.  But do I display it adequately to others?&?xxx?xxx?xxx?3?xxx::Our clients set the clear goals of what is expected of us.  We are a service organization of communicators who should all have a clear picture of what we are to achieve.&?xxx?1?xxx?xxx?xxx::I am aware this is my greatest weakness.  I clearly dont always understand the emotions of others, especially when Im focused on tasks and results.  &?xxx?xxx?xxx?3?xxx::My interactions are closest with the managers, but I usually articulate clearly what I expect. I am aware that I need to ensure others see the goal as clearly as I do. &Empathy
<BR>Self-regulation
<BR>Building effective teams ::Emotional quotient in DISC point to the first two as the most in need of improvement.  My goal for coaching is to become a more effective leader of the team, especially as we come out of this period of turnover.
Not Scored by Definition