tgwall&jkaplan&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
&Bring value to our clients, make $ for the company 
<BR>and therefore the employees, operate efficiently in 
<BR>all regards. ::&Consistency, lead by example, inspire others to want 
<BR>to do their jobs well. ::&Experience as gained from other leaders (current 
<BR>colleagues, former employers, history). ::&Results from team members. ::&?xxx?xxx?xxx?xxx?4::Everyone on the team needs to always know what the <BR>goals are. &?xxx?1?xxx?xxx?xxx::I usually have to seek out honest criticism.  &?xxx?xxx?xxx?xxx?4::I hope they do this is important. &?xxx?xxx?2?xxx?xxx::I need to work on this.  Many times I dont have <BR>time and therefore multitask. &?xxx?xxx?xxx?3?xxx::Within the company I try to be straightforward.  <BR>With external contacts sometimes I cant do that.   &?xxx?xxx?xxx?xxx?4::If they are working with me they can.  I see that <BR>others dont necessarily make this clear. &?xxx?xxx?2?xxx?xxx::Depends.  If choosing between what is right for the <BR>company, I dont consult.  They should already have <BR>it as a primary focus. &?xxx?1?xxx?xxx?xxx::I need to work on this. Though I do try to listen. &?xxx?xxx?xxx?xxx?4::Yes, if I can.  If I am tangentially involved I tell <BR>their supervisor. &?xxx?xxx?2?xxx?xxx::I certainly encourage them to take responsibility.  &?xxx?xxx?xxx?3?xxx::Yes, unless it is a someone isnt pulling their <BR>weight. &?xxx?xxx?2?xxx?xxx::Some things should be done independent of <BR>background. &?0?xxx?xxx?xxx?xxx::We dont currently have a good system in place for <BR>this.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::This must stop if I dont see progress. &?xxx?xxx?2?xxx?xxx::Right now there is uncertainty as to the org chart, <BR>and therefore the direction. &?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::Definitely &?xxx?xxx?xxx?xxx?4::Yes, I like to analyze people to understand how they <BR>make decisions. &?xxx?xxx?xxx?xxx?4::&1. Patience, 2. Caring about others point of view, 
<BR>3. I want to keep learning by experience from other 
<BR>leaders. ::
Not Scored by Definition