tgwall&paul.g.zablocky.civ&360_bick&6.0.0&&&360_bick&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N




0.1.o.o.o.1.&360_bick.001&360_bick.002&360_bick.003&360_bick.004&360_bick.005&360_bick.006&360_bick.007&360_bick.008&360_bick.009&360_bick.010&360_bick.011&360_bick.012&360_bick.013&360_bick.014&360_bick.015&360_bick.016&360_bick.017&360_bick.018&360_bick.019&360_bick.020&360_bick.021&360_bick.022&360_bick.023&360_bick.024&360_bick.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
&Ms. Bickler leads the branch at CERDEC HQ that is responsible for Information Assurance. Her branch also develops software tools for CERDEC, develops and approves network architectures for the directorates under CERDEC, and conducts investigations into information assurance violations. ::&Ms. Bickler understands information assurance processes and can organize a team to achieve specific objectives.::&I am not sure what model she uses to understand and improve leadership. Her style is authoritarian when dealing with directorate staff. ::&I do not know how Ms. Bickler measures leadership improvement.::&?xxx?xxx?xxx?3?xxx::Ms. Bickler is focused on protecting CERDEC and makes that clear.&?xxx?xxx?2?xxx?xxx::This is very dependent on the level of the person. At the working level people do not feel comfortable disagreeing with Ms. Bickler. At the management level, they will disagree with her.&?xxx?xxx?2?xxx?xxx::Ms. Bickler takes on more tasks than her team can typically handle.&?xxx?xxx?xxx?xxx?4::When I have brought matters to Ms. Bickler she has always been focused on the topic I have brought to her attention.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::I can only make an assessment of this based on dotted line reports. I do not have visibility into Ms. Bicklers relationship with her direct reports.&?xxx?1?xxx?xxx?xxx::I can only make an assessment of this based on dotted line reports. I do not have visibility into Ms. Bicklers relationship with her direct reports.&?xxx?1?xxx?xxx?xxx::I can only make an assessment of this based on dotted line reports. I do not have visibility into Ms. Bicklers relationship with her direct reports.&?xxx?xxx?2?xxx?xxx::Some of the functions that Ms. Bickler has taken on in her branch probably do not belong in her branch.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::I can only make an assessment of this based on dotted line reports. I do not have visibility into Ms. Bicklers relationship with her direct reports.&Ms. Bickler should attempt to set more realisitc deadlines and goals for her branch to ensure that deadlines can be met, CERDECs mission can be accomplished, and her team is not overworked. She needs to ensure dotted line reports are doing their jobs and that she provides timely feedback to the direct supervisor on staff that are not. She needs to better balance risk and mission. 
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<BR>Having said this, Ms. Bickler has a very challenging job and a great deal of responsibility. My assessment is that her performnce is very good given the circumstances.::
Not Scored by Definition