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&To manange all reasearch and development efforts that have been tasked to the JSEC.::&Mr. Nash is a very cerebral decision maker who  spends a goodly amount of time carefully considering all aspects involved in his decision process.::&Leadership by consensus or leadership by recommendation from highly qualified technical personnel.::&Do not know.  Engagement of Mr. Wall and use of tools like this 360 review might be the yarstick Mr. Nash will use to measure improvement.::&?xxx?xxx?2?xxx?xxx::I cannot point to a specific example of where the purpose of the Development Systems Branch was specifically stated.   &?xxx?xxx?xxx?3?xxx::Mr. Nash is receptive to criticism and I believe receptive to suggestions and advice.&?xxx?xxx?2?xxx?xxx::It is difficult to see direction in Developmental Systems.  There are several employees with their own agenda that work for Mr. Nash that seems to head in their own direction.  While Mr. Nash may say something his employees may act on their own with varying results.&?xxx?xxx?xxx?3?xxx::In personal conversations with Mr. Nash, I feel I have his attention and focus on what we are speaking about.&?xxx?xxx?xxx?3?xxx::Mr. Nash will defend his point and I usually know his opinion and feelings on a matter.&?xxx?xxx?2?xxx?xxx::The JSEC has a diverse mission that cuts across many disciplines of satellite communication.  The is not a single short purpose statement that describes the JSEC.  Mr. Nash and his team may have a short clearly defined purpose for developmental systems but I dont know what that is.&?xxx?xxx?2?xxx?xxx::I believe Mr. Nash does this.  I have never witnessed Mr. Nashs decision process but I do know that he has vast knowledge pool to draw from in his personnel.&?xxx?xxx?xxx?3?xxx::&?xxx?1?xxx?xxx?xxx::Mr. Nashs Branch is full of personnel who have become used to doing thigs their own way with little or no regard for how their behavior affects the rest of the division.  He will have a difficult time over the next years teaching his personnel accoutability and responsibility not only for equipment but for their actions.&?0?xxx?xxx?xxx?xxx::There is no hardcore liability for mistakes and missteps, negligence or malevolent behavior.  This is not totally attributable to Mr. Nash but his employees have had and long history of working on their own with little or no accoutability for their actions.&?xxx?xxx?2?xxx?xxx::I do not get to see his staff meetings or team collaboration sessions. &?xxx?xxx?xxx?3?xxx::In the few personal interactions Ive had or witnessed I believe Mr. Nash does work to treat people as individuals.&?xxx?xxx?2?xxx?xxx::I cannot comment on this, I have no personal knowledge.&?xxx?1?xxx?xxx?xxx::Ive seen his personnel take responsibility for actions and performance but at times it comes at the expense of other employees. Performance is so singlemindedly on the mission that they tend to abuse other employees adn resources within the division.&?xxx?xxx?2?xxx?xxx::I really cannot comment, I have not witnessed it first hand.&?xxx?xxx?2?xxx?xxx::Im not part of Mr. Nashs department so I cso my comment is opinion only on whether his group has a unified view.  Looking from the outside I see a fragemented group, each pursuing different directions based on their own projects. I do not see a group of individuals mutually supporting each other to achieve success on each of their separate projects.&?xxx?xxx?xxx?3?xxx::I can talk with Mr. Nash and exchange ideas and he is receptive to listening to new ideas.&?xxx?xxx?2?xxx?xxx::I dont always see that the direction of the Developmental Systems Branch is aligned with the Satcom Systems Divisions best interests.  That could also be the nature of research projects, they are for research sake and not always aligned with goals of the division.  It could also be that the division goals are not clearly defined with respect to how Dev Sys branch operates.&?xxx?xxx?2?xxx?xxx::Mr. Nash is very unemotional and slow to anger.  Sometimes I wonder if it is a lack of understanding or just keeping emotions in check and keeping a calm demeanor.&?xxx?xxx?2?xxx?xxx::I have not witnessed Mr. Nash providing direction to his employees.  Mr. Nash has been clear when he has asked me personally for support.&Provide the Division a reason for having a Developmental Systems Branch and why it is important to the Division to have a Developmental Systems Branch.  Turn Dev Systems into a part of the SSD team, right now I see Dev Sys Branch as a disparate group of cowboys each doing their own thing with their own agenda and motivations.  Make Dev Sys personnel realize they are are accountable to the division and ALL personnel within the division.::
Not Scored by Definition