tgwall&dsheehan&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
&WHC is an insurance and risk management 
<BR>brokerage. Our main purpose is to provide 
<BR>insurance purchasing services for our clients 
<BR>and to satisfy their risk management needs.
<BR>
<BR>I am part of the Business Development team - the 
<BR>main purpose of this team is to drive new 
<BR>business for the firm by prospecting and 
<BR>soliciting new clients.  ::&At a basic level, I do my best to appear as a 
<BR>leader - meaning I am at work almost an hour 
<BR>early every day, I dress appropriately, and do 
<BR>my best to come energized for work.
<BR>
<BR>I think I am an effective communicator - 
<BR>listening to others, while also making sure that 
<BR>people are on the same page and working towards 
<BR>a common goal.
<BR>
<BR>I am also eager for new experiences or 
<BR>opportunities to lead. I frequently volunteer to 
<BR>take on internal initiatives and encourage 
<BR>people to seek me out for guidance on topics 
<BR>that I have become the internal "subject matter 
<BR>expert" on. 
<BR>
<BR>::&Im not sure if I have a specific leadership 
<BR>model or theory that I use to understand and 
<BR>improve leadership.
<BR>
<BR>My experiences in leadership roles since high 
<BR>school have been on a model of trial and error. 
<BR>Give something a shot - if it works, great, try 
<BR>to replicate it in the future. If it doesnt 
<BR>work, take some time to think about what could 
<BR>have been done differently, making sure to 
<BR>discuss the pitfalls and shortcomings of that 
<BR>specific idea with others. ::&I think measuring leadership is a difficult 
<BR>thing to do - its not like a batting average or 
<BR>similar statistic/metric.
<BR>
<BR>I suppose I can measure my improving leadership 
<BR>by the sort of tasks that are handed down to me 
<BR>by upper management or by the people from our 
<BR>office who seek me out for help on tasks. The 
<BR>less management given to a person might speak to 
<BR>their respective perceived leadership ability.::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::This is a tough one - cant read peoples minds. <BR>I am usually challenged by the most senior <BR>people at the office. There may be some <BR>reluctance by other people to disagree with me <BR>because of my relation to Bill.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::The sales team can do this well, I am not sure <BR>about other departments. &?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&&&?xxx?xxx?xxx?xxx?4::&&?xxx?xxx?xxx?3?xxx::Occasionally, it might be important for a leader <BR>to "fall on the sword" for a team member. So <BR>while the individual make take the personal <BR>responsibility, the leader ought to take the <BR>blame. &?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&Providing Criticism
<BR>Confrontation resolution
<BR>Delegation ::
Not Scored by Definition