tgwall&erica.bertoli.civ&360_pass&6.0.0&&&360_pass&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N 0.1.o.o.o.1.&360_pass.001&360_pass.002&360_pass.003&360_pass.004&360_pass.005&360_pass.006&360_pass.007&360_pass.008&360_pass.009&360_pass.010&360_pass.011&360_pass.012&360_pass.013&360_pass.014&360_pass.015&360_pass.016&360_pass.017&360_pass.018&360_pass.019&360_pass.020&360_pass.021&360_pass.022&360_pass.023&360_pass.024&360_pass.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 &Marlaina is the chief of the Employee Resources Branch. The majority of the focus on the branch are the various functions related to human resources, training, human capital, labor, and all aspects of employment. In addition the Educational Outreach program falls under this branch, which is an external program for students off post within the surrounding community.::&Marlaina seldom demonstrates anything other than calm, even in the face of competing priorities and within a rapid change enviornment. She is open to the opinions and expertise of her subordinates and does not view negitivly those who disagree, provided the person can explain why. She is fair in her handeling of the various members of her branch.::&Marlaina attended the "Emerging Leader" cohort - so she has been exposed to the 4-color theory. As to a specific model or theory - I do not know if she adhears to one over the other.::&Marlaina has asked me for direct feedback both as it relates to her general position and as it relates to specific instances. She is always open to what that feedback is. While I have not had the cause/opportunity to give her negative feedback at those time, I do not doubt that she would welcome it, provided it was fair and able to be substantiated. On those occasions where I have brought her an issue that was bothering me, or an item related to her actions in her role as my supervisor, she has always listened openly and been willing to discuss my views.::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::While I cant speak for "people" I know that I have on occassion disagreed with reccomendations Marlaina made. In those instances, she has listened openly to my thoughts. On those occasions where her directives were driven by bigger picture informaiton, she has shared that with me and explained her thinking. In other situations, she has deferred to my point of view. Either way, I always feel heard.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::Marlaina is actually very good about listeneing cues such as turning away from her computer, not answering the phone (unless it is urgent) and giving the speaker undivided attention.&?xxx?xxx?2?xxx?xxx::Marlaina will, at times, hold her cards close to her vest. This is not a negative, but is sometimes a necessity. To that end, she is not always easy to read at all. She is however, uniformly professional in how she treats people.&?xxx?xxx?xxx?xxx?4::The branch has a great deal of expertise amongst its staff.&?xxx?xxx?2?xxx?xxx::There are sometimes lags between decisions being made amd news of that decision passing down. This is sometimes due to a lack of communication from above Marlaina (and sometimes due to the sensitivitiy of informaiton and what can be disseminated). However, there are times where the "rummor mill" will report informaiton before it is received formally - which can lead to uncertianty.&?xxx?xxx?xxx?xxx?4::Generally, Marlaina is open to the opinions of others. In my personal experainaces, I can not think of a time when she has shut me down without at least hearing me out.&?xxx?xxx?xxx?xxx?4::As far as my own experiances, Marlaina does not let a situation fester, but instead will discuss it in an open but non threatening way,&?xxx?xxx?2?xxx?xxx::THis is hard to comment on - being internal to the branch. However, I think that Marlaina leads in a way that people are not afraid of making mistakes and any tendency towards the "blame game" is not a reflection of fear of repaisal but personal tendency on the part of some staff members.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?1?xxx?xxx?xxx::I can only speak to my experiances and that of the individuals on my team. Marlaina generally does not have face to face discussions about performance. However, if there is an issue I am secure in the knowledge that she will let me know, and conversly, if I have questions or require specific feedback, her door is always open.&?xxx?xxx?xxx?xxx?4::From my vantage, Marlaina give me a significant level of autonomy to complete my work. She allows my past performace to predict success and therefore allows me to be responsible for my area.&?xxx?xxx?2?xxx?xxx::I dont know&?xxx?xxx?xxx?3?xxx::I think most of the dissatisfaction is traced to things well beyond Marlainas control, and in the time she has been here, there has been a marked improvement in her branch in terms of moral and communicaiton.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&1.) Timeliness of communication - especially for the "little things" that others hear first due to proximity - and are sometimes left to the "grapevine" for those who are not always on site to hear.

2.) Staff Developmet - Looking for opportunities for staff to grow and develop, initiating conversations with staff members about career goals and career planing

:: Not Scored by Definition