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17 lines
8.7 KiB
17 lines
8.7 KiB
tgwall&bparvey&LAP_3&6.0.0&&&LAP_3&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N
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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
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&::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
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&Develop, finance and manage clean energy
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<BR>infrastructure projects for institutions and
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<BR>governments.::&FORTITUDE in guiding the project team through
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<BR>to successful completion.
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<BR>HONESTY and fair dealing with all.
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<BR>PRUDENCE in understanding the many
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<BR>personalities needed to complete a project and
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<BR>the rugged road that must be navigated
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<BR>effectively to bring complex projects to
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<BR>fruition.
<BR>RESPECT for others, different company cultures
<BR>and processes.
<BR>Strive for EXCELLENCE in all undertakings, as
<BR>our reputation is our value.::&Guided Intuition:
<BR>I just made that up while contemplating
<BR>leadership and experience. While I have
<BR>participated in leadership conferences and
<BR>studied excellence in political and business
<BR>leadership since my youth, I have found that my
<BR>mentors, who have been so generous with their
<BR>time and wisdom, and trusting, with faith, my
<BR>own intuition have helped me understand and
<BR>improve leadership. ::&In terms of measuring results, I have set out
<BR>short (Quarterly), medium (1 year) and long
<BR>term (3-5 year) quantifiable goals. The 3-5
<BR>year aspirations become targets, the 1 year are
<BR>goals and the Quarterly become actions. To meet
<BR>those actions, I use a Management
<BR>Accountability Plan, which lays out the manner
<BR>in which those quarterly actions will be
<BR>achieved and those with whom interaction is
<BR>essential to ensure accountability. If the
<BR>annual goals are hit, I know that I have had
<BR>some improvement in leadership and the same
<BR>goes for a management team. That is how I
<BR>measure improvement in results, yet real
<BR>improvement in leadership has come when I have
<BR>been challenged and whether I succeeded or not,
<BR>felt that I had earned the respect of others
<BR>through honesty and fair dealing and found the
<BR>strength and fortitude to become a better
<BR>leader. ::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::Many people come to me to discuss personal and <BR>professional matters and I try to make every <BR>effort to listen and focus on them. This is <BR>something I noticed needed improvement about 6 <BR>years ago and have really worked on. &?xxx?xxx?xxx?3?xxx::I am very honest and straightforward with people, <BR>yet if their standing is not positive, I do not <BR>endeavor to make them uncomfortable.&?xxx?xxx?xxx?3?xxx::The complexity of our projects makes it difficult, <BR>which is why we worked hard to implement a less <BR>complex marketing and client relations strategy. &?xxx?xxx?xxx?3?xxx::I regularly seek input from as many <BR>stakeholders as possible and value informed <BR>decision making. The sensitivity of a decision <BR>determines who should be consulted.&?xxx?xxx?xxx?xxx?4::In most meetings, I ask for the point of view of <BR>those involved. Many times, I will reserve my own <BR>point of view until I have heard that of others. &?xxx?xxx?2?xxx?xxx::There is a difference between doing something <BR>wrong and performing poorly. Doing something <BR>wrong should be confronted immediately, <BR>irregular performance should be examined to <BR>understand the underlying cause. If it is a <BR>capacity issue, it may not be resolved, but if <BR>it is an external cause, it may perhaps be <BR>fixed for the better. &?xxx?xxx?xxx?3?xxx::I have been blessed to work with outstanding <BR>professionals who generally take ownership of <BR>their duties and communicate effectively with <BR>team members, client and professionals <BR>associated with our projects.&?xxx?xxx?xxx?3?xxx::As all current projects are joint venture <BR>collaborations, I promote teamwork daily among our <BR>project teams to advance projects to completion. &?xxx?xxx?xxx?xxx?4::People are all so different and the diversity <BR>of backgrounds, personalities and opinions make <BR>interaction an ever enlightening experience. <BR>Everyone sees the world through their own eyes, <BR>so you must value the individual to make any <BR>connection. &?xxx?xxx?xxx?xxx?4::We do weekly calls with our project team to <BR>update accountability. Although they are not <BR>direct reports, we do mutual accountability <BR>reviews. Until last year, I did quarterly <BR>performance reviews with my employees.&?xxx?xxx?xxx?xxx?4::Whether it is business or civic, the <BR>organizations I have led always promote <BR>positive performance and accountability through <BR>setting plans of action and assigning tasks to <BR>those who can get them done.&?xxx?xxx?2?xxx?xxx::I am not sure whether it is significant in <BR>terms of time, but a few times a week, others <BR>come to me for guidance on how to advance a <BR>matter or improve the process to achieve <BR>success. &?xxx?xxx?xxx?3?xxx::Our team members on projects, have been well <BR>pleased with our progress and direction, although <BR>the time to get there has been long.&?xxx?xxx?xxx?xxx?4::From inception, we referred to our company as <BR>nimble and have remained adaptable to change, <BR>which is a constant. &?xxx?xxx?xxx?xxx?4::The stated goals for our company and project <BR>team members has been clear and regularly <BR>communicated to make sure that our interests <BR>are aligned. Undertaking complex legal, <BR>financial and technical projects at risk with <BR>out partners necessitates clearly articulated <BR>aligned goals. &?xxx?xxx?xxx?xxx?4::I have always endeavored to be quite in tune <BR>with others and be a trusting and caring ear. <BR>Many people come to me with various issues and <BR>I am regularly humbled by so many who wish to <BR>confide in me. I try to listen, be empathetic <BR>and assist in any way I can. &?xxx?xxx?xxx?3?xxx::As stated in earlier responses, I like to make <BR>specific plans of action and assign <BR>accountability and deliverables. That being <BR>said, sometimes, people have to take initiative <BR>and be given some latitude to surprise you with <BR>their own intelligence and creativity. Some <BR>peoples expectations of themselves are greater <BR>than what the task may require, which can <BR>produce superior work product.&CIRCUMSPECTION - constant emails, texts,
<BR>calendar invites and alerts. Is it productivity
<BR>or just noise? The path to success in
<BR>leadership is undoubtedly not paved with mobile
<BR>devices. The best plans laid and the best
<BR>decisions made are those that require thought,
<BR>contemplation and consultation with wise and
<BR>virtuous partners, friends and mentors.
<BR>
<BR>TIMELINESS- Being highly scheduled in order to
<BR>meet the demands of family, business and civic
<BR>life makes it difficult to get back to everyone
<BR>timely. I try to respond quickly to all
<BR>necessary actions, yet can always improve in
<BR>ways to be responsive in a timely manner.
<BR>Organization and prioritization are the paths
<BR>to improving timeliness.
<BR>
<BR>FOCUS- Substantial success in a few clearly
<BR>defined and quantifiable goals is far more
<BR>effective than allowing others to pull you in
<BR>directions that may lead to numerous small
<BR>successes. By necessity over the last year, I
<BR>made a determination to focus on the most
<BR>important and profitable projects and not be
<BR>distracted by the whims of others or the bright
<BR>shiny objects they present. This has started to
<BR>prove effective and I hope to improve this
<BR>focus further of the next year. I think it was
<BR>in the book "Mastering the Rockefeller Habits"
<BR>that it describes how it is easier to push one
<BR>bolder up a hill at a time than try to get a
<BR>million pebbles up the same hill. With focus
<BR>and a plan in place, I will get the boulder up
<BR>the hill. ::
Not Scored by Definition
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