survey-manager/survey-nginx/secure_html/tests/complete/tgwall.jeffrey.t.hoppe.civ3.LAP_3

tgwall&jeffrey.t.hoppe.civ3&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
&To develop the next generation SATCOM on the move systems for the Army, and to support other organizations with systems engineering toward that goal.::&Consensus Building:  Building a consensus requires the ability to talk to others in a conniving manner, and to see where people might have areas of conflict, and approach those areas appropriately.   My approach to consensus is rather straight forward:  I believe that we are all part of the larger Army organization trying to do what’s right for the solider, and I don’t have any hidden personal agendas for self advancement (etc.), so I like to be as transparent as possible when I am building consensus.  
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<BR>Honesty: I do what I say, and say what I do.  
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<BR>Delegate: Where natural delegation occurs, I am good at relinquishing control to my team members and co-workers.   I have a good read on what people can and can’t do, so I know who I can delegate what tasks to.   I don’t micro-mange, I trust my team members to do their job, and give them the resources they need to get the job done.  As an example, one of my team members has a team of his own.  I make sure to ask him so I can de-conflict if I need to utilize the team members that he manages.    The challenge I have with delegation comes from my ability to organize.  A person who is really good at organizing understands the inherent tasks to get from one point to another and can clearly define these independently achievable tasks so that delegation occurs in equal proportion.  I have trouble seeing all the intermediate steps, so when I delegate the work load is typically not as equally proportioned as I would like.  I am good at using flexibility in my projects to rectify this.
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<BR>Organization and Attention to Detail:  I am not a natural organizer, so I take a different approach to detailed planning.  My strength in organizing and developing project plans comes from the fact that I enjoy the technical details, and understand that technical details can make or break a project.  Once I understand the technical details, I create a plan and use flexibility, and my understanding of the customer’s requirements to overcome the challenges that I face.   I use expectation management early in my programs so that the customer knows he/she will get what they need, but they will need to be flexible on how we get there.
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<BR>Accept Responsibility:  Good or bad, I accept responsibility for my actions or the actions of me or my team members.  
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<BR>Communication with the customer:  Understand the intent of the customer and don’t compromise on what is important.  It is important to understand the intent of each requirement from the perspective of the customer.  This understanding comes through communication with the customer.  In particular, listening to what the customer says and trying to find the root cause of their requirements.  It is typical that when I have a conversation with a customer that we both come out with a better understanding of the requirements.   By thoroughly understanding the requirements I understand what the customer can and can’t compromise on.
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<BR>Communication with Co-workers/Management: One half of communication is listening.  I listen to my team members / managers when they talk. I think everyone has an important and unique perspective.   
<BR>I am good at communicating with the people who are directly responsible for aspects of projects that I am working on or managing.  Communication to the upper chain of management is something I keep up with consistently, and I follow the chain of command as much as possible so that the branch chief is never surprised.
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<BR>Flexibility:  There are many unknown requirements that are put on a project when working in a large organization.  As a leader, I use flexibility as a one of my tools to overcome requirements that greatly impact the project/program.  With a thorough understanding of what’s important to the customer, there are typically many ways to achieve the same objective. 
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<BR>Commitment: I am not going home early while the remainder of the team is doing the work.  I am down in the trenches doing the work with them.  However, family comes first, so it is important that we don’t have too many late nights. This applies to me and my team members.
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<BR>Positive attitude and re-enforcement: I thank my team members for their work, and tell them when they have done a good job.  I believe a problem is only a challenge to overcome, this is the positive attitude I show my team members.
<BR>Be approachable, but also know that time to execute means time undisturbed.  I have an open cube policy, but will find a place to be alone if I need time to execute.
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<BR>Be inclusive as a leader, but not overly.  Take into account the perspectives of stakeholders before making a decision, but decisions by committee will slow you down.  
<BR>::&Lead by example.  I believe a solid foundation of morals and values is a way to improve leadership among my team.  These values my answer to question 2.::&I have three team members that work directly for customers.  I have regular contact with those customers to ensure that the team members are performing up to expectations.  These team members are in leadership positions, so part of that interaction with these customers is an indicator of the leadership performance.  
<BR>For team members that work directly for me on a daily basis, I see their leadership capabilities on a regular basis at meetings and interactions with our customers.  If there is a problem in leadership it will be recognized.  The team member would be made aware of the problem, and a path toward improvement would be generated.   This has been done on several occasions with my team members.  However, actual written documentation of these interactions should be documented. 
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<BR> If leadership performance is exceptional, this too would be documented.  We are currently in the process of developing an honorary award for one of my employees.
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<BR>In the spirit of transparency: I send all my ratings comments to both my supervisor and the employee. 
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<BR>I do not have any formal processes that measure, “leadership improvement”.
<BR>::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::I have had to make my direct reports aware that they are blaming others when they could have done more.  &?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::I could do better in assigning deadlines (actual times), and writing down what I want vs. delegating orally.&Organization/Detiled Planning.
<BR>Documenting Problems/Successes.
<BR>Delegation.::
Not Scored by Definition