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17 lines
3.7 KiB
17 lines
3.7 KiB
tgwall&mholmdal&TeamAP&6.0.0&&&TeamAP&&&terry@tgwall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N
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1.1.o.o.o.1.&TeamAP.001&TeamAP.002&TeamAP.003&TeamAP.004&TeamAP.005&TeamAP.006&TeamAP.007&TeamAP.008&TeamAP.009&TeamAP.010&TeamAP.011&TeamAP.012&TeamAP.013&TeamAP.014&TeamAP.015&TeamAP.016&TeamAP.017&TeamAP.018&TeamAP.019&TeamAP.020&TeamAP.021&TeamAP.022&TeamAP.023&TeamAP.024
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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
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&assist the president with his daily routine with an eye toward creating/maintaining an imagine for both him as well as his company, both internally and with customers, vendors and the public.::&being a good listen, good communicator::&some employees buy into keeping me in the loop in an effort to work more effectively with the President without wasting his time or their time. Not all employees see the value in doing this. I dont believe anyone follows a model or theory. ::&there is no measure of teamwork improvement that I am aware of::&?xxx?xxx?2?xxx?xxx::again, some people get it and some dont&?xxx?xxx?2?xxx?xxx::depends on the players. &?xxx?xxx?2?xxx?xxx::not as much consistency here as I would like to see, however, it is the same players who are consistent and who are not consistent&?xxx?xxx?xxx?3?xxx::have not had a specific instance where this has been a problem in my presence, whether it concerned me or not.&?xxx?xxx?xxx?3?xxx::not a problem with the people I work with (executive team, i.e. Pres, CFO, COO, VP) on daily basis&?xxx?1?xxx?xxx?xxx::there tends to be overlap in responsibility. there is duplication of effort, I believe, because when the company was small, everyone did everything. As the company grew, there wasnt a clear delineation of responsibilities with new people/positions/etc.&?xxx?1?xxx?xxx?xxx::I do not believe there is a process for sharing information on a regular basis. Except for the weekly business unit meetings, there is not process for communicating company information to employees. It is hit or miss and again, I believe it is a result of growing pains.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::theres always blame game/finger pointing activity and it is usually behind peoples back&?xxx?xxx?2?xxx?xxx::I sometimes hear/read credit where credit is due&?xxx?1?xxx?xxx?xxx::not convinced that team members are aware of other peoples unique perspectives and backgrounds . . . &?xxx?xxx?xxx?3?xxx::business/unit performance, yes&?xxx?xxx?xxx?3?xxx::I believe thats the intent, but Im not convinced that is the way it necessarily plays out&?xxx?1?xxx?xxx?xxx::were all on our own in that regard&?xxx?1?xxx?xxx?xxx::I dont see it from where I sit, but I dont believe I would see it necessarily.&?xxx?1?xxx?xxx?xxx::I would say, no. People dont like change and I have seen/heard grumbling when there has been change, i.e., new employees arriving unannounced, new policies that are aired, but unwritten, changes in offices, expansions, etc.&?0?xxx?xxx?xxx?xxx::goals are not clear other than the goal in increase, improve new business&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::sometimes too strongly
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