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17 lines
6.3 KiB
17 lines
6.3 KiB
tgwall&pwalsh&360_gutl&6.0.0&&&360_gutl&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N
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0.1.o.o.o.1.&360_gutl.001&360_gutl.002&360_gutl.003&360_gutl.004&360_gutl.005&360_gutl.006&360_gutl.007&360_gutl.008&360_gutl.009&360_gutl.010&360_gutl.011&360_gutl.012&360_gutl.013&360_gutl.014&360_gutl.015&360_gutl.016&360_gutl.017&360_gutl.018&360_gutl.019&360_gutl.020&360_gutl.021&360_gutl.022&360_gutl.023&360_gutl.024&360_gutl.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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&The Company primarily provides electrical and general contracting services with affiliated companies providing electrical testing and cell tower maintenance services.::&Jim is very open in his communication to his fellow employees (including those working under him) and everyones roles and responsibilities appear to be clearly defined. In my experience with this Company all members of Jims accounting department appear to work well as a team within these roles.::&I would say the Transactional model applies best, whereas this model emphasizes structure and bases the organizations success on following the roles and responsibilities established (the chain of command).::&In others - Jim appears to measure leadership in others when that individual proves to him that they are capable to the task. Once Jim sees that they can handle the tasks assigned, he then expects that person to take ownership and seek out other taks (constantly growing and not just settling in their accomplished task). Jim has communicated to me that there are individuals in his team that fall into both categories (individuals that take on added responsibility and have the desire to grow and individuals that are comfortable performing their current tasks) and that is a clear indication to him of their leadership capabilities.
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<BR>In himself - I would say Jim measures leadership improvement in himself based on the interaction of his team and their cohesion in performing their roles. The more the team works together without "incident" then the more effective he views his leadership ability.::&?xxx?xxx?xxx?xxx?4::In my experience, Jim puts the Company before himself and devotes whatever time and effort needed to accomplish the department goals. It also appears this affects Jim personally (has seemed "overworked" in the past, but this is also due to his tendency to hold on to work rather than delegate). &?xxx?xxx?xxx?3?xxx::From my experience with Jim (and also with his team) he encourages two-way communication. He is very transparent and expects his co-workers to be the same. Jim always encourages a dialogue.&?xxx?xxx?xxx?3?xxx::Same comment as #7. Jims actions are transparent and he is very direct in his communication and his behavior is always "company first".&?xxx?xxx?xxx?3?xxx::I have never seen Jim dismiss anyone or half-heartedly listened to an employee (whether business related or personal). As I said above, Jim always encourages dialogue and open, two-way communication.&?xxx?xxx?xxx?xxx?4::See previous comments - this is Jims nature. He is honest with you, whether the the truth is positive or negative.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::When you have demonstrated to Jim that you have leadership skills (as noted before - this occurs when you have proven your technical ability and have shown a desire to take ownership and take on more responsibility) Jim will value your opinion.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::Jim is very transparent and honest and he definitely pulls no punches when addressing any issues he may have with a team member. Not frequently, but I have witnessed a few instances where these confrontations resulted in Jim getting very emotional. While his words or actions were never inappropriate, it did escalate the confontation beyond a standard casual conversation.&?xxx?xxx?xxx?3?xxx::I have rarely seen any blame games being played. Jim is up-front and takes responsibility for his actions and from what i have seen members of his team act the same way.&?xxx?xxx?xxx?3?xxx::From my experiences, Jim promotes interaction within his team and stresses the roles and relationships between levels.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::I have no experience with the Companys formal review policies but from my experience, Jim is open with communication and provides individual feedback on an ongoing basis&?xxx?xxx?xxx?xxx?4::Jim takes efforts to ensure the roles and responsibilities established within the accounting department are followed and Jim appears to hold individuals responsible for these roles and responsibilities.&?xxx?xxx?xxx?3?xxx::As noted above, Jim always encourages dialogue and has shown patience in training others (includig explaining not just the procedure but how the procedure fits into the overall departments goals).&?xxx?xxx?xxx?3?xxx::I cannot answer this (not in the Company)&?xxx?xxx?2?xxx?xxx::From my experiences Jim is hesitant to deviate from his established procedures (but I am not a member of his team or the Company and only witness his interactions for a two-week period each year).&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::Jim appears to understand and consider each persons individuality when dealing with team members.&?xxx?xxx?xxx?xxx?4::Jim is very transparent and direct in his expectations and roles and responsibilities appear to be clearly defined.&1 - Delegate more work and allow more responsibility to fall to his team (Jim should only handle top-level issues - this would also cut down on the amount of hours he puts in (which appears to be a lot) and consequently his stress level).
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<BR>2 - Maintain emotions when dealing with individuals and stressful situations.
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<BR>3 - ::
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Not Scored by Definition
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