survey-manager/survey-nginx/secure_html/tests/complete/tgwall.theresa.j.bickler.civ.LAP_3

tgwall&theresa.j.bickler.civ&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
&The CERDEC Chief Information Office provides the underlying infrastructure for CERDEC to execute its mission.  The CIO is responsible for the following protfolio areas: networks, lab infrastructure, records management, privacy, forms management, policy management, knowledge management, information management, information technology, information assurance, conferencing, graphics, help desk, and technology.  The purpose is to allow for efficient, effective execution of the mission.::&My employees dedication to the success of CERDEC and CIO initiatives and their willingness to go above and beyond even at personal sacrifice to themselves and their families.  Many times, they have stayed late or worked weekends just to ensure that my briefing materials for a decision brief to the Senior Leaders was complete, and comprehensive.  My ability to communicate important ideas in a concise impactful manner to both the engineering community in CERDEC and to the Senior Leaders (acting as abridge and being able to communicate value and impact).  My ability to plan, manage, and execute large technology rollouts in the organization with little resources.  My ability to get a seat at the table to have one on one communication with the Army AMC CIO/G6 and that he calls me to discuss high level issues.  He has also trusted me with managing work outside the CERDEC organization.  ::&I read leadership books and authors based on interest (Stehpen Covey, Viktor Frankl, The No As***** Rule, etcetera).  I follow personality assessment models and how they work to make up a successful team.  I respect the leadership qualities and philosophy of Sherly Sandberg and have read her book, Lean In.  I also read books about self improvement.::&I do not have quantitative data for my leadership improvement, but I have twice received feedback from the people who work for me on my management style and their views of my leadership and have made adjustments.  I know I have made improvements in the comments I receive back from the employees that have been with me for a long time.  We have a customer survey specific to the CIO and receive feedback that way and make improvements based on that.  ::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::I have a strong personality and I am very aware that if not kept in check, a more timid personlaity will have difficutly expressing their views.  I am very conscious of this and have made many adjustments to hopefully foster a welcoming environment for this.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::On an extremely busy day, there are times when people come to talk to me and I am listening and emailing at the same time.  I have definitely made this mistake in the past without even thinking.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::This will depend on the type of decision (personnel, program, budget, etcetera). &?xxx?xxx?xxx?3?xxx::I do have a very short tolerance for the reiteration of ideas that have been brought forth and already addressed as not applicable or able to be implemented.  &?xxx?xxx?xxx?3?xxx::This can make me uncomfortable especially if I know that the person is not going to take it well, so I may take a day or two to put all of the data together and decide my exact approach before discussing.  If it is an obvious correction that all can benefit from, i may do it in the cube farm. I.e. the attitude someone may use to address a customer.&?xxx?xxx?xxx?xxx?4::I would say that this is true almost 100% of the time.&?xxx?xxx?xxx?3?xxx::I have very few ways to award the hard work my team does so I try to verbally congratulate them as often as I can.  I will also send them notes in email.  If applicable time off awards. I do not make enough time to properly reward my people.  That is a weakness.&?xxx?xxx?xxx?3?xxx::&?xxx?1?xxx?xxx?xxx::This is a definite area for improvement.  Most of my performance corrections will come as I see them in a very short 5 minutes or less conversation.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::Area for improvement and an area I would enjoy.  &?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&Personnel management (how to make the best use of my time in working with personnel from a perofrmance improvement standpoint).
<BR>Resource management ( how to do more with less)
<BR>Effective communication with Senior Leaders::
Not Scored by Definition