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17 lines
4.8 KiB
17 lines
4.8 KiB
tgwall&jsilverstein&LAP_3&6.0.0&&&LAP_3&&&terry@tgwall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N
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0.1.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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&::&::&I cant say that Im familiar with any formal models of leadership. In working with colleagues/subordinates, I try to show them a level of respect that I hope will translate into a desire on their part to contribute their best efforts.::&By measuring the extent to which people will go out of their way to make time for a requested project. The "leaders" in my firm have the ability to get others to work on a project for them, no matter how busy they otherwise are. Along these lines, if I am getting people to work on projects for me, then I feel like I must be becoming a better leader. To the extent that they say that they are too busy to work on a requested project, then I feel like they are not willing to put in the extra effort for me and I must not be a good or respected leader. ::&?xxx?1?xxx?xxx?xxx::I think sometimes I havent felt like I belong on the team and thus sometimes compensate by badmouthing others on the team.&?xxx?xxx?2?xxx?xxx::I honestly dont like it when others disagree with my point of view, so I dont think I can be encourging this behavior too much.&?xxx?xxx?2?xxx?xxx::I tend to seek the loyalty of others (particularly subordinates) by commiserating with them about their difficult situations. Sometimes I feel like Id rather be leading through positive influence instead of joining them in their misery.&?xxx?xxx?xxx?3?xxx::I usually try to give my undivided attention when someone comes into my office, closes the door, and begins to confide in me.&?xxx?xxx?xxx?3?xxx::I usually provide very positive feedback if I am happy with someone and avoid them if Im not. So, I think that my behavior does let people know where they stand with me.&?xxx?xxx?xxx?3?xxx::I think we all understand that our purpose is to provide high quality, responsive legal services as efficiently as possible.&?xxx?xxx?xxx?3?xxx::I do try and consult with others who will be affected by major decisions that I may be making.&?xxx?xxx?2?xxx?xxx::As noted above, I honestly cant say that I like hearing other peoples points of view, so my behavior likely doesnt demonstrate that Im genuinely interested in hearing their point of view.&?0?xxx?xxx?xxx?xxx::I tend not to say anything and instead show them that Im unhappy by avoiding them later.&?xxx?xxx?2?xxx?xxx::I think that the people who surround me at work are, as a general matter, very defensive about doing anything wrong. &?xxx?xxx?2?xxx?xxx::As noted above, I tend instead to foster teamwork through commiseration.&?xxx?xxx?2?xxx?xxx::Because of the strict hierarchy at my firm, I think that people are often not teated as individuals.&?xxx?xxx?2?xxx?xxx::I have mentoring meetings with certain of my direct reports on a quarterly basis.&?xxx?xxx?xxx?3?xxx::I try to do this by not micromanaging. I hope that people will, as a consequence, take personal responsibility for their actions.&?xxx?1?xxx?xxx?xxx::I tend not to do this very often.&?xxx?xxx?2?xxx?xxx::The firm has always led a schizophrenic life of trying to be both a "big player" but also a "lifestyle firm." As of the last few years, the firm has focused less on being a lifestyle firm. This has created a clear division among the ranks about the direction that were going.&?xxx?xxx?2?xxx?xxx::Historically, I have not demonstrated this, but I feel like it is something that I am changing.&?xxx?1?xxx?xxx?xxx::My goals are usually driven on an individual level and are not necessarily aligned with the companys purpose.&?xxx?xxx?xxx?3?xxx::I do try to be empathetic when people confide in me.&?xxx?xxx?xxx?3?xxx::I do try to let direct reports know exactly what I will be looking for them to prepare or produce.&1. Leading with a positive influence.
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<BR>2. Public speaking skills.
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<BR>3. Listening skills.
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Not Scored by Definition
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