You can not select more than 25 topics
Topics must start with a letter or number, can include dashes ('-') and can be up to 35 characters long.
17 lines
2.2 KiB
17 lines
2.2 KiB
rutgers&darrick.santamaria&TB_Label&6.0.0&&&TB_Label&&&terry@tgwall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N
|
|
|
|
|
|
|
|
|
|
0.unlimited....1.&TB_Peer.001&TB_Peer.002&TB_Peer.003&TB_Peer.004&TB_Peer.005&TB_Peer.006&TB_Peer.007&TB_Peer.008&TB_Peer.009&TB_Peer.010&TB_Peer.011&TB_Peer.012&TB_Peer.013&TB_Peer.014&TB_Peer.015&TB_Peer.016&TB_Peer.017
|
|
&?0=0?1=0?2=0?3=0?4=0::P1.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P1.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P1.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P2.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P2.0:1:5:0&?0=0?1=0?2=0?3=0?4=0::P2.0:1:5:0&?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::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&::P6.0:1:1:0
|
|
&?xxx?xxx?2?xxx?xxx::Eric can be very animated and passionate. He <BR>should co-developing ideas with the team, instead <BR>of developing his own ideas before collaboration <BR>has started. &?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?xxx?4::Eric sometimes promotes collaboration to an <BR>extreme - to the point where work cannot be done <BR>unless the entire team is present. He needs to <BR>learn delegate and trust team members to <BR>independently take on specific tasks.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::Eric collected tons of data (conference calls)- but <BR>then had difficulty translating that data into a <BR>strategy and/or list of recommendations. &- Strategic Thinking
|
|
<BR>- Delegating / Trust in the Team
|
|
<BR>- Analysis Paralysis / Divide the problem into
|
|
<BR>pieces and solve one thing at a time, instead of
|
|
<BR>trying to tackle everything at once. ::Eric met his commitments throughout the project, <BR>but the quality of his work was sub par to the <BR>rest of the group. He should focus on <BR>understanding the big picture and solving <BR>strategic issues, rather than focusing on the <BR>small, un-important details.
|
|
Not Scored by Definition
|
|
|
|
|
|
|
|
|
|
|