anomalist
/
survey-manager
1
0
Fork 0
Code Issues Pull Requests Projects Releases Wiki Activity
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.
6 Commits
1 Branch
0 Tags
244 MiB
 
 
 
 
 
 
Tree: 37aefb939a
Branches Tags
${ item.name }
Create tag ${ searchTerm }
Create branch ${ searchTerm }
from '37aefb939a'
${ noResults }
survey-manager/survey-nginx/secure_html/tests/complete/tgwall.Duvak.history

17 lines
40 KiB
Raw Blame History

04-Jan-2013 19:55:25 GMT<<>>tgwall&eugene&Duvak&6.0.0&&&Duvak&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>0.1.o.o.o.1.&Duvak.001&Duvak.002&Duvak.003&Duvak.004&Duvak.005&Duvak.006&Duvak.007&Duvak.008&Duvak.009&Duvak.010&Duvak.011&Duvak.012&Duvak.013&Duvak.014&Duvak.015&Duvak.016&Duvak.017&Duvak.018&Duvak.019&Duvak.020&Duvak.021&Duvak.022&Duvak.023&Duvak.024&Duvak.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<<>>&Mr. Duvak is the Division Chief for the Systems Engineering
<BR>Analysis Modeling and Simulation (SEAMS) Division. He
<BR>provides vision and guidance to the four branches in his
<BR>division that focus on systems engineering,
<BR>Modeling/Simulation/Data Collection and Analysis, Reference
<BR>Implementation, and Architecture Standards.
<BR>
<BR>Dans division focuses internally on research and
<BR>development efforts that facilitate the evolution of C4ISR
<BR>systems for the US Army as well as Near term systems
<BR>engineering and analysis efforts for external customers such
<BR>as ASA(ALT) and the Army CIO-G6::&Dan has the ability to organize and synchronize the internal and
<BR>external efforts within his division and leverage these pieces to
<BR>move toward a common goal for his organization. Dans vision is to
<BR>ensure that the work and products developed by his division are
<BR>relevant to the Army and provide overall impact to the C4ISR
<BR>community. <BR> <BR>As a good leader Dan tends to think strategically in general and <BR>tactically when needed. Dan avoids micro-management and empowers <BR>his branch chiefs to do their job and rarely intervenes unless <BR>necessary. Dan is proactive, capable of managing issues before <BR>they become issues or before they escalate. Dan makes conscious <BR>decisions on staffing and technical efforts with long term end <BR>states in mind. ::&As previously mentioned, Dan is all about strategic <BR>leadership and focuses on hiring and empowering the <BR>right leaders to manage day to day operations of the <BR>four branches in his division while being able to <BR>dig into details as needed. ::&Dan values independence and ability to set goals for oneself given <BR>well defined leadership guidance. Dan provides a generic set of <BR>goals for his division/products and allows dedicated, independent, <BR>and motivated people to execute those goals. <BR> <BR>For example, Dan holds weekly branch chief meetings where he <BR>discusses goals, issues, and direction. Using venues like this <BR>Dan is able to measure performance of each branch/individual and <BR>determine how well a project/task is going. Using these types of <BR>tools Dan is able to help grow and mold leaders.::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::Dan is always open to disagreements provided that <BR>they are done in a respective manner.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::Because of Dans heavy workload, it is sometimes difficult <BR>to pull his gaze away from his current work right away. <BR>However, when you have his attention, it is his full <BR>attention.&?xxx?xxx?xxx?xxx?4::Dan is not two-faced. His opinion of you is not a <BR>secret, and in most cases they are always <BR>favorable. He has the ability to see the positive <BR>in all people.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::As stated before, Dan is proactive.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::Dan values unique perspectives, values, and <BR>backgrounds.&?xxx?xxx?xxx?xxx?4::I believe it is actually on a weekly basis.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::Dan is very knowledgeable in all things spectrum and <BR>antennas and is always interested in discussing <BR>technical and programmatic aspects.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&::<<>>Not Scored by Definition 07-Jan-2013 14:26:51 GMT<<>>tgwall&angelo.libertino.civ&Duvak&6.0.0&&&Duvak&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>0.1.o.o.o.1.&Duvak.001&Duvak.002&Duvak.003&Duvak.004&Duvak.005&Duvak.006&Duvak.007&Duvak.008&Duvak.009&Duvak.010&Duvak.011&Duvak.012&Duvak.013&Duvak.014&Duvak.015&Duvak.016&Duvak.017&Duvak.018&Duvak.019&Duvak.020&Duvak.021&Duvak.022&Duvak.023&Duvak.024&Duvak.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<<>>&He is the Chief of the SEAMS Division responsible for creating a Vision and Mission to support the CERDEC STCD Vision.::&Good communication skills, fair interpersonal skills, provides pro-active support for problems that are hard to resolve and need elevated, very approachable. ::&Dont know.::&360 survey is a great start in getting feedback from his leadership team and peers.::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?1?xxx?xxx?xxx::No fault of the individual being rated, without front office continuity, this will be a challenge over the next several months.&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?0?xxx?xxx?xxx?xxx::Montly discussions are not required. Bi-annually is required and this individual meets the mark.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::Again, reflects more on the front office and gaining continuity no fault of the individual being rated. Again, this will be a challenge over the next several months.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&active listening <BR>interpersonal skills - spending a litte more time out of the office talking with folks than in the office <BR> <BR> <BR>::<<>>Not Scored by Definition 07-Jan-2013 17:19:30 GMT<<>>tgwall&ronald.s.kane.civ&Duvak&6.0.0&&&Duvak&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>0.1.o.o.o.1.&Duvak.001&Duvak.002&Duvak.003&Duvak.004&Duvak.005&Duvak.006&Duvak.007&Duvak.008&Duvak.009&Duvak.010&Duvak.011&Duvak.012&Duvak.013&Duvak.014&Duvak.015&Duvak.016&Duvak.017&Duvak.018&Duvak.019&Duvak.020&Duvak.021&Duvak.022&Duvak.023&Duvak.024&Duvak.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<<>>&To provide systems engineering, architecture, and modeling and simulation support for the development of army communications networks. <BR>::&Technical competance, understanding of current and future issues, organizational knowledge and interpersonal communication skills.::&It appears that his leadership style is highly situational using a highly directive approach when employees are less knowledgeable in specific tasksand a very laissez-faire style when employees are very knowldegeable and motivated on assigned tasks. ::&Im not sure.::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::I havent personally witnessed too many of these situations.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::If approached and asked he will take the time to explain things to you.&?xxx?xxx?2?xxx?xxx::Many of these issues are above his authroity and out of his controlhowever, he does raise the issues to upper management.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&Geting to know the entire division a little better, delagating and teaching subordinates to assume leadership roles.::<<>>Not Scored by Definition 07-Jan-2013 21:36:50 GMT<<>>tgwall&karen.a.gornto.civ&Duvak&6.0.0&&&Duvak&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>0.1.o.o.o.1.&Duvak.001&Duvak.002&Duvak.003&Duvak.004&Duvak.005&Duvak.006&Duvak.007&Duvak.008&Duvak.009&Duvak.010&Duvak.011&Duvak.012&Duvak.013&Duvak.014&Duvak.015&Duvak.016&Duvak.017&Duvak.018&Duvak.019&Duvak.020&Duvak.021&Duvak.022&Duvak.023&Duvak.024&Duvak.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<<>>&Systems Engineering Divsion Chief::&Reliable, Can take on the "hard duties" of a leader::&Not sure of the model or theory - but he is an active listener before taking action, which allows him to have all the facts before taking an action.::&I dont know his style well enough to respond.::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::Not sure.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::Not sure.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&I dont have enough information or experience with him in his current role to identify three skills for improvement.::<<>>Not Scored by Definition 08-Jan-2013 14:29:36 GMT<<>>tgwall&jonathan.s.keller.civ&Duvak&6.0.0&&&Duvak&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>0.1.o.o.o.1.&Duvak.001&Duvak.002&Duvak.003&Duvak.004&Duvak.005&Duvak.006&Duvak.007&Duvak.008&Duvak.009&Duvak.010&Duvak.011&Duvak.012&Duvak.013&Duvak.014&Duvak.015&Duvak.016&Duvak.017&Duvak.018&Duvak.019&Duvak.020&Duvak.021&Duvak.022&Duvak.023&Duvak.024&Duvak.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<<>>&Division Chief, SEAMS.::&personable, persistent, intelligent, strategic thinker, excellent follow through, loyal, fair.::&not sure::&not sure::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?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::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&None in particular. Suggestion is to further develop through experience. Dan is a natural leader.::<<>>Not Scored by Definition 14-Jan-2013 13:53:57 GMT<<>>tgwall&kimberly.g.ploskonka.civ&Duvak&6.0.0&&&Duvak&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>0.1.o.o.o.1.&Duvak.001&Duvak.002&Duvak.003&Duvak.004&Duvak.005&Duvak.006&Duvak.007&Duvak.008&Duvak.009&Duvak.010&Duvak.011&Duvak.012&Duvak.013&Duvak.014&Duvak.015&Duvak.016&Duvak.017&Duvak.018&Duvak.019&Duvak.020&Duvak.021&Duvak.022&Duvak.023&Duvak.024&Duvak.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<<>>&Dan provides Supervisory Electronics Engineer expertise to the SEAMS DIvision.::&My only interaction with Dan is on a peeer level and I do not have knowledge of his skills as a DIvision Chief with his division personnel. Dan appears organized, technically competent, and an effective communicator.::&I do not know.::&I do not know.::&&&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::I have only had one interact on which to comment.&&&&&&&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&&&More open communications about collaboration, motivation of employees, and effective listening.::<<>>Not Scored by Definition 14-Jan-2013 14:50:54 GMT<<>>tgwall&thomas.m.bracken2.civ&Duvak&6.0.0&&&Duvak&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>0.1.o.o.o.1.&Duvak.001&Duvak.002&Duvak.003&Duvak.004&Duvak.005&Duvak.006&Duvak.007&Duvak.008&Duvak.009&Duvak.010&Duvak.011&Duvak.012&Duvak.013&Duvak.014&Duvak.015&Duvak.016&Duvak.017&Duvak.018&Duvak.019&Duvak.020&Duvak.021&Duvak.022&Duvak.023&Duvak.024&Duvak.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<<>>&Dan Duvak is the Division Chief of STCD SEAMS divisition. The purpose of SEAMS is to provide the Army Research and Development community with Engineering support in the area of Modeling and Simulation in the subject area of communications. The division supports external customers (e.g. PM Shops) as well internally funded research and develpment efforts. ::&Dan shows trust in his branch chiefs, allowing them to operate effectively and independently. He typicallly works through his subordinates when issuing specific directions showing confidence in his organization and preserving his subordinate managers authority. ::&I believe his model is to define boundaries for subordinates and let them do their jobs. As he develops an understanding for his employees, he refines how the boundaries should be defined.::&I either do not have any specific example to anwer this question or am not understanding this question. ::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::I believe does not take opposing opinions personnaly and apporaches differing points of view analytically&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::ALmost Always for the Govt employyees but either Sometimes or Seldom for the Contractors&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::This rating is more a reflection of outside drivers such a rumors aobut the organization and ongoing budget issues&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&1. Communications beyond the SEAMS mission to address Army-wide issues <BR> <BR>2. Organization - Early on there was plans for an offsite meeting which did not occur. This is not a huge issue but when it is communicated that we will or should do something it is valuable to follow-thru or follow-up with subordinates <BR> <BR>3. Managing behavior - there are times when disagreements between subordinates are apparent to people within the organization. Anticipating and defusing these conflicts earlier would be a good goal::<<>>Not Scored by Definition 14-Jan-2013 20:35:33 GMT<<>>tgwall&shi.t.zhu.civ&Duvak&6.0.0&&&Duvak&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>0.1.o.o.o.1.&Duvak.001&Duvak.002&Duvak.003&Duvak.004&Duvak.005&Duvak.006&Duvak.007&Duvak.008&Duvak.009&Duvak.010&Duvak.011&Duvak.012&Duvak.013&Duvak.014&Duvak.015&Duvak.016&Duvak.017&Duvak.018&Duvak.019&Duvak.020&Duvak.021&Duvak.022&Duvak.023&Duvak.024&Duvak.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<<>>&to improving leadership within the STCD and Division <BR>::&Leadership::&constitutes charismatic or transformational leadership::&dont know::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?0?xxx?xxx?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?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::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&Know your people ::<<>>Not Scored by Definition 14-Jan-2013 23:29:14 GMT<<>>tgwall&scott.a.newman18.civ&Duvak&6.0.0&&&Duvak&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>0.1.o.o.o.1.&Duvak.001&Duvak.002&Duvak.003&Duvak.004&Duvak.005&Duvak.006&Duvak.007&Duvak.008&Duvak.009&Duvak.010&Duvak.011&Duvak.012&Duvak.013&Duvak.014&Duvak.015&Duvak.016&Duvak.017&Duvak.018&Duvak.019&Duvak.020&Duvak.021&Duvak.022&Duvak.023&Duvak.024&Duvak.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<<>>&Perform systems engineering activities for the Army.::&He does not micro-manage.::&Dont know any types of models or theories.::&NA::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::Sometimes he listens but does not comprehend what others are talking about.&?xxx?xxx?2?xxx?xxx::Often I dont see execution in what he proposes.&?xxx?1?xxx?xxx?xxx::Usually when someone comes to talk he is working on the computer which shows disinterest. There have been times during meetings with the customer where he is on his blackberry answering emails and the customer notices that he is not paying attention. Seems distracted.&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::Not everyone in the division has an understanding of the division or directorate and what we do.&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::Can sometimes have a laid back approach. Pushes performance issues down to the line supervisor for action.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::Branches have different mission lanes and do not really collaborate.&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::We have reviews every 6 months, not every month.&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&More personable with staff below direct reports <BR>Show greater attention/interest to customer <BR>More team oriented <BR>::<<>>Not Scored by Definition 16-Jan-2013 13:11:40 GMT<<>>tgwall&joseph.r.shields.civ&Duvak&6.0.0&&&Duvak&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>0.1.o.o.o.1.&Duvak.001&Duvak.002&Duvak.003&Duvak.004&Duvak.005&Duvak.006&Duvak.007&Duvak.008&Duvak.009&Duvak.010&Duvak.011&Duvak.012&Duvak.013&Duvak.014&Duvak.015&Duvak.016&Duvak.017&Duvak.018&Duvak.019&Duvak.020&Duvak.021&Duvak.022&Duvak.023&Duvak.024&Duvak.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<<>>&Dan Duvak is the division chief of the systems engineering, modelling, and analysis division. He provides leadership, strategic direction, and management for this group::&Dan displays a number of effective leadership behaviors. He is outgoing and communicative. He is an active listener, and works to show he understands what you meant. He shares himself as a way to make a connection to people. And he maintains a positive attitude.::&I would place what I see about Dans leadership in both the trait based model and in the dydactic model (i.e., he adjusts to the person he is dealing with).::&Unfortunately, I lack this information. Have not had an opportunity to get into this type of discussion.::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::Dan can pursue an argument for the sake of the argument (i.e., kind of academic). i have not observed him get angry or dig in because his viewpoint is threatened.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&&?xxx?xxx?xxx?3?xxx::Observed at the interactions at his level. Lack direct observation for this interaction between him and lower levels.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::Inference from other discussions&?xxx?xxx?xxx?3?xxx::&&?xxx?xxx?xxx?3?xxx::Dan does his part to lead his division and share the leadership vision of the entire directorate.&?xxx?xxx?xxx?xxx?4::Very open to ideas and will discuss&?xxx?xxx?xxx?3?xxx::Dan is goal oriented and usually works/participates to ensure the groups he is in state and agree to a goal.&?xxx?xxx?xxx?3?xxx::&&Tough question as I would like to see Dan in a situation where everything is going against him, observe him, and then point out what I think was missing. On a more generic level I would recommned he work on communications skills (never a waste of time) and active listening.::<<>>Not Scored by Definition 17-Jan-2013 15:55:29 GMT<<>>tgwall&brenda.m.sutphin2.civ&Duvak&6.0.0&&&Duvak&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>0.1.o.o.o.1.&Duvak.001&Duvak.002&Duvak.003&Duvak.004&Duvak.005&Duvak.006&Duvak.007&Duvak.008&Duvak.009&Duvak.010&Duvak.011&Duvak.012&Duvak.013&Duvak.014&Duvak.015&Duvak.016&Duvak.017&Duvak.018&Duvak.019&Duvak.020&Duvak.021&Duvak.022&Duvak.023&Duvak.024&Duvak.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<<>>&Division Chief for systems engineering and integration,data collection, analysis modeling and simulation, architecture and standards.::&Mr. Duvak demonstrates poise, finesse and empathy.::&Openness, being able to listen to new ideas. Dedication, doing whatever it takes to complete the next step.::&Dealing with others consistently and justly. Mr. Duvak checks all the facts and hear everyone out before passing judgement.::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?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::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&My thoughts: Mr. Duvak has all the leadership skills, no need for improvement::<<>>Not Scored by Definition 18-Jan-2013 13:58:41 GMT<<>>tgwall&noah.d.weston.civ&Duvak&6.0.0&&&Duvak&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>0.1.o.o.o.1.&Duvak.001&Duvak.002&Duvak.003&Duvak.004&Duvak.005&Duvak.006&Duvak.007&Duvak.008&Duvak.009&Duvak.010&Duvak.011&Duvak.012&Duvak.013&Duvak.014&Duvak.015&Duvak.016&Duvak.017&Duvak.018&Duvak.019&Duvak.020&Duvak.021&Duvak.022&Duvak.023&Duvak.024&Duvak.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 purpose of the division is not very well <BR>communicated to the employees. It would have to be <BR>derived from the division name.::&Good organizational skills and ability to make a <BR>decision. ::&unknown::&unknown::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&Communication, overall direction/mission, and team <BR>building.::<<>>Not Scored by Definition 18-Jan-2013 14:05:11 GMT<<>>tgwall&paik.l.chan.civ&Duvak&6.0.0&&&Duvak&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>0.1.o.o.o.1.&Duvak.001&Duvak.002&Duvak.003&Duvak.004&Duvak.005&Duvak.006&Duvak.007&Duvak.008&Duvak.009&Duvak.010&Duvak.011&Duvak.012&Duvak.013&Duvak.014&Duvak.015&Duvak.016&Duvak.017&Duvak.018&Duvak.019&Duvak.020&Duvak.021&Duvak.022&Duvak.023&Duvak.024&Duvak.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<<>>&::&::&::&::&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?1?xxx?xxx?xxx::When issues are bought to his attention, there is usually a lack of guidance or support to help resolve the matter.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&?0?xxx?xxx?xxx?xxx::&?xxx?1?xxx?xxx?xxx::&Better communications and more direct involvement with his employees. Demonstrate that he cares about his employees and provide guidance and support to help resolve any issues pertinent to them.::<<>>Not Scored by Definition 18-Jan-2013 14:21:59 GMT<<>>tgwall&mahbub.hoque1.civ&Duvak&6.0.0&&&Duvak&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>0.1.o.o.o.1.&Duvak.001&Duvak.002&Duvak.003&Duvak.004&Duvak.005&Duvak.006&Duvak.007&Duvak.008&Duvak.009&Duvak.010&Duvak.011&Duvak.012&Duvak.013&Duvak.014&Duvak.015&Duvak.016&Duvak.017&Duvak.018&Duvak.019&Duvak.020&Duvak.021&Duvak.022&Duvak.023&Duvak.024&Duvak.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<<>>&provide system engineering support::&loyal to his immediate supervisor. provide guidance to the team.::&Listen to his team members and follow guidance to his imeediate supervisor::&execution of the task::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?xxx?4::&More effectively focus on the organization goal and benefit more than immediate supervisors direction, when there are conflicts. If there are conflicts need to discuss those issues honestly and openly.::<<>>Not Scored by Definition 23-Jan-2013 19:18:30 GMT<<>>tgwall&dowell.e.black.civ&Duvak&6.0.0&&&Duvak&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>0.1.o.o.o.1.&Duvak.001&Duvak.002&Duvak.003&Duvak.004&Duvak.005&Duvak.006&Duvak.007&Duvak.008&Duvak.009&Duvak.010&Duvak.011&Duvak.012&Duvak.013&Duvak.014&Duvak.015&Duvak.016&Duvak.017&Duvak.018&Duvak.019&Duvak.020&Duvak.021&Duvak.022&Duvak.023&Duvak.024&Duvak.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<<>>&to meet mission requirements and customer needs::&He is approachable and appears to be liked and respected by his personnel and upper management.::&I have not observed Mr Duvak enough to accurately answer this question.::&I have not observed Mr Duvak enough to accurately answer this question.::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&&::<<>>Not Scored by Definition 31-Jan-2013 15:18:20 GMT<<>>tgwall&seth.a.spoenlein.civ&Duvak&6.0.0&&&Duvak&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>0.1.o.o.o.1.&Duvak.001&Duvak.002&Duvak.003&Duvak.004&Duvak.005&Duvak.006&Duvak.007&Duvak.008&Duvak.009&Duvak.010&Duvak.011&Duvak.012&Duvak.013&Duvak.014&Duvak.015&Duvak.016&Duvak.017&Duvak.018&Duvak.019&Duvak.020&Duvak.021&Duvak.022&Duvak.023&Duvak.024&Duvak.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<<>>&To be the Armys technical leader in integrating communication systems::&Intelligent, Friendly, Caring, articulate, approachable::&I dont know. He is hands-on with subordinates, peers, and superiors. Tries to get to know his employees. ::&For certain, I do not know how he measures - qualitativly or quantivtately. I believe is by the caliber of work his group performs. He strives to have the best product from his division.::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::Dan is open to discussion. He does not try to "stump the chump" tactics nor try to put down peoples opinion&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::There are times that Dan appears distracted when having a conversation, but usually Dan is engaged.&?xxx?xxx?xxx?xxx?4::Dan challenges decisions when he does not agree, however executes as directed even if he disagrees. &?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::Dan tackles personnel issues head-on in a professional manner&?xxx?xxx?2?xxx?xxx::Dan holds people accountable, however there are a number of employees within Dans group that try to shift blame&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::I do not know for sure. I do believe he meets with his branch chiefs and Chief Engineer almost daily to discuss topics. I am not aware if he discuss individuals performance at this time.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::Dan is new to his position. I believe he is getting to know all within his division, and has begun to assist in improving the groups performance. I do not believe he is spending a significant amount of time doing this activity.&?xxx?xxx?xxx?3?xxx::There are always some who do not...&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&1. Improve Vision for his division <BR>2. Active listening <BR>3. ::<<>>Not Scored by Definition 04-Feb-2013 02:05:00 GMT<<>>tgwall&robert.g.cole.civ&Duvak&6.0.0&&&Duvak&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N<<>>0.1.o.o.o.1.&Duvak.001&Duvak.002&Duvak.003&Duvak.004&Duvak.005&Duvak.006&Duvak.007&Duvak.008&Duvak.009&Duvak.010&Duvak.011&Duvak.012&Duvak.013&Duvak.014&Duvak.015&Duvak.016&Duvak.017&Duvak.018&Duvak.019&Duvak.020&Duvak.021&Duvak.022&Duvak.023&Duvak.024&Duvak.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<<>>&Improve Army Networking::&Open, Honest, Sincere.::&Hands off unless needed.::&Not sure.::&?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::Sometimes speaks too much and not listens enough.&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?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?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&&?xxx?xxx?xxx?xxx?4::&More listening. <BR>::<<>>Not Scored by Definition