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17 lines
3.3 KiB
17 lines
3.3 KiB
tgwall&dduvak&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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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
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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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&To provide Systems Engineering, Architecture, and Modeling and Simulation support to government customers ultimately ensuring our warfighter has the best possible network for their communications.::&Trust with subordinates and my bosses. Honesty and openness always. Sharing of information. Provide guidance to my branch chiefs and let them execute. Demonstate that I "always have their back" on important decisions/issues. Show my excitement for new projects to get my folks excited too. Give compliments for job well done, encourage to "keep up the good work".::&None in particular. I try to look at the good of what my management/leadership have done and repeat that and I try to look at the things my management/leadership did that I didnt like and work to not repeat that with my folks. I also look at the Army values and try to portray and live by those in my work. I also reflect on where I have been in my career and use that to understand where employees in the division are at in their careers. Part of this is showing that a task is not beneath me (ie helping take cardboard/garbage to the dumpster), if I occasionally help it shows that everyone needs to pitch in on those type of tasks for better of the whole. ::&I am not good at measuring. In past have used informal monitoring and interaction with my leads to access their leadership. Have used informal discussion with workers to access how their leadership is doing. Customer survey responses also helps. This is area I need to improve.::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::&?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?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?xxx?4::&?xxx?xxx?xxx?3?xxx::I need to get this set as I have only been in SEAMS as perminent Div CHief for a few months.&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&1. Setting Metrics to measure progress
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<BR>2. Defining clear vision/mission for SEAMS Division
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<BR>3. How to better handle "entitlement" situation and employee career growth (ie how to explain that not all employees will be on fast track or be an "A" player).
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<BR>::
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Not Scored by Definition
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