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17 lines
6.5 KiB
17 lines
6.5 KiB
tgwall&mwalsh&360_gutl&6.0.0&&&360_gutl&&&terry@terrywall.com, bcarico@actscorp.com&N.Y.N.N.Y.N.N.N.N.N
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0.1.o.o.o.1.&360_gutl.001&360_gutl.002&360_gutl.003&360_gutl.004&360_gutl.005&360_gutl.006&360_gutl.007&360_gutl.008&360_gutl.009&360_gutl.010&360_gutl.011&360_gutl.012&360_gutl.013&360_gutl.014&360_gutl.015&360_gutl.016&360_gutl.017&360_gutl.018&360_gutl.019&360_gutl.020&360_gutl.021&360_gutl.022&360_gutl.023&360_gutl.024&360_gutl.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 quality accounting of financial transactions and financial reporting, and a high level of financial analysis and counsel.::&tenacity, drive, quality work results, dedication, loyalty to RAI.::&???::&I think Jim measures leadership improvement more from a perspective of effort and not results. His focus on this element is more narrow (more from an accountign perspective and not a "business" perspective) and does not take into consideration whether his interactioons are effective, helpful and moving the Company forward. More from an Accounting perspective and not the wider "business" perspective - for instance, not paying a vendor and strictly adhering to the rules is a good thing from cash flow persepctive, but not a good thing from a "business" perspective because that vendor is in essence a partner with with RAI and we rely on the vendors to be there for RAI when we need a good price or a special consdieration to meet the clients schedule. ::&?xxx?xxx?xxx?3?xxx::too frequently he refers to this as a reason for his actions and does not take into consideration the wider purpose.&?xxx?1?xxx?xxx?xxx::his reputation is more of a stickler for the "rules" and not a problem solver. Many people are intimidated and will not approach because he has rebuffed them in the past - needs to take a broader approach to the role. &?xxx?xxx?xxx?3?xxx::Very consistent in his execution and dealings with others.&?xxx?1?xxx?xxx?xxx::i believe he thinks he is TOTALLY focused on the others issue but it does not come across in those dealings. He is viewed as not a problem solver. People avoid going to him.&?xxx?xxx?xxx?xxx?4::At times to a fault. Being untruthful is unacceptable - however telling a "white" lie is a different matter. &?xxx?xxx?2?xxx?xxx::&?xxx?1?xxx?xxx?xxx::He comes across, it appears, that decisions are based from his perspective. A more caring delivery/approach to the situation would help. &?xxx?1?xxx?xxx?xxx::He follows the rules, again to a fault. He would benefit from the perspective of flexibility - obviously without compromising serious values - again the "white lie" example.&?xxx?xxx?2?xxx?xxx::Sometimes. If they were to do something that he needs (like WIPs), he will not confront them but instead will do their job. Conversely, if they are asking him to do something and he does not believe it is proper, he will confront them. He routinely puts others issues ahead of his and pay a price by having to put in more time. I think he views this as "doing what is necessary to get the job done". GC WIPs are an example - he did their job for them for months because they could not be counted on to do it. Yet, he is a stickler for not paying retainage unless we have been paid becasue the "contract" said so - even if it is in RAIs overall benefit to be flexible with the contract language. needs to see the shades of gray. &?xxx?xxx?xxx?xxx?4::&?xxx?xxx?2?xxx?xxx::He would benefit from being more approachable. I think he needs to recognize that motivcating a "professional" is a different skill and approach when compared to motivating a "staff" person. &?xxx?1?xxx?xxx?xxx::"One size fits" all appears to be his approach - from a "work" responsibility perspective. From the perspective of helping his staff when a personal situation surfaces, he is understanding and tries to accommodate. &?0?xxx?xxx?xxx?xxx::I think he has difficulty in creating an environment where this can be done in a productive way. He prescribes to the maxim that you dont mix business with pleasure. This strict position does not allow him to create relationships that he can leverage to his and RAIs benefit to have discussions about performance in a more open and receptive environment.&?xxx?1?xxx?xxx?xxx::I think it is a "tale of two cities" issue. he is overly strict with his team but is more lax when dealing with others in his expectations. &?xxx?1?xxx?xxx?xxx::I suspect little has changed within the first few years from when he came initially. I think he was not allowed the flexibilty by Ray to make changes. &&?xxx?1?xxx?xxx?xxx::A creature of habit. One must exert undue effort to get him to change. If he sees no value in changing he will ignore the advice. While being "strong-willed" is, at time a virtue, strict adherence to it is a detriment and has hurt him. &?xxx?1?xxx?xxx?xxx::Not all his fault as he may not know the Companys goals. That said, he does not set clear goals for his department in areas where he can manage the process regardless of knowing the Comapanys goals&?0?xxx?xxx?xxx?xxx::&?xxx?xxx?xxx?xxx?4::Very Clear in setting expectations. His delivery is what hinders his conversations.& 1 - Relationship improvement. Sensitivity to others that is "displayed" - this will help achieve him being viewed as a "person" and not a "controller. Leaders achieve through others and not themselves.
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<BR> 2 - Improved communications - Routine formal communication via staff meetings where Goal setting for his team can be a byproduct. Engage his team in understanding his / the departments challenges to get them as part of the solution. Informal peer conversations to gauge "how an I doing? How is my department doing?
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<BR> 3 - Learn to more collaboratively work with colleagues - Partner with peers in helping them with their divisional performance. Partnering with peers in achieving imporve company performance.::
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Not Scored by Definition
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