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17 lines
3.2 KiB
17 lines
3.2 KiB
tgwall&tkohler&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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&Controller in the accounting department for a Tri-state Electrical contractor. ::&Vast knowledge of accounting skillset, and key to specific details. Demostrates professional leadership and has critical understanding of emergency issues presented to him. ::&From fellow executive co-workers. ::&That he is confident in his abilities to adjust and adapt to any and all issues/problems, that arise within his department. Futhermore to be sure that all company objects are meet. He also will devote whatever time necessary to complete the task and follow throught with other managers.
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<BR>Others within his department are not held to the same standards, and he will overlook their lack of skillsets/work load. Setting by example is great, however there must be accountibility. ::&?xxx?xxx?xxx?xxx?4::&?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::This is where he can improve his leadership, by putting his foot down when necessary. Can not paly favorites with a select few, while others are held to a higher standard. &?xxx?xxx?2?xxx?xxx::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::&?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::Not sure if it is always enforced by this person. Short term yes, long term ? &1. Make every direct report accountable for his/her actions, and not overlook the issues regardless of how small. we all grow by making mistakes, however we should also improve with that new understanding. Six-sigma approach
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<BR>2. Direct reports should also be easy to approach with problems/issues that arrise within his/her department, and be willing to help resolve the problem at hand from other employees.
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<BR>3. Follow up on his employee improvements to verify that the change has been completed, and or motified going forward. If not re-vist the issue to train/explain what needs to be done.
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<BR>::
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Not Scored by Definition
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