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17 lines
3.7 KiB
17 lines
3.7 KiB
tgwall&william.r.pettus.civ&360_Nash&6.0.0&&&360_Nash&&&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_Nash.001&360_Nash.002&360_Nash.003&360_Nash.004&360_Nash.005&360_Nash.006&360_Nash.007&360_Nash.008&360_Nash.009&360_Nash.010&360_Nash.011&360_Nash.012&360_Nash.013&360_Nash.014&360_Nash.015&360_Nash.016&360_Nash.017&360_Nash.018&360_Nash.019&360_Nash.020&360_Nash.021&360_Nash.022&360_Nash.023&360_Nash.024&360_Nash.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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&Improve the maturity of specific technologies to the point that they can be transitioned to our customers to help fill documented gaps in their programs. Provide SME support/expertise to our customers. ::&Randy is a clear and effective thinker, who takes the time to plan efforts. His team is diverse and free wheeling, so these are critical skills. Randy effectively manages his his team by steering a course wherein he provides them with the latitude they need to get the job done, but also imposes enough control to keep them focused and on-point. ::&"Trust but verify." Randy has three very capable team leads. As is appropriate, he gives them all a lot of latitude to plan and execute their work. But he stays engaged enough to be able to provide re-direction when he disagrees with specific courses of action. This model helps ensure that his team works proactively and productively. ::&Randy is thoughtful in his approach and understands that each of his team leads needs improvement, but that it will generally be more effective to steer them with a gentle hand. Seeing specific gaps or problem areas, such as Ricky Dunnegans wild west approach to program management, Randy works to try to improve the situation slowly over time, providing advice often and direction only when required. ::&?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?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?xxx?4::&?xxx?xxx?xxx?3?xxx::&?xxx?xxx?2?xxx?xxx::There was a substantial and painful incident this year in which this was not the case. The incident was so bad that it effected morale broadly across the division. &?xxx?xxx?xxx?3?xxx::&?xxx?xxx?xxx?xxx?4::&?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?xxx?4::Randy is surprisingly adept at understanding and accounting for peoples motivations. &?xxx?xxx?xxx?3?xxx::&1. Randy spends a lot of time at his desk working. As a leader, he needs to find a way to do a little less himself (likely by delegating) and more time walking around and interacting with his team.
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<BR>2. In a similar vein, as the chief of the Developmental Systems branch, a key responsibility is marketing. Randy needs to spend a larger fraction of his time making and maintaining relationships with customers, potential customers and influencers. His team leads are the point people on these efforts, but with a full year under his belt here now, he needs to start owning these relationships more personally and fully. ::
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Not Scored by Definition
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