WHEN YOU THOUGHT I WASN‘T LOOKING
(Written by a former child)
When you thought I wasn‘t looking, I saw you hang my first painting
on the refrigerator, and I immediately wanted to paint another one.
When you thought I wasn‘t looking I saw you feed a stray cat, and I
learned that it was good to be kind to animals.
When you thought I wasn‘t looking, I saw you make my favorite cake
for me and I learned that the little things can be the special things in
life.
When you thought I wasn‘t looking I heard you say a prayer, and I
knew there is a God I could always talk to and I learned to trust in God.
When you thought I wasn‘t looking, I saw you make a meal and take it
to a friend who was sick, and I learned that we all have to help take
care of each other.
When you thought I wasn‘t looking, I saw you give of your time and
money to help people who had nothing and I learned that those who have
something should give to those who don‘t.
When you thought I wasn‘t looking, I saw you take care of our house
and everyone in it and I learned we have to take care of what we are
given.
When you thought I wasn‘t looking, I saw how you handled your
responsibilities, even when you didn‘t feel good and I learned that
I would have to be responsible when I grow up.
When you thought I wasn‘t looking, I saw tears come from your eyes
and I learned that sometimes things hurt, but it‘s all right to cry.
When you thought I wasn‘t looking, I saw that you cared and
I wanted to be everything that I could be.
When you thought I wasn‘t looking, I learned most of life‘s lessons
that I need to know to be a good and productive person when I grow up.
When you thought I wasn‘t looking, I looked at you and wanted to
say, "Thanks for all the things I saw when you thought I wasn‘t looking."
Monday, May 26, 2008
Tuesday, May 20, 2008
Project Management and IBM Pulse08
I was fortunate to speak again this year at IBM’s Pulse Conference (Maximo World last year). My presentation for this year’s event was entitled “A Project Management Approach to Implementing Maximo”. As described by IBM, the Pulse conference, held in Orlando, FL (USA) brings together an audience of more than 4000 Tivoli®, Maximo® and Tivoli Netcool® users with IBM partners, industry analysts, and IBM technical experts for one spectacular global event dedicated to the latest technology and best practices in service management.
One of the highlights of the conference so far was listening to one of the keynote speakers, Lance Armstrong. Lance has a passion for his foundation - LiveStrong - and his story regarding his battle with cancer and seven Tour De France victories was compelling and inspirational.
In closing, while my presentation focused on our organization’s Maximo IT project, I believe the presentation would be beneficial to any project manager whether they are managing an IT initiative or some other kind of project. If you would like a copy of the presentation drop me an e-mail.
One of the highlights of the conference so far was listening to one of the keynote speakers, Lance Armstrong. Lance has a passion for his foundation - LiveStrong - and his story regarding his battle with cancer and seven Tour De France victories was compelling and inspirational.
In closing, while my presentation focused on our organization’s Maximo IT project, I believe the presentation would be beneficial to any project manager whether they are managing an IT initiative or some other kind of project. If you would like a copy of the presentation drop me an e-mail.
Tuesday, May 13, 2008
End of Project Review/Audit Questions
Here is an excerpt of a document I found in my project document library (you have one don't you?). I don't have the author's name, but will be will be happy to credit him/her if somebody knows the source.
Project Audit Questions
The project audit questions are broken into four topic categories: project management practice, critical incidents, project results and suggestions for the future. These questions cover the major categories of importance for most projects. However, if for a particular project an important category is missed, additional questions can be proposed by team members.
Individuals should first answer all the questions in this section, and then analyze those with a "No" answer.
A) Project Management Practice
Was the project goal clear?
Was a core team established?
If yes, did it remain together for the entire project?
Was a detailed project plan developed?
If yes, did the core team participate in developing it?
Did the plan cover the entire process from concept to customer?
Was the project deadline truly negotiated with the project sponsors?
Were core team members made aware of the benefits of the project for themselves?
for the organization?
Were core team members continually aware of what was expected of them?
and when it was expected?
Did the top management support the project throughout its duration?
Was the customer or end user (or customer representative group) involved early in the project?
Was the customer always fully informed of project progress?
project changes?
project setbacks or failures?
project delays?
Were customer expectations
solicited?
included?
met?
exceeded?
Was project communication sufficient?
Were meetings held regularly?
Was timely project information readily available?
Did team members know who to contact if there was a delay or other problem?
Did the core team meet regularly with
top management?
customer(s)?
contributing department managers?
other interested parties?
Did the project have a detailed budget?
Was it a help during the project?
Now review those questions with a "No" answer. What problems do you think may have been generated by the lack of that factor? What could you, or did you, do to rectify those problems?
What changes or procedures would you recommend for future projects?
B) Critical incidents
Were there things on the project that seemed to go wrong due to a variety of outside forces? Describe these critical incidents. What could have been done (e.g. what signal heeded, data tallied or meetings held) to avoid or minimize these incidents? What do you recommend for future projects?
C) Project results
How well do project results relate to the original plan?
What were the major deviations from the original plan?
Of the major deviations listed, which ones were caused by:
-lack of planning or planning technique skill.
-lack of foresight, not seeing entire project process.
-change in technology.
-change in customer specification or expectation.
-"random" events.
What suggestions would you make to help minimize deviations? What suggestion would you make to help discover necessary product changes faster, more in the beginning of the project when making changes is much cheaper?
Project Audit Questions
The project audit questions are broken into four topic categories: project management practice, critical incidents, project results and suggestions for the future. These questions cover the major categories of importance for most projects. However, if for a particular project an important category is missed, additional questions can be proposed by team members.
Individuals should first answer all the questions in this section, and then analyze those with a "No" answer.
A) Project Management Practice
Was the project goal clear?
Was a core team established?
If yes, did it remain together for the entire project?
Was a detailed project plan developed?
If yes, did the core team participate in developing it?
Did the plan cover the entire process from concept to customer?
Was the project deadline truly negotiated with the project sponsors?
Were core team members made aware of the benefits of the project for themselves?
for the organization?
Were core team members continually aware of what was expected of them?
and when it was expected?
Did the top management support the project throughout its duration?
Was the customer or end user (or customer representative group) involved early in the project?
Was the customer always fully informed of project progress?
project changes?
project setbacks or failures?
project delays?
Were customer expectations
solicited?
included?
met?
exceeded?
Was project communication sufficient?
Were meetings held regularly?
Was timely project information readily available?
Did team members know who to contact if there was a delay or other problem?
Did the core team meet regularly with
top management?
customer(s)?
contributing department managers?
other interested parties?
Did the project have a detailed budget?
Was it a help during the project?
Now review those questions with a "No" answer. What problems do you think may have been generated by the lack of that factor? What could you, or did you, do to rectify those problems?
What changes or procedures would you recommend for future projects?
B) Critical incidents
Were there things on the project that seemed to go wrong due to a variety of outside forces? Describe these critical incidents. What could have been done (e.g. what signal heeded, data tallied or meetings held) to avoid or minimize these incidents? What do you recommend for future projects?
C) Project results
How well do project results relate to the original plan?
What were the major deviations from the original plan?
Of the major deviations listed, which ones were caused by:
-lack of planning or planning technique skill.
-lack of foresight, not seeing entire project process.
-change in technology.
-change in customer specification or expectation.
-"random" events.
What suggestions would you make to help minimize deviations? What suggestion would you make to help discover necessary product changes faster, more in the beginning of the project when making changes is much cheaper?
Wednesday, April 30, 2008
Be On Time!
Being late to meetings, family outings, or any other event is unacceptable. In preparing my presentation for this year's IBM Pulse08 Conference in Orlando, FL I used a quote in one of my slides from Tom Peters that says, "Don’t over-schedule - Running late is inexcusable at any level of seniority; it is the ultimate mark of self-importance mixed with contempt."
Being consistently late for meetings is unacceptable, rude, and tells others that you are more important than them. If you don't have time to attend all the meetings you are invited to then decline them. Don't accept a meeting invitation and show up late.
You are never too important or too busy to be on time. You own your schedule and it is your job to manage it properly.
DON'T BE LATE!
Sunday, April 20, 2008
Are We Getting Dumber?
The article below amazed me. I think a lot of the people this airline agent has spoken to over the years have worked on my projects.
Reservations of an Airline Agent
(After Surviving 130,000 Calls from the Traveling Public)
by Jonathan Lee -- The Washington Post
I work in a central reservation office of an airline. After more than 130,000 conversations — all ending with “Have a nice day and thanks for calling” — I think it’s fair to say that I’m a survivor.
I’ve made it through all the calls from adults who didn’t know the difference between a.m. and p.m., from mothers of military recruits who didn’t trust their little soldiers to get it right, from the woman who called to get advice on how to handle her teenage daughter, from the man who wanted to ride inside the kennel with his dog so he wouldn’t have to pay for a seat, from the woman who wanted to know why she had to change clothes on our flight between Chicago and Washington (she was told she’d have to make a change between the two cities) and from the man who asked if I’d like to discuss the existential humanism that emanates from the soul of Habeeb.
In five years, I’ve received more than a boot camp education regarding the astonishing lack of awareness of our American citizenry. This lack of awareness encompasses every region of the country, economic status, ethnic background, and level of education. My battles have included everything from a man not knowing how to spell the name of the town he was from, to another not recognizing the name as “Iowa” as being a state, to another who thought he had to apply for a foreign passport to fly to West Virginia. They are the enemy and they are everywhere.
In the history of the world there has never been as much communication and new things to learn as today. Yet, after I asked a woman from New York what city she wanted to go to in Arizona, she asked, “Oh… is it a big place?”
I talked to a woman in Denver who had never heard of Cincinnati, a man in Minneapolis who didn't know there was more than one city in the South ("wherever the South is"), a woman in Nashville who asked, "Instead of paying for your ticket, can I just donate the money to the National Cancer Society?", and a man in Dallas who tried to pay for his ticket by sticking quarters in the pay phone he was calling from.
I knew a full invasion was on the way when, shortly after signing on, a man asked if we flew to exit 35 on the New Jersey Turnpike. Then a woman asked if we flew to area code 304. And I knew I had been shipped off to the front when I was asked, "When an airplane comes in, does that mean it's arriving or departing?"
I remembered the strict training we had received -- four weeks of regimented classes on airline codes, computer technology, and telephone behavior -- and it allowed for no means of retaliation. "Troops," we were told, "it's real hell out there and ya got no defense. You're going to hear things so silly you can't even make 'em up. You'll try to explain things to your friends that you don't even believe yourself, and just when you think you've heard it all, someone will ask if they can get a free round-trip ticket to Europe by reciting 'Mary Had a Little Lamb.'"
Well, Sarge was right. It wasn't long before I suffered a direct hit from a woman who wanted to fly to Hippopotamus, NY. After I assured her that there was no such city, she became irate and said it was a big city with a big airport. I asked if Hippopotamus was near Albany or Syracuse. It wasn't. Then I asked if it was near Buffalo. "Buffalo!" she said. "I knew it was a big animal!"
Then I crawled out of my bunker long enough to be confronted by a man who tried to catch our flight in Maconga. I told him I'd never heard of Maconga and we certainly didn't fly to it. But he insisted we did and to prove it he showed me his ticket: Macon, GA. I've done nothing during my conversational confrontations to indicate that I couldn't understand English. But after quoting the round-trip fare the passenger just asked for he'll always ask: "...Is that round trip?" After quoting the one-way fare the passenger just asked for he'll always, always ask: "...Is that one-way?" I never understood why they always question if what I just gave them is what they just asked for. Then I realized it was part of the hell Sarge told us about.
But I've survived to direct the lost, correct the wrong, comfort the wary, teach U.S. geography and give tutoring in the spelling and pronunciation of American cities. I have been told things like: "I can't go stand-by for your flight because I'm in a wheelchair." I've been asked such questions as: "I have a connecting flight to Knoxville. Does that mean the plane sticks to something?" And once a man wanted to go to Illinois. When I asked what city he wanted to go to in Illinois, he said, "Cleveland, Ohio."
After 130,000 little wars of varying degrees, I'm a wise old veteran of the communication conflict and can anticipate with accuracy what the next move by "them" will be. Seventy-five percent won't have anything to write on. Half will not have thought about when they're returning. A third won't know where they're going; 10 percent won't care where they're going. A few won't care if they get back. And James will be the first name of half the men who call.
But even if James doesn't care if he gets to the city he never heard of; even if he thinks he has to change clothes on our plane that may stick to something; even if he can't spell, pronounce, or remember what city he's returning to, he'll get there because I've worked very hard to make sure that he can. Then with a click in the phone, he'll become a part of my past and I'll be hoping the next caller at least knows what day it is.
Reservations of an Airline Agent
(After Surviving 130,000 Calls from the Traveling Public)
by Jonathan Lee -- The Washington Post
I work in a central reservation office of an airline. After more than 130,000 conversations — all ending with “Have a nice day and thanks for calling” — I think it’s fair to say that I’m a survivor.
I’ve made it through all the calls from adults who didn’t know the difference between a.m. and p.m., from mothers of military recruits who didn’t trust their little soldiers to get it right, from the woman who called to get advice on how to handle her teenage daughter, from the man who wanted to ride inside the kennel with his dog so he wouldn’t have to pay for a seat, from the woman who wanted to know why she had to change clothes on our flight between Chicago and Washington (she was told she’d have to make a change between the two cities) and from the man who asked if I’d like to discuss the existential humanism that emanates from the soul of Habeeb.
In five years, I’ve received more than a boot camp education regarding the astonishing lack of awareness of our American citizenry. This lack of awareness encompasses every region of the country, economic status, ethnic background, and level of education. My battles have included everything from a man not knowing how to spell the name of the town he was from, to another not recognizing the name as “Iowa” as being a state, to another who thought he had to apply for a foreign passport to fly to West Virginia. They are the enemy and they are everywhere.
In the history of the world there has never been as much communication and new things to learn as today. Yet, after I asked a woman from New York what city she wanted to go to in Arizona, she asked, “Oh… is it a big place?”
I talked to a woman in Denver who had never heard of Cincinnati, a man in Minneapolis who didn't know there was more than one city in the South ("wherever the South is"), a woman in Nashville who asked, "Instead of paying for your ticket, can I just donate the money to the National Cancer Society?", and a man in Dallas who tried to pay for his ticket by sticking quarters in the pay phone he was calling from.
I knew a full invasion was on the way when, shortly after signing on, a man asked if we flew to exit 35 on the New Jersey Turnpike. Then a woman asked if we flew to area code 304. And I knew I had been shipped off to the front when I was asked, "When an airplane comes in, does that mean it's arriving or departing?"
I remembered the strict training we had received -- four weeks of regimented classes on airline codes, computer technology, and telephone behavior -- and it allowed for no means of retaliation. "Troops," we were told, "it's real hell out there and ya got no defense. You're going to hear things so silly you can't even make 'em up. You'll try to explain things to your friends that you don't even believe yourself, and just when you think you've heard it all, someone will ask if they can get a free round-trip ticket to Europe by reciting 'Mary Had a Little Lamb.'"
Well, Sarge was right. It wasn't long before I suffered a direct hit from a woman who wanted to fly to Hippopotamus, NY. After I assured her that there was no such city, she became irate and said it was a big city with a big airport. I asked if Hippopotamus was near Albany or Syracuse. It wasn't. Then I asked if it was near Buffalo. "Buffalo!" she said. "I knew it was a big animal!"
Then I crawled out of my bunker long enough to be confronted by a man who tried to catch our flight in Maconga. I told him I'd never heard of Maconga and we certainly didn't fly to it. But he insisted we did and to prove it he showed me his ticket: Macon, GA. I've done nothing during my conversational confrontations to indicate that I couldn't understand English. But after quoting the round-trip fare the passenger just asked for he'll always ask: "...Is that round trip?" After quoting the one-way fare the passenger just asked for he'll always, always ask: "...Is that one-way?" I never understood why they always question if what I just gave them is what they just asked for. Then I realized it was part of the hell Sarge told us about.
But I've survived to direct the lost, correct the wrong, comfort the wary, teach U.S. geography and give tutoring in the spelling and pronunciation of American cities. I have been told things like: "I can't go stand-by for your flight because I'm in a wheelchair." I've been asked such questions as: "I have a connecting flight to Knoxville. Does that mean the plane sticks to something?" And once a man wanted to go to Illinois. When I asked what city he wanted to go to in Illinois, he said, "Cleveland, Ohio."
After 130,000 little wars of varying degrees, I'm a wise old veteran of the communication conflict and can anticipate with accuracy what the next move by "them" will be. Seventy-five percent won't have anything to write on. Half will not have thought about when they're returning. A third won't know where they're going; 10 percent won't care where they're going. A few won't care if they get back. And James will be the first name of half the men who call.
But even if James doesn't care if he gets to the city he never heard of; even if he thinks he has to change clothes on our plane that may stick to something; even if he can't spell, pronounce, or remember what city he's returning to, he'll get there because I've worked very hard to make sure that he can. Then with a click in the phone, he'll become a part of my past and I'll be hoping the next caller at least knows what day it is.
Saturday, April 12, 2008
Goober on Paper
I don’t claim to be a good writer. While I wish I were, some things are just not meant to be. Having said that, I came across the following article that may be of use to someone. Project managers write a lot, and any tips that we can get to make our communications concise and more effective can only make our projects better.
WRITING TIPS
1. Cut the boring parts
I try to leave out the parts that people skip. ~Elmore Leonard
Unless you’re writing for personal reasons alone, you need to consider the attention of your readers. There’s no point is publishing content that isn’t useful, interesting, or both.
2. Eliminate unnecessary words
Substitute “damn” every time you’re inclined to write “very;” your editor will delete it and the writing will be just as it should be. ~Mark Twain
I used to feel that using words like “really”, “actually”, or “extremely” made writing more forceful. It doesn’t. They only get in the way. Cut them and never look back.
3. Write with passion
Fill your paper with the breathings of your heart. ~William Wordsworth
It’s not hard to realize that unless you’re excited about your writing no one else will be.
4. Paint a picture
Don’t tell me the moon is shining; show me the glint of light on broken glass. ~Anton Chekhov
Simply stating something is fine, but when you need to capture attention, using similes, metaphors, and vivid imagery to paint a picture creates a powerful emotional response.
5. Keep it simple
Vigorous writing is concise. ~William Strunk Jr.
Maybe it was all those late nights, struggling to fill out mandatory 10 page papers, but many people seem to think that worthwhile writing is long and drawn out. It’s more difficult (and effective) to express yourself in the simplest possible manner.
6. Do it for love
Write without pay until somebody offers to pay. ~Mark Twain
When you’re just starting out it’s hard to decide where to begin. So don’t. Just start writing. A blog is a good place to start. The most valuable benefit is the feedback.
7. Learn to thrive on criticism
You have to know how to accept rejection and reject acceptance. ~Ray Bradbury
Writing means putting yourself at the mercy of anonymous hecklers and shameless sycophants. Learn to make the most of the insults and distrust the praise.
8. Write all the time
Quantity produces quality. If you only write a few things, you’re doomed. ~Ray Bradbury
The way you define yourself as a writer is that you write every time you have a free minute. If you didn’t behave that way you would never do anything. ~John Irving
9. Write what you know … or what you want to know
If any man wish to write in a clear style, let him be first clear in his thoughts; and if any would write in a noble style, let him first possess a noble soul. ~Johann Wolfgang von Goethe
Learn as much by writing as by reading. ~Lord Acton
Successful writing is all about trust and authority. It makes sense to write about your area of expertise. If you don’t have an expertise, reading and writing is the best way to develop one and put it on display.
10. Be unique and unpredictable
I owe my success to having listened respectfully to the very best advice, and then going away and doing the exact opposite. ~G.K. Chesterton
Consistency is the last refuge of the unimaginative. ~Oscar Wilde
Zest. Gusto. How rarely one hears these words used. How rarely do we see people living, or for that matter, creating by them. Yet if I were asked to name the most important items in a writer’s make-up, the things that shape his material and rush him along the road to where he wants to go, I could only warn him to look to his zest, see to his gusto. ~Ray Bradbury
Following what works will only get you so far. Experiment with new styles, even if it means taking criticism. Without moving forward, you’ll be left behind.
WRITING TIPS
1. Cut the boring parts
I try to leave out the parts that people skip. ~Elmore Leonard
Unless you’re writing for personal reasons alone, you need to consider the attention of your readers. There’s no point is publishing content that isn’t useful, interesting, or both.
2. Eliminate unnecessary words
Substitute “damn” every time you’re inclined to write “very;” your editor will delete it and the writing will be just as it should be. ~Mark Twain
I used to feel that using words like “really”, “actually”, or “extremely” made writing more forceful. It doesn’t. They only get in the way. Cut them and never look back.
3. Write with passion
Fill your paper with the breathings of your heart. ~William Wordsworth
It’s not hard to realize that unless you’re excited about your writing no one else will be.
4. Paint a picture
Don’t tell me the moon is shining; show me the glint of light on broken glass. ~Anton Chekhov
Simply stating something is fine, but when you need to capture attention, using similes, metaphors, and vivid imagery to paint a picture creates a powerful emotional response.
5. Keep it simple
Vigorous writing is concise. ~William Strunk Jr.
Maybe it was all those late nights, struggling to fill out mandatory 10 page papers, but many people seem to think that worthwhile writing is long and drawn out. It’s more difficult (and effective) to express yourself in the simplest possible manner.
6. Do it for love
Write without pay until somebody offers to pay. ~Mark Twain
When you’re just starting out it’s hard to decide where to begin. So don’t. Just start writing. A blog is a good place to start. The most valuable benefit is the feedback.
7. Learn to thrive on criticism
You have to know how to accept rejection and reject acceptance. ~Ray Bradbury
Writing means putting yourself at the mercy of anonymous hecklers and shameless sycophants. Learn to make the most of the insults and distrust the praise.
8. Write all the time
Quantity produces quality. If you only write a few things, you’re doomed. ~Ray Bradbury
The way you define yourself as a writer is that you write every time you have a free minute. If you didn’t behave that way you would never do anything. ~John Irving
9. Write what you know … or what you want to know
If any man wish to write in a clear style, let him be first clear in his thoughts; and if any would write in a noble style, let him first possess a noble soul. ~Johann Wolfgang von Goethe
Learn as much by writing as by reading. ~Lord Acton
Successful writing is all about trust and authority. It makes sense to write about your area of expertise. If you don’t have an expertise, reading and writing is the best way to develop one and put it on display.
10. Be unique and unpredictable
I owe my success to having listened respectfully to the very best advice, and then going away and doing the exact opposite. ~G.K. Chesterton
Consistency is the last refuge of the unimaginative. ~Oscar Wilde
Zest. Gusto. How rarely one hears these words used. How rarely do we see people living, or for that matter, creating by them. Yet if I were asked to name the most important items in a writer’s make-up, the things that shape his material and rush him along the road to where he wants to go, I could only warn him to look to his zest, see to his gusto. ~Ray Bradbury
Following what works will only get you so far. Experiment with new styles, even if it means taking criticism. Without moving forward, you’ll be left behind.
Friday, March 21, 2008
Leadership Assessment Questions - How would others rate you?
RATING SCALE - 1 – Strongly Disagree, 2 – Disagree, 3 – Neither Agree or Disagree
4 – Agree, 5 – Strongly Agree
1. Effectively engages others to improve service delivery and follow-through on problem resolution. (Service Delivery)
2. Positively influences the team to translate customer needs into valued deliverables (i.e. work products and services. (Action Focus)
3. Ensures that agreed-upon commitments to internal and external customers are fulfilled. (Customer commitment)
4. Develops strong partnerships throughout the enterprise that foster positive customer relationships. (Organizational Relationships)
5. Stays calm and even-tempered when handling crises, stressful situations, or unexpected developments; does not become cynical, moody, or hostile when times are tough. (Composure)
6. Brings conflict into the open by encouraging constructive two-way communication, focusing on solutions and maintaining positive working relationship with those who disagree. (Conflict Resolution)
7. Builds effective teams by modeling open communication, providing constructive feedback, and encouraging different viewpoints. (Building Effective Teams)
8. Effectively facilitates group discussion by helping groups to define objectives, staying on task, soliciting diverse input, summarizing accomplishments and outlining next steps. (Group Facilitation)
9. Encourages a sense of job ownership by routinely soliciting input from team members, incorporating ideas into actions and holding the team accountable for results. (Empowering Teams)
10. Listens attentively and actively to both what is said and to non-verbal cues; has the patience to hear people out; accurately restates the opinions of others even when he/she disagrees. (Listening)
11. Demonstrates integrity in difficult situations by maintaining a balance between constructively identifying concerns, being upfront and honest, and maintaining respectful work relations. (Acting with Integrity)
12. Consistently acts in line with the best interest of the organization as well as in accordance with organizational policies during both good and tough times. (Ethics)
13. Builds and maintains trusting work relationships by being candid and upfront in a respectful and helpful manner, keeping confidences, following through on commitments, and practicing what is preached. (Building Trust)
14. Listens to complaints, suggestions, concerns, or requests; demonstrates consistency, impartiality, and even-handedness in making decisions. (Fairness)
15. Seeks opportunities to learn and actively works to continuously improve him/herself. Stays up-to-date on current practices and trends in his/her field. (Self Development)
16. Regularly solicits feedback on opportunities to improve oneself or delivery of products and services; implements ideas and suggestions to improve results. (Continual improvement)
17. Manages projects by breaking the work into process steps, establishing appropriate project teams, measuring performance against goals, and evaluating results. (Project Management)
18. Builds individual capacity by providing stretch tasks and assignments. Encourages others to learn and grow. Developing Others)
19. Creates focus by establishing priorities based on business needs; quickly zeros in on the critical few. (Prioritizing)
20. Seeks out and optimizes all available resources to achieve the best results efficiently, consistent with organization objectives. Knows who to involve and when. (Resourcefulness)
21. Effectively aligns fiscal resources to support strategic and business plans. (Fiscal Planning)
22. Effectively aligns technology resources to support strategic and business plans. (Technological planning)
23. Originates new and unique ideas; moves beyond the status quo and looks for better ways of doing things. (Innovation/Creativity)
24. Identifies obstacles and generates potential solutions to achieve challenges. (Problem-Solving)
25. Willing to try unconventional methods and/or to take personal risks to achieve desired outcomes that are consistent with organization objectives. (Risk Taking)
26. Accurately anticipates future trends and consequences. Sees the long-range implications of tactical decisions made today. Has broad knowledge and perspective. Can create competitive and breakthrough strategies and plans. (Strategic Thinking)
27. Considers various resources, obstacles, risks, perspectives, adverse reactions and financial impact when making recommendations and committing to action. (Critical Thinking)
28. Addresses performance issues by providing current, direct, complete, actionable, and developmental feedback to others; lets people know where they stand and supports others with ideas for continual improvement. (Coaching)
29. Takes responsibility and tackles difficult situations without passing them off to someone else; after making a mistake, admits it and either personally makes corrections or seeks assistance from others. (Ownership)
30. Drives for results; pushes ahead and maintains focus when confronted with obstacles. (Results Oriented)
4 – Agree, 5 – Strongly Agree
1. Effectively engages others to improve service delivery and follow-through on problem resolution. (Service Delivery)
2. Positively influences the team to translate customer needs into valued deliverables (i.e. work products and services. (Action Focus)
3. Ensures that agreed-upon commitments to internal and external customers are fulfilled. (Customer commitment)
4. Develops strong partnerships throughout the enterprise that foster positive customer relationships. (Organizational Relationships)
5. Stays calm and even-tempered when handling crises, stressful situations, or unexpected developments; does not become cynical, moody, or hostile when times are tough. (Composure)
6. Brings conflict into the open by encouraging constructive two-way communication, focusing on solutions and maintaining positive working relationship with those who disagree. (Conflict Resolution)
7. Builds effective teams by modeling open communication, providing constructive feedback, and encouraging different viewpoints. (Building Effective Teams)
8. Effectively facilitates group discussion by helping groups to define objectives, staying on task, soliciting diverse input, summarizing accomplishments and outlining next steps. (Group Facilitation)
9. Encourages a sense of job ownership by routinely soliciting input from team members, incorporating ideas into actions and holding the team accountable for results. (Empowering Teams)
10. Listens attentively and actively to both what is said and to non-verbal cues; has the patience to hear people out; accurately restates the opinions of others even when he/she disagrees. (Listening)
11. Demonstrates integrity in difficult situations by maintaining a balance between constructively identifying concerns, being upfront and honest, and maintaining respectful work relations. (Acting with Integrity)
12. Consistently acts in line with the best interest of the organization as well as in accordance with organizational policies during both good and tough times. (Ethics)
13. Builds and maintains trusting work relationships by being candid and upfront in a respectful and helpful manner, keeping confidences, following through on commitments, and practicing what is preached. (Building Trust)
14. Listens to complaints, suggestions, concerns, or requests; demonstrates consistency, impartiality, and even-handedness in making decisions. (Fairness)
15. Seeks opportunities to learn and actively works to continuously improve him/herself. Stays up-to-date on current practices and trends in his/her field. (Self Development)
16. Regularly solicits feedback on opportunities to improve oneself or delivery of products and services; implements ideas and suggestions to improve results. (Continual improvement)
17. Manages projects by breaking the work into process steps, establishing appropriate project teams, measuring performance against goals, and evaluating results. (Project Management)
18. Builds individual capacity by providing stretch tasks and assignments. Encourages others to learn and grow. Developing Others)
19. Creates focus by establishing priorities based on business needs; quickly zeros in on the critical few. (Prioritizing)
20. Seeks out and optimizes all available resources to achieve the best results efficiently, consistent with organization objectives. Knows who to involve and when. (Resourcefulness)
21. Effectively aligns fiscal resources to support strategic and business plans. (Fiscal Planning)
22. Effectively aligns technology resources to support strategic and business plans. (Technological planning)
23. Originates new and unique ideas; moves beyond the status quo and looks for better ways of doing things. (Innovation/Creativity)
24. Identifies obstacles and generates potential solutions to achieve challenges. (Problem-Solving)
25. Willing to try unconventional methods and/or to take personal risks to achieve desired outcomes that are consistent with organization objectives. (Risk Taking)
26. Accurately anticipates future trends and consequences. Sees the long-range implications of tactical decisions made today. Has broad knowledge and perspective. Can create competitive and breakthrough strategies and plans. (Strategic Thinking)
27. Considers various resources, obstacles, risks, perspectives, adverse reactions and financial impact when making recommendations and committing to action. (Critical Thinking)
28. Addresses performance issues by providing current, direct, complete, actionable, and developmental feedback to others; lets people know where they stand and supports others with ideas for continual improvement. (Coaching)
29. Takes responsibility and tackles difficult situations without passing them off to someone else; after making a mistake, admits it and either personally makes corrections or seeks assistance from others. (Ownership)
30. Drives for results; pushes ahead and maintains focus when confronted with obstacles. (Results Oriented)