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<br />(9) High <br /> <br />Consistently attends to and shows accurate awareness of the needs and feelings <br />of others; provides satisrymg and productive responsiveness; a truly "tuned in" <br />and sensitive person with excellent productive interrelationships with other <br />officials, employees, and the general public; is excellent in resolving conflict <br />through diplomacy and tact; is very effective in reading his/her own <br />environment and in understanding the subtle nuances of relationships within <br />and between departments. <br /> <br /> <br />Judgment and Decision Making <br /> <br />(1) Low <br /> <br />(5) Medium <br /> <br />(9) High <br /> <br />Leadership <br /> <br />(1) Low <br /> <br />(5) Medium <br /> <br />Judgments and decisions are more reactive than thought out; does not usually <br />take all factors into account; sees symptoms as causes; usually tends to have <br />answers for everything whether good or bad - or else almost no answers at all; <br />shows no evidence of innovative ideas or creative problem solving; is not able to <br />make decisions under conditions of risk, pressure, or limited data; slow at <br />learning new materials and instructions; easily confused by abstract concepts; <br />does not have much intellectual curiosity or analytical ability; uses little or no <br />quantitative and/or fmancial data in making decisions. <br /> <br />Normal judgments are usually realistic and practical; sees most facets in <br />problem solving; usually gets to the bottom of most problems and solutions; <br />tends to be quite decisive and consistent in decision quality; occasionally comes <br />up with an unusual solution; shows some instances where a new idea or solution <br />was implemented successfully; learns well; can analyze and handle fairly <br />complex matters satisfactorily; can work with abstract concepts; has an interest <br />in learning about things in general; uses some quantitative and/or financial data <br />in making decisions. <br /> <br />Judgment is extremely reliable, accurate, and practical; is higWy analytical in <br />detennining true causes before offering solutions; is consistently generating <br />fresh and new approaches to doing things; has high success as creative <br />approaches and solutions are adopted; usually has alternatives to the traditional <br />solutions; learns extremely well and quickly; is able to analyze and understand <br />highly complex and abstract matters; has an insatiable desire and capacity for <br />new knowledge and understanding; uses the appropriate quantitative and <br />financial data when making decisions. <br /> <br />Shows neither strong desire for nor skill in group leadership; does not influence <br />the group's activities or thinking; conversely, may have so strong or unbalanced <br />a drive for leadership and inadequate skills so as to turn off any followership - <br />creating negative responses; does not delegate at all or else negates the benefits <br />of delegation by poor skill, extreme overcontrol, interference, etc. :.... in either <br />case, delegation does not add much to his/her effectiveness; provides little or no <br />guidance or follow-up on progress; is not "tuned in" to the needs and desires of <br />others; shows little or no appreciation for the efforts of others. <br /> <br />Exhibits a desire-for the role ofleadership and some skills in achieving it; <br />demonstrates ability to influence group decisions and actions, though perhaps <br />not consistently; groups respond to leadership efforts; most delegation is done <br />clearly and with reasonably apparent goals and checkpoints of progress; follow- <br /> <br />21 <br />