Sample Resume - Area Manager

* Collects and analyzes tracking data on weekly sales numbers, volume, incentives, etc.; evaluates success against established goals, in accordance with Monarch policy * Coordinates suppliers with sales representatives to work in the market Administrative Duties * Coordinates allocation and execution of POS * Ensures execution for special events and supplier surveys * Builds and maintains relationships with accounts * Ensures store conditions meet requirements based on the department's Standards of Performance * Carries out supervisory responsibilities in accordance with the company's policies and applicable laws, including interviewing, hiring, and training employees; planning, assigning, and directing work; appraising performance; rewarding and disciplining employees; addressing complaints, and resolving problems * Works with sales managers to create programs to drive volume and/or distribution goals Field Management Duties * Establishes volume and/or distribution goals for district managers and sets daily standards for sales force * Administers and evaluates training and development programs for district managers, sales representatives, and sales representatives in training * Prepares for and conducts team meetings and general sales meetings to determine direction and needs and to ensure proper structure of sales force Supervisory Duties Job Summary Leads team of district managers and sales representatives in selling and merchandising beverage products and developing accounts. Trains and develops district managers and sale representatives to ensure skill acquisition and goal achievement. Establishes volume and/or distribution goals for district managers and sets daily standards for the sales force. Tracks and analyzes data to monitor team progress and to aid goal-setting, profit calculation, and understanding of marketplace activity. Essential Functions Essential functions include, but are not limited to, the following: FLSA Status: Sales Sales Manager Salary Grade: Approved Date: Job Description: Area Manager * Generates reports and computes monthly incentive programs EExempt Division: Reports To: Department: Sales * Ability to calculate figures and amounts such as discounts, commissions proportions, percentages and volume * Ability to read, write, speak, and comprehend English language Minimum Qualifications *High School Diploma/GED * At least 21 years of age * 1–2 years of sales experience, at least one of them with Monarch Beverage, with exposure to seasonal fluctuations in beverage industry and mastery of internal systems, procedures, and tools * 1 year of distribution management experience in beverage industry, with exposure to a high-profile territory Performance Evaluation Area Manager 1/30/2008Working Conditions While performing the duties of this job, the employee is occasionally required to work in diverse establishments where alcohol is sold/consumed and where cigarette smoke may be present. The employee is required to spend time in a vehicle traveling to account locations (varies based on division), in varying weather and traffic conditions. The employee may be required to work flexible hours, including evening, weekends, and/or holidays in order to accommodate customer needs or special events. The noise level in customer environments may range from moderate to loud. The employee may also work in confined spaces and commercial coolers on a regular basis. * Employee permit Physical Demands While performing duties of this job, the employee is occasionally required to lift and/or move an average of 50 lbs. and up to 160 lbs, with or without a dolly. The employee is regularly required to drive to account locations and stand, walk, reach, climb, bend, twist, squat, crouch, and grasp with hands/fingers. Certificates/Licenses * Valid driver's license * Sales permit * Hand tools * Forklift * Staple gun * Company vehicle * Palm Pilot * Pallet jack * Cell phone * Hand truck Supplementary Information Tools/Equipment * Computer * Box knife * Ability to write reports and business correspondence * Ability to effectively present information and respond to questions from groups of managers, clients, customers, and the general public * Ability to solve practical problems and deal with a variety of concrete variables in situations where only limited standardization exists * Ability to interpret a variety of instructions furnished in written, oral, diagram, or schedule form * Basic understanding of financial management concepts/terminology (e.g., margins, mark-ups, profit, gross, net) * Microsoft Office skills (intermediate skills in Word, Excel, PowerPoint, and Outlook, plus basic skills in Publisher) * Ability to operate additional computer programs and software, including Margin Minder and VIP Preferred Qualifications * Bachelor's degree from a four-year college or university * 2–3 years of distribution management experience in beverage industry, with exposure to a high-profile territory * Completion of Monarch Beverage’s leadership development course Performance Evaluation Area Manager 1/30/20084 5.00% of base pay 3 4.00% of base pay 2 2.50% of base pay 1 1.00% of base pay N/A Date of Hire Performance Evaluation: Area Manager Evaluation Guidelines Performance management is a continual process designed to foster communication between managers and employees. Managers are encouraged to discuss specific accomplishments and areas that require improvement on an ongoing basis. Performance management includes goal setting, coaching and feedback, recognition, performance improvement and discipline, and performance evaluation. One month prior to this review, ask the employee to complete this form to detail how well he or she has met his or her objectives for this review period. Ask the employee to be prepared to discuss his or her achievements, accomplishments, responsibilities, and future goals—and how those goals will affect department objectives as well as corporate objectives. Definition of Performance Ratings 4 Exceeds performance expectations Goes above and beyond, consistently exceeding expectations High performance behaviors 3 Exceeds some performance expectations Meets all basic requirements and exceeds some expectations High performance behaviors 2 Meets performance expectations Meets all basic requirements Average performance behaviors 1 Meets some performance expectations Meets some, but not all, expectations; needs improvement in quality/quantity of work Low performance behaviors Less than 1 Does not meet performance expectations Performs significantly below expectations; performance action required Low performance behaviors Semi-Annual Bonus Payout Schedule Exceeds performance expectations Exceeds some performance expectations Meets performance expectations Meets some performance expectations Does not meet performance expectations Employee Name Today’s Date Less than 1 Evaluator Review Date Performance Evaluation Area Manager 1/30/2008Rating Weight Weighted Rating 0.00 Goal Review—March & September Work with the employee to develop agreed-upon goals the coming half or full year. At the semi-annual evaluation, review the goals, note the results and add other comments, and assign a rating for each. Goals 1 Company Goal: Results/Comments: 2 Department Goal: Results/Comments: 0.00 0.00 0.00 0.00 Results/Comments: 3 Individual Goal: Results/Comments: 4 Individual Goal: 0.00 Results/Comments: Overall Rating 5 Individual Goal: Performance Evaluation Area Manager 1/30/20084 7.00% of base pay 3 5.00% of base pay 2 3.00% of base pay 1 1.00% of base pay N/A Date of Hire March–September Type of Evaluation: Goal Review Evaluator Review Period Does not meet performance expectations Employee Name Today’s Date Meets performance expectations Meets some performance expectations Less than 1 2007 Merit Increase Schedule Exceeds performance expectations Exceeds some performance expectations Less than 1 Does not meet performance expectations Performs significantly below expectations; performance action required. Low performance behaviors 1 Meets some performance expectations Meets some, but not all, expectations; needs improvement in quality/quantity of work Low performance behaviors 2 Meets performance expectations Meets all basic requirements Average performance behaviors 3 Exceeds some performance expectations Meets all basic requirements and exceeds some expectations High performance behaviors Evaluation Guidelines Performance management is a continual process designed to foster communication between managers and employees. Managers are encouraged to discuss specific accomplishments and areas that require improvement on an ongoing basis. Performance management includes goal setting, coaching and feedback, recognition, performance improvement and discipline, and performance evaluation. One month prior to this review, ask the employee to complete this form to detail how well he or she has met his or her objectives for this review period. Ask the employee to be prepared to discuss his or her achievements, accomplishments, responsibilities, and future goals—and how those goals will affect department objectives as well as corporate objectives. Definition of Performance Ratings 4 Exceeds performance expectations Goes above and beyond, consistently exceeding expectations High performance behaviors Performance Evaluation Area Manager 1/30/20080.00 0.15 0.00 0.00 0.11 0.00 0.00 0.08 0.00 0.00 0.15 0.00 0.00 0.08 0.00 0.00 0.15 0.00 0.00 0.10 0.00 0.00 0.10 0.00 0.00 0.08 0.00 0.00 Leadership Motivation—Initiative & Achievement Total Rating (sum of weighted ratings) Leadership Motivation—Persistence & Resilience Business Leadership—Learning Business Leadership—Communication Self Leadership Supervision & General Management—Training & Development Interpersonal Leadership Competency Rating Business Leadership—Planning & Organization Business Leadership—Problem Solving & Decision Making Leadership Motivation—Persistence & Resilience 0.00 Rating X Weight = Weighted Interpersonal Leadership 0.00 Competency Rating Competency Rating Leadership Motivation—Initiative & Achievement 0.00 Competency Rating Rating Competency Self Leadership 0.00 Supervision & General Management—Training & Development 0.00 Business Leadership—Communication 0.00 Competency Rating Business Leadership—Learning 0.00 Competency Rating Business Leadership—Problem Solving & Decision Making 0.00 Competency Rating Business Leadership—Planning & Organization 0.00 Competency Rating Competency Review—September Complete this section based on your direct observations and knowledge of this employee’s performance compared to the target behaviors for each job competency. In the comment sections, use specific examples to support or illustrate your rating. Comments must be given for all competencies. Competency Rating Performance Evaluation Area Manager 1/30/2008Follow-Up Date Date Date Employee Acknowledgment By signing this form, you confirm that you have discussed this review in detail with your manager. Signing this form does not necessarily indicate that you agree with this evaluation. Employee Signature Manager Signature Performance Improvement Plan (any areas scoring a 1 or below) If an employee receives scores of 1 or below in any competency, discuss specific areas for performance improvement and arrive at mutually agreed-upon action plans/goals for the coming performance period. Action Plan/Goal Performance Evaluation Area Manager 1/30/2008Discuss with the employee specific areas for career development and arrive at mutually agreed-upon action plans for the coming performance period. Follow-Up Date Date Date Employee Acknowledgment By signing this form, you confirm that you have discussed this review in detail with your manager. Signing this form does not necessarily indicate that you agree with this evaluation. Employee Signature Manager Signature Career Development Goals Career Development Goal Action Plan Performance Evaluation Area Manager 1/30/2008Date of Hire Date Employee Signature Manager Signature Date Compensation Summary and Employee Acknowledgment Goal Review Bonus amount (if applicable) Employee Acknowledgment By signing this form, you confirm that you have discussed these changes with your manager. #N/A New base pay rate #N/A Merit increase dollar amount #N/A Type of Evaluation: Compensation Overview Current base pay rate Merit increase percentage #N/A Bonus percentage (if applicable) #N/A Employee Name Today’s Date Evaluator Review Period March–September Performance Evaluation Area Manager 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Presents information in an ambiguous or difficult-to-follow manner; disregards the level of the audience. Presents information in a reasonably clear and logical manner; adjusts the message to the level of the audience. Presents information in an exceptionally clear and engaging way; precisely tailors message to the level of the audience. 0.20 0.00 2 Fails to keep others appropriately informed or impedes the exchange of information between individuals or groups. Does an adequate job of keeping others informed; facilitates the exchange of information among individuals or groups. Proactively keeps others informed; facilitates and models an open and honest exchange of information among individuals or groups. 0.20 0.00 3 Struggles to communicate with certain audiences; restricts communications to familiar and comfortable audiences. Communicates effectively to a variety of audiences, both internally and externally. Is able to engage, meaningfully inform, and inspire internal and external audiences at all organizational levels. 0.20 0.00 4 Fails to communicate with confidence; gives up easily when communicating with individuals who disagree with his/her position. Communicates effectively; eventually gains acceptance and support for his/her ideas. Communicates effectively and confidently; persists in gaining strong support and commitment from others, even when initially met with opposition. 0.40 0.00 Business Leadership—Communication Overall Rating 1.00 0.00 The degree to which one is able to adequately present information, convey and receive messages, and maintain open exchanges of information through speech and writing. Business Leadership—Communication Performance Evaluation Area Manager 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Neglects the training and development of sales reps (e.g., does not train reps to plan or recognize opportunities); does not coach to individual needs but provides general, minimal efforts; does not refer to the “Steps To A Sales Call.” Trains and develops sales reps (e.g., trains reps to plan and recognize opportunities); provides coaching on a regular basis; ensures sales reps’ understanding of the “Steps To A Sales Call.” Trains and develops sales reps (e.g., trains reps to plan and recognize/seize opportunities) by identifying individual strengths and needs; provides coaching on a frequent basis; ensures sales reps’ understanding and correct execution of the “Steps To A Sales Call.” 0.20 0.00 2 Does not spend the necessary time with new sales reps in order to prepare them for the role. Spends an adequate amount of time with new sales reps in order to provide basic guidance for the role; makes him/her self available to respond to training needs as they arise. Spends extensive time with new sales reps in order to develop a strong foundation for the role; ensures that training objectives are learned; proactively identifies and follows up on training needs. 0.20 0.00 3 Does not provide adequate compliance training with respect to company or department policies and procedures. Provides basic compliance training with respect to company and department policies and procedures. Provides comprehensive compliance training with respect to company and department policies and procedures and holds employees accountable. 0.30 0.00 4 Does not adequately train sales reps on the proper use of tools/equipment; allows sales reps to use tools/equipment in an unsafe or improper manner without consequences. Trains sales reps on the proper use of tools and equipment; corrects unsafe or improper use of tools/equipment when such behavior is encountered. Trains and evaluates sales reps on the proper use of tools and equipment; fosters commitment to the safe and proper use of tools/equipment by modeling the expected behaviors, correcting improper behaviors, and enforcing consequences when necessary. 0.20 0.00 5 Neglects to identify and groom high performers; provides no additional opportunities to take on advanced duties and/or roles. Identifies high performers and provides them with available opportunities for more advanced duties and/or roles; trains and develops sales reps that show potential for advancement. Identifies and creates a succession plan with short and long term goals for high performers; seeks out or creates opportunities for more advanced duties and/or roles; provides development opportunities that will prepare high performers for advancement. 0.30 0.00 Overall Rating 1.20 0.00 Supervision & General Management—Training & Development The degree to which one engages in leadership behaviors to train, develop, and coach employees. Supervision & General Management—Training & Development Performance Evaluation Area Manager 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Does a poor job of planning work; for example, articulates objectives poorly, organizes tasks illogically, misjudges resource requirements, or fails to include contingency plans. Plans work competently; for example, articulates the most important objectives and tasks, develops a realistic timeline, and secures resources. Plans work very effectively; for example, establishes clear objectives, structures all key activities in a logical manner, accurately estimates time and resource requirements, and includes contingency plans. 0.40 0.00 2 Does an insufficient job of monitoring work progress and/or quality, with the result that important objectives are not met. Monitors the most important aspects of work progress and quality; keeps sight of strategic objectives most of the time and makes adjustments as needed to facilitate the work. Monitors work progress and quality against targets; remains focused on strategic objectives and adjusts plans as necessary to ensure that all objectives are met. 0.15 0.00 3 Assigns inappropriate priority levels to some tasks or fails to re-shuffle priorities when there is a need to do so. Uses time efficiently and productively for the most part; prioritizes tasks and reshufffle priorities when the need arises. Uses time very efficiently and productively; prioritizes multiple tasks, continuously re-assesses priorities, and updates plans as needed. 0.30 0.00 4 Does not handle details well; either loses track of important details or gets so bogged down in details that he/she loses sight of the broad perspective. Handles details well; is able to keep track of details and detects small errors without getting bogged down or losing sight of the broad perspective. Handles details expertly; follows a structured process to track details and detect problems; effectively balances detail orientation within a broad perspective. 0.15 0.00 Business Leadership—Planning & Organization Overall Rating 1.00 0.00 The degree to which one plans, prioritizes, manages, and organizes tasks, resources, and time in order to align work with overall goals. Business Leadership—Planning & Organization Performance Evaluation Area Manager 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Recognizes a routine or simple problem once it occurs; fails to consider or accurately identify the underlying causes of a problem. Anticipates or recognizes a simple or commonly-occurring problem; understands all underlying causes of a straightforward problem or understands some underlying causes of a complex problem. Anticipates or recognizes a complex problem; accurately determines underlying causes of a complex problem. 0.30 0.00 2 Proposes a solution without carefully considering possible alternatives; rushes into a choice based on the solution that was most immediately accessible. Considers several possible solutions; carefully assesses strengths and weaknesses of one high-quality solution; provides a basic evaluation of the available alternatives. Develops several high-quality solutions and assesses the strengths and weaknesses of each alternative; uses sound thought processes and relevant experiences to evaluate available alternatives. 0.20 0.00 3 Requires considerable time and structure to make a decision. Makes a good decision in a timely matter, given a structured or straightforward situation. Makes the optimal choice in a timely matter, even though the situation was ambiguous or complicated. 0.20 0.00 4 Uses unconfirmed information to make a decision; relies heavily on instinct or “gut feelings” too frequently without searching for facts upon which to base a decision. Uses appropriate, objective information to make an informed decision. Uses objective information and leverages expertise and one’s understanding of relevant influences and trends to make an informed and insightful decision. 0.30 0.00 Business Leadership—Problem Solving & Decision Making Overall Rating 1.00 0.00 Business Leadership—Problem Solving & Decision Making The degree to which one addresses and analyzes problem situations and makes sound decisions based on appropriate consideration of relevant information. Performance Evaluation Area Manager 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Applies little effort to learn something new about the job or industry. Accepts an opportunity to learn something new about the job or industry. Takes the initiative to increase own knowledge about the job and industry. 0.20 0.00 2 Demonstrates job or industry knowledge that falls short of others' needs or expectations (i.e., does not provide internal and/or external customers adequate information). Demonstrates job or industry knowledge consistent with others' expectations (i.e., provides internal and/or external customers with adequate information). Demonstrates job or industry knowledge above and beyond others' expectations (i.e., anticipates the needs of internal and/or external customers and provides all of the necessary information). 0.20 0.00 3 Demonstrates limited understanding of the potential business impact of an external event. Demonstrates a basic understanding of the potential business impact of an external event. Demonstrates keen insight and deep understanding of the potential business impact of an external event. 0.20 0.00 4 At times, formulates questionable or incomplete conclusions from reports and analyses. Formulates appropriate conclusions from reports and analyses. Formulates highly accurate and specific conclusions from reports and analyses. 0.20 0.00 5 Performs numerical calculations slowly or with errors; possesses belowaveerag Microsoft Excel skills. Performs numerical calculations accurately most of the time; possesses adequate Microsoft Excel skills. Performs numerical calculations with exceptional speed and accuracy; possesses above-average Microsoft Excel skills. 0.20 0.00 Overall Rating 1.00 0.00 Business Leadership—Learning The degree to which one engages in self-development, learns and utilizes job-relevant information, and uses tools to manage information or data. Business Leadership—Learning Performance Evaluation Area Manager 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Makes choices based on what is personally rewarding, without regard for whether the choice is an ethical one. Chooses the most ethical course of action; no personal sacrifice is necessary in order to do the right thing. Chooses the most ethical course of action, even when it may require personal sacrifice to do so. 0.50 0.00 2 Acts without objectivity; for example, makes an automatic or emotional choice based on his/her own beliefs. Acts in accordance with his/her own beliefs, but also expresses respect for other points of view. Acts in accordance with his/her own beliefs, but also considers other points of view objectively and with an open mind. 0.15 0.00 3 Behaves unprofessionally. Behavior is reasonably professional. Upholds the highest standards of professional behavior. 0.15 0.00 4 Fails to meet commitments on a repetitive basis. Meets commitments as long as doing so is within reason and does not require additional effort. Meets commitments even when doing so demands extraordinary effort. 0.20 0.00 Overall Rating 1.00 0.00 Self Leadership The degree to which one displays a professional work ethic, can be relied upon to work safely and independently, and generally demonstrates control of behavior. Self Leadership Performance Evaluation Area Manager 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Does not convey ideas with enthusiasm; lacks energy in interactions with others. Presents his/her ideas with enthusiasm, but does not generate similar excitement among others. Generates excitement for his/her ideas that mobilizes others to achieve the desired results. 0.20 0.00 2 Struggles to persuade or negotiate; does not know when to concede, compromise, or remain firm. Persuades or negotiates with success most of the time, despite being a bit too forceful (or weak). Persuades or negotiates with tact and ease; knows when to concede, compromise, or remain firm. 0.20 0.00 3 Is unable to gain others' trust and has difficulty building and/or maintaining work relationships. Is moderately effective and successful in gaining others' trust and at building and/or maintaining work relationships. Is completely effective and successful in gaining others' complete trust and can easily build and/or maintain work relationships. 0.20 0.00 4 Delays or ignores customer complaints even after they have been escalated, which may jeopardize customer relationships. Responds to customer complaints once they have been escalated and involves other departments as necessary in order to maintain solid customer relationships. Is proactive in handling potential customer complaints and takes ownership over solving problems before they are escalated, which results in strong, collaborative customer relationships. 0.20 0.00 5 Often fails to meet customer service standards and does not value the importance of meeting customer needs. Maintains standards for customer service and understands the importance of meeting customer needs. Consistently searches for ways to improve customer service and places the highest priority on meeting customer needs. 0.20 0.00 Interpersonal Leadership Overall Rating 1.00 0.00 Interpersonal Leadership The degree to which one interacts and works well with others in ways that serve interpersonal or situational needs. Performance Evaluation Area Manager 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Sets easy goals for him/herself, or only pursues a difficult goal when someone else imposes it upon him/her. Sets fairly challenging goals for him/herself. Sets very challenging goals for him/herself. 0.20 0.00 2 Does not display an interest in producing high quality work. Finds satisfaction in producing high quality work. Demonstrates tremendous satisfaction and pride in producing high quality work. 0.10 0.00 3 Expresses disinterest in seeking opportunities to improve or grow the business. Occasionally seeks opportunities to improve or grow the business. Consistently seeks out opportunities to improve and grow the business. 0.15 0.00 4 Prefers established ways of doing things; does not attempt to improve work processes. Occasionally applies original ideas to improve existing work processes. Generates original, innovative approaches to improve work processes or performance on tasks and problems. 0.10 0.00 5 Avoids opportunities to increase the variety and scope of work. Accepts new challenges at work when it is suggested by someone else. Seeks out and volunteers for new assignments or challenges. 0.10 0.00 6 Procrastinates when faced with new work. Takes on challenges with little hesitation. Enthusiastically tackles new challenges. 0.10 0.00 7 Displays a lack of confidence in his/her abilities. Maintains a moderate degree of confidence in his/her abilities, even when facing criticism or setbacks. Maintains a high degree of confidence in his/her abilities, even when facing criticism or setbacks. 0.10 0.00 8 Avoids taking a stand in defense of his/her principles and viewpoint. Tries hard to defend his/her principles and viewpoint when faced with opposition. Confidently and effectively defends his/her principles and viewpoint under very difficult circumstances. 0.15 0.00 Leadership Motivation—Initiative & Achievement Overall Rating 1.00 0.00 Leadership Motivation—Initiative & Achievement The degree to which one displays confidence and motivation and is driven to excel. Performance Evaluation Area Manager 1/30/2008Behavior Low Performance Behaviors Average Performance Behaviors High Performance Behaviors Comments Score Weight Total Score # 0 1 2 3 4 1 Gives up easily when faced with obstacles or setbacks. Expends extra effort and does not give up when faced with obstacles or setbacks. Tenaciously persists and increases effort to complete work, despite difficult obstacles or setbacks. 0.20 0.00 2 Loses focus and drive when working on difficult projects or assignments. Remains fairly focused and driven when working on a difficult project or assignment. Dedicates tremendous focus and drive to difficult projects or assignments. 0.20 0.00 3 Quickly becomes cynical or loses hope of success in a difficult situation. Maintains a largely positive attitude despite challenging circumstances. Maintains a strong positive attitude despite very difficult circumstances. 0.30 0.00 4 Is unable to function effectively when faced with stressful situations; outwardly displays frustration. Takes a mostly calm and constructive approach to stressful circumstances; tries to make the best of bad situations. Takes a completely calm and constructive approach to stressful circumstances; achieves great results despite bad situations. 0.30 0.00 Leadership Motivation—Persistence & Resilience Overall Rating 1.00 0.00 Leadership Motivation—Persistence & Resilience The degree to which one remains optimistic and calm and continues to exert effort in the face of challenges or heavy workload. Performance Evaluation Area Manager 1/30/2008