EFTA02629323.pdf

From: Stephanie Remington Sent: Friday, February 8, 2011111 To: J Subject: Re: Good morning, Sir, I understand that so=e issues regarding your personal space have been a disappointment. I will =ddress your concerns with top priority. Carlos has already been instructed=to purchase the hinges and Karen has provided instructions for the master.=/div> With little notice or direction, Mike, Patrick, a=d I picked up the ball and kept things moving forward the best we knew how= In a month's time we three have been doing what six people used to do=and we have made visible progress. I don't think we need more leadersh=p. We need more skilled labor and contractors. You have given us the go to=find it, so we will. With practice we expect exponential progress. We'=e got this. Plans are in place to address th= hinges and master straight away. We have steps in place for the tiki and =lready know what needs to be done. I am glad to h=ve met Anna. I'm happy to spend time with her and to learn from her an= ask her for help. I ask that you let me set the course for what she does =ere so that she's not in the middle of projects we already have lined =ut. For example, she went to GS1 after she left here yesterday and upset B=ian when she interjected herself in the dock wood collection for the tiki =roject. Everything was already in place for that, but Mike had to take tha= panicked call from Brian and contact others to straighten it back out. Ti=e is precious. This was frustrating for Mike. When she pulled crew, a boat= a captain, and machinery for the GS1 road project and I had NO IDEA this =as coming, it completely threw a wrench into everything we had already lin=d out for that week. I was EXTREMELY frustrated because I plan and work EF=ICIENTLY. Sir, you asked me what the most c=allenging part of this job has been. It has been the lack of clarification=to all about who is in charge and the consequential challenge of triangula=ion that occurs. One person needs to be your manager. Your manager should =e at your right hand and consequently responsible for being the conduit of=information and disseminating responsibilities with your priorities at the=forefront. Regardless of who you choose long-term for this responsibility,=the triangulation has to stop in order for that person to be successful. T=is means when people try to go over the manager's head to go to you orrRich, or sideline the manager by going around the manager to access crew, =he two of you need to refer that person back to the manager. Further, the =anager should not be micro-managed. Suggestions from you, Rich, others are=great, but give the manager the freedom to use her management skills to ge= the job done.The only way a manager will be successful is if you make it =tear that you've given the manager the authority to be so. <=r> Stephanie Remington LSJE, LLC <=iv dir="ltr" class="gmail_attr">On Thu, 7 Feb 2019 at 21:56,1 <[email protected]> wrote:<=r> EFTA_R1_01847642 EFTA02629323  4>=A0 please note The information contained i= this communication is confidential, may be attorney-client privileged,=may constitute inside information, and is intended only for the use =f the addressee. It is the property of JEE Unauthorized use, disclos=re or copying of this communication or any part thereof is strictly pro=ibited and may be unlawful. If you have received this communication =n error, please notify us immediately by return e-mail or by e-mail to =a href="mailto:[email protected]" target="_blank">[email protected], and destroy this communication and all copies thereof, inc=uding all attachments. copyright -all rights reserved 2 EFTA_R1_01847643 EFTA02629324