Our (hypothetical) project is in mid-cycle and we have a new member joining the team! Amit is the lead engineer on the performance management system automation project. Amit’s responsibilities include: providing technical leadership to the project, helping other engineers on the team with technical issues, working with the quality assurance team to ensure that the system is tested thoroughly. After 3 months on the team, feedback indicates: Everyone on the team appreciated Amit’s technical skills. However, most of the team members complained about Amit’s attitude. When drilling down on specifics, team members gave the following examples: Amit does not show up on time in meetings. He is always late by at least 5 minutes to most of the meetings. Amit is not receptive to other people’s ideas. He thinks he is always right. In meetings, he always interrupts people and does not give them a chance to completely share their ideas. The Quality Assurance team requested that Amit review the quality plans, but he never got back to them. And he later complained that the quality plans written by the Quality Assurance team were not thorough. As the project manager, you are concerned about the team member’s behavior because you had higher expectations for his contribution and level of engagement with the team. What factors do you think could be contributing to Amit’s behavior and how can you help motivate Amit to become a more engaged member of the team? The performance review for Amit should have the following information: A rating of Amit’s performance. Choose from one of the following ratings: Exceeds Expectations Meets All Expectations Meets Some Expectations Performs Below Expectations Accomplishments Strengths Areas to Strengthen Overall Summary