SUPPORT BULLETIN FOR INFORMATION OF HEADQUARTERS AND FIELD PERSONNEL

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04724A000200030009-2
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 47
• Document Creation Date: December 12, 2016
• Document Release Date: September 28, 2001
• Sequence Number: 9
• Publication Date: January 1, 1957
• Content Type: BULL

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SUPPORT BULLETIN'
FOR INFORMATION OF HEADQUARTERS
AND FIELD PERSONNEL
NOFORN This documi"A
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NOFORN
The`S sort Bulletin, to be published periodically, is designed to Kee
headquar t rs ai `d field personnel informed on administrative, per, pn
and support mats . ie Support Bulletin is not direct ye.iri nature
but rather attempts to prey@rlt Aegis which, in gei ral, are of interest
to all personnel and, in particular, ofinterest to..thase employees occupy-
ing various support positions. Suggest,and constructive criticism
from both headquarters and field personnel are encouraged.
NOTE: -'t'his bul.l,, ih is for information only.""'"It-dq s not con-
t tute authority for action and is in no way ass stitute
NOFORN
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NO F0RN W
MfiNA64 M NT T` o L 5
CUTTING CORRESPONDENCE COSTS
The written word is expensive. Drafted or dictated correspondence
costs from $1.50 to $2.00 per page. A glance at your files (and some
simple multiplication) will confirm that this cost is a major one to
the Organization.
04 But you can cut correspondence costs by careful planning to:
_fl Avoid retyping and rewriting.
Write to express not impress.
Prevent the creation of nonessential copies.
Use less expensive substitutes for costlier dictated or drafted
correspondence.
Follow Organization format standards and correspondence handling
procedures. They were adopted after study of many tested systems and
consideration of Organizationwide preferences and needs. They were
established to provide the uniformity essential to efficient corre-
spondence operations. Individual preferences for special formats and
procedures lead to confusion over "what is standard" and contribute
greatly to the amount of retyping required.
Limit retyping and rewriting to instances in which you can truth-
fully say "yes" to one of these questions:
1. Will the present version fail to bring the required results?
2. Will the paper create a deservedly bad impression of your
Office or of the Organization?
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CU FIDE TIAL
3. Is the nature of the correspondence such that it must be
reworked until absolutely no further improvement appears
possible?
4. Would you, from the viewpoint of a taxpayer, say that the
paper should be reworked?
The fact that much retyping and rewriting could well be elimi-
nated does not imply that our standards should be lowered. It does
suggest, however, that a piece of correspondence should be judged
for adequacy on the basis of common sense rather than on trivialities,
or personal preferences. There is a point where further improvements
fail to justify spending more time in rewriting or retyping.
WRITE TO EXPRESSSNOT IMPRESS
Apply the "Four S Formula" to your writing: Shortness, Simpli-
city, Sincerity, and Strength. Concise, clear writing has a far-
reaching effect. Less time is needed to prepare, read, and understand
it. Misinterpretations are avoided; good relations are maintained. We
can't all be literary masters. We can strive, however, to rid our
writing of the more common barriers to effective communication. Here
is a partial check list to guide you. Each "no" answer indicates a potential
area for improvement.
1. Are most of your letters or memorandums less than a page long?
2. Is your average sentence less than 22 words?
3. Do you keep paragraphs short--less than 10 lines?
Do you know some good techniques for beginning your correspond-
ence naturally and conversationally?
"ITIAL
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tIOFORN
5. Do you paraphase items that do not call for a verbatim
quotation?
6. Do you use personal pronouns freely, particularly "you"?
7. Do you know when the six little verb thieves, make, take,
give, hold, haveand be rob your writing of its strength,
as in made the decision rather than decided?
8. Do you prefer active verbs (the official read the letter) to
passive ones (the letter was read by the official)?
9. Do you overwork prepositional phrases such as for the purpose
of (for), with reference to (about, concerning), and many
others?
10. Do you answer a question before explaining the answer?
PREVENT NONESSENTIAL COPIES
Copies are costly. They add to the volume of records the Organ-
ization must handle, store and dispose of. They slow down typing
operations. Often typing and proofreading time is doubled when that
"one extra copy" makes two typings necessary. Put a price tag on each
copy. Route a single copy to several offices if time and circumstances
permit. State your copy needs specifically. Limit courtesy copies to
essentials. Count your copies; make your copies count.
USE SUBSTITUTES
Is typed correspondence always necessary? If not, dash off a note
by hand on an office memorandum form or on a transmittal slip.
Does every reply, concurrence, or approval call for a separate
piece of correspondence? Provide for these intially,1when setting up
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How about transmittal correspondence? Is it always necessary?
Perhaps a handwritten routing sheet or transmittal slip will do.
Or better still, consider revising the format of the material to
provide spaces for "To," "From," and "Signature" and eliminate the
transmittal correspondence entirely.
Does every instruction or decision have to be in writing?
Consider handling more of your routine business by phone or personal
contact if appropriate.
Does every letter or memorandum have to be drafted or dictated?
Consider using form letters (or memorandums) and pattern correspondence
whenever possible. They eliminate:
UNNECESSARY
DICTATING
UNNECESSARY
REVIEWING
UNNECESSARY
TYPING
UNNECESSARY
FILING
Form letters (and memorandums) are appropriate if the message:
1.
Is recurring routine bv.Jiness or information.
2.
Is not personal or will not bring grief or disappointment to
the reader.
3.
Has 5, 10, 15, or 20 lines and is used more than 30, 20, 15,
or 10 times per month, respectively.
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Pattern letters (composed of selected pattern or sample para-
graphs) are appropriate in lieu of form correspondence when the
appearance of an individually typed letter or memorandum is called
for.
When to use form and pattern correspondence as well as other
cost-cutting techniques can be determined simply and inexpensively
from an analysis of sample correspondence. Two sources are generally
available -- reading files, or extra copies collected during a sampling
period. Also, at headquarters your Records Officer or a member of the
Records Management Staff is available to help you. From such a survey
and the tips in this article you can achieve astonishing results in:
Better correspondence prepared by speedier, simpler, and
mire economical means.
Less correspondence to manage, store-,and dispose.
ter-.- --.-
l
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?' TZ F TT T T
t4?FOR N
W rTe , `_TIC '71x PTI
r'~ r?t.ri_n tiJfPwriters automrtica1-ly n11~jQte- by a *,erfcr
e'rr, hc;'.ncr '1spe 1-
ca e > gl:hat.R_ni. a;1- m} nr rf t
:.- W~a7.1.V in thE' TtrF?~,r~r.cati r r'f tca 'R
ar+r1 the rav'41or nf' several, rirpfte hpfnr'e t,h f;...q trt.ra
trr_ed.
_~ryr uv.:Fwi 1ters^_ 'lt Ire, in ''.he for-1 of 11-'1F-f` it qr n?,~
tha On'FR bpi-n7 tl ei '"ho -nF+rf`ora
? _-tee _ane this nrn1117rF(5
t?~n thPr
4rgerted in the same ?yn n"-tar
s4nr~ i# sflttnrnptjr.p ~~ ~
-~ ----~-ly ?_.et~a#a s the
ter at 12!'1 words `1 minitte, an exact 61jr1ten
rna,l.
Ina the atuto tic
v'ning- or,,Fra.tion ? t,P mgrhinp mA:vr hn -?
~1r `e ff,3 ally Changes or ardi.tiora1_ datta- on Inc-0 1+30 -; fllp
cri. final text but not wanted in r-,1hse.,Went rP+vn *ru rrw~r hE et? .
nnerational ster s in the 1r_ eparation of a rerlort suh i eci
= ifind by several different ind11rirj,.1A,1. before the final test is nm^eel
+upon, might be as follows:
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in both the draft. and ifs taT.e,
The draft is di 4t1'- billed fnr Z"T"P_T"!r!e '}F2.nr-= i c
'--i;ained by the tv-r)ict..
Then Pditel Cnr,Y of the first. rtraft is returned, the r!hanaaP
" and in all edited t9rnfts arq manual.-11, transferred to tho nr; i ,.1
'.. 3
irHn1_tanPn1191.y S's the first draft of a, re_-nort is ty-F'd.
ed data. is cant!e_(j in a :F_!,pe .
', S14 ttrped draft is )rnofrPad. Any resultant c?;aTSq are na e
; 1 j\T F T p E N T T A T, s { _?:
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;?1')"1F-' DENTIAL
The corrected original is gi'=en to the typist who :inserts
tape>produced from typing the first draft, in the reading unit
the machine. The machine then starts automatically to tvnE the
'3rst draft. As additions. deletions. and other changes occur in
e edited draft, the heist stops the automatic typing anc manually 11
types the changed material. As the automatic and manual typing is E
performed the machine captures both the automatically and manually
teed data in a tape; thus, an updated tape for the sec.onc draft
is -oroduced at the rate of 120 words per minute.
Upon completion of the above operation, the manually typed
to is proofread. (The automatically typed data does rot require
proofreading.)
7. The second draft is then distributed for concurrence. Its
tape is retained by the tvp1st and the old tape is destrovel.
All of the above steps are reheated for each successive
draft. When the final draft is received, its tape is inserted in
the reading unit of the machine and the finished report is automati-
cally typed and does not require proofreading (except for the incon-
equential number of changes that may have been made in Vie final
ft.)
T- is inmortant to note thai. with each additional drs.ft ma-de the
" nt of manual typing and -proofreading decreases while the amount of
pa. nmatic typing increases. As r.- result, final reports are produced at
a high rate of speed without errror.
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The Out-Placement Program was established last February to provide
guidance and assistance to Organization employees who have either become
surplus to our program needs or who for personal reasons feel that a long
tenure with the Organization would not be beneficial to either themselves
or the Organization. The primary administrative objective behind the Out-
Placement Program is to assist well-deserving employees to make an orderly
transition from our service to other fields of employment.
Types of services furnished by the Out-Placement Branch are: (1)
external employment guidance in terms of current job opportunities in
Federal, state, and local governmental units; international organizations;
universities; and private industry; (2) assistance in developing job
resumes and appropriate employment data consistent with Organization
employment status; (3) arranging for internal security and cover clearances, as
required; and (Ii) arranging for specific external employment referrals
and interviews.
Although the current labor market is, and has been, fairly tight,
a number of successful out-placements have been made by this activity,
largely through the efforts of the Out-Placement Branch in diagnosing
transferrable skills of Organization employees and matching them with
jobs in the same or related fields.
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SELECTION-OUT PROGRAM
Early this year, the Director approved a program for the identifica-
tion and selection-out of the Organization of individuals whose effective-
ness is substandard, that is, persons who cannot meet Organization
standards of work efficiency or conduct. He pointed out that the rapid
rate of employment dictated by the requirements of the Korean period
resulted in the appointment of some persons who have not been able to make
a reasonable contribution in behalf of the Organization's objectives. At
the same time, the Director emphasized the responsibilities imposed upon
the Organization for undertaking this program with painstaking objectivity.
The procedures outlined below for carrying out this program aim to
assure judicious and careful deliberation in all cases.
l1 1. The Heads of Career Services and the Deputy Directors identify
those individuals who are failing to meet Organization standards
and refer recommendations for selection-out to the Director of
Personnel.
2. An individual who is proposed for selection-out is informed
of this fact by the appropriate Deputy Director or the Head of his
Career Service and advised of the reasons.
3. The Director of Personnel reviews each selection-out proposal.
In doing so, he holds hearings to develop the facts and advises
the individual of appeal provisions.
4. Following his review, the Director of Personnel (1) recommends
to the Director that the employee be terminated, or (2) accepts
the individual's resignation and, in meritorious cases, may
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provide assistance in obtaining other employment, or (3) recommends
or effects alternative actions such as reassignment with or without
reduction in grade.
Cases formally proposed to the Director of Personnel for selection-out
have been resolved by termination, resignation, reassignment or
voluntary retirement when individuals were eligible. Up to mid-October,
56 cases have been resolved.
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 25X1C
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%WWI
O HHDENTIAL
NOFORN
It is increasingly desirable to standardize as much as
possible the length of overseas tours of duty of the various
Career Services. Several of the Career Services have in the past
adhered rather strictly to a two-year tour of duty in order to
insure that the maximum number of key people received the benefits
of overseas service. This objective has been largely accomplished.
In consideration of the fact that at least some weeks are required
after an employee reaches his overseas post before he is able to
assume full responsibilities and that his last few weeks before
departure for the States are used in part to phase out, a two-year
tour in many cases is not economical. It is believed that in most
instances the best interests of the Organization would be served
by having employees either extend their tours for a third year or
come to the States on leave following overseas assignment and
return to their posts for a second two-year tour of duty. However,
it is basically sound to make initial assignments for a two-year
tour of duty in order to provide flexibility to both the Organization
and the employee if for any reason at all it appears desirable to
limit the tour of duty to two years.
Except for posts where, for hardship or other special reasons,
a tour shorter than two years has been adopted, personnel will
continue to be assigned to overseas posts initially for two-year
tours of duty. Sometime after the completion of one year and before
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the completion of -ii- months of overseas duty a decision
should be made by the Head of the Career Service whether:
1. the employee returns home on a permanent-change-of-
t__
station basis at the end of the two-year tour,
2. extends his tour for a third year, or
3. takes leave following overseas assignment and
returns to his post for a second two-year tour of duty.
The Chief of Station should forward to headquarters his
recommendation concerning the length of an employee's tour,
taking into consideration the desires and comments of the employee
and his supervisor. The appropriate Career Board will make its
decision based on the need or desirability of the services of the
employee in another assignment or the need to assign another
employee to the overseas position in question. In all cases, the
Career Board will notify the employee through his Chief of Station
of the decision concerning the length of his tour.
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0,0 IFI DENTIAL
M
SUGGESTICN AWARDS PROGRAM
ter, IDEAS ARE BIG BUSINESS
Since the present law went into effect in November 1954, etr-cloyees
of the Government have submitted one million suggestions of which over
one-quarter million have been adopted.
I this #ter?b ?=Month period, 430 million dallawo in measurable
benefits have been realized, and7 million Maaers have been paid out in
cash awards. Obviously good ideas are big business.
Or own record shows a tremendous gain over previous years. During
fiscal year 1958 $17,855 were paid to 84 Organization employees. This sum',
of money represents tangible savings of $187,930 plus other intangible
benefits. The net dollar benefits from suggestions in the first year of
their adoption were more than triple those of the previous year. Also,
the award payments (in dollars) were more than three times the amounts
paid in fiscal year 1957. Each of the 84 employees, plus 16 employees
did not receive monetary awards, received Letters of Appreciation,
11
copies of which were put into their Official Personnel Folders.
The adoption rate, also an :improvement over fiscal year 1957, is
doe to the higher caliber of suggestions submitted. The significant
sward-winning ideas of this past year have attacked substantive and opera-
Monal problem areas.
Your committee adopted as its theme for this fiscal year: "Super-
?isory Interest and Encouragement9 To achieve this, the message is
;eing carried to as many staff meetings as possible. The committee has
.19o instituted a new procedure for rewarding the supervisor whose unit
C O N F I D E N T I A L
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I=')NFT':gFNTIAL
r eR a
%ubmits the most worthwhile suwa-estions. He receives a t+ersnnR1 c
Lion signed by his Deputy Director, and a copy is put in his, Official
Personnel Folder.
'he committee urges you tc remember that your supervisor eAn hem
you develop your idea. Think it through. Talk it over.FNT) TT TN
through your supervisor; he Can hem make your idea bigger and better.
As a final word, we quote the President of the TJn_i_ted States who
i.., a recent discussion of the Incentive Awards Program, said :
LID "Never has there been a more vital need for new ideas and
10 superior performance in all fields of endeavor."
CONFT nFNTIAL
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?? r R' `y' T .6 r
1'r1Van7 RPF,C(1 r 1 'Tnrr, PR I.F,jvr rA TSn BY nRV PkT R
t he:s beer r noitr~ ?.hst i
cis i n^ t n 1,1_S.t.1 n-, c ;; ~ f 4' 1 t y H ^, e,'' r? r.
.?Ir'! ,AT_:Pr;n A,riu. similA.r off'i.na r-n?,vinrr n-ae'iIoes be^ .'?FP. t.hp 1wn-.. A7 , oclrtant, nrEnts
n tant l .v in mind :
ter; w?nd
2. Save space rn each sheet.
is re^~ ?) hpr?, that ~Arie v prtl t.- chn4ca - asreCts of ri f=.,,Xrs#
Whenever po_ssible rrint on 1,r)-lb sides of the Rra~t nf'
l;^at.Ions do not make #.t -nrae' Ical to estn.l'1iah fn r # stq--r3
rypk space at the fnr nf the n.nr''e 'r,?? tin
*n t1d k: :aT ifr?2'r1)v e_ licebie to 811 {}-`n[~.ni_ a jrn nl)hl fr
F'r s, the fGl_lnwi!(tr is nrecen?ta~j An a guide to using the prim-
- .., s - -- f'j slur--
r: rehv caving the i?r ani zetit)n rrint.inR io? _7_ rs.
If you pre using an 811 K 1C} ' cheei-, of n tzar
leave fwr, Ti
ne4
t}a r1ya~.3f'incad?r+3 1
Tyne the cnntrni nhrawze if nPe ed, and leave three lines of hlc.alk
-mace-. e;nrmrence tvnin;i the text , f the report, using
1_1-nes. The lines chnulrl haa-F
r about 1. Inch fx`nm the ,P-~t, sf -lertf'
with a -frc>> 1
- -` 1_ine t the -r-4
~Tht_r,anc mar? , i , shn? 1
yds ;?.' ou f.tlrh p.l eny It i .._s not c.l.wa.vs *}nSai.b]P to mrin?~?n +a,iq rrr
`-f-:e ri ^ht-rand mc,r?1vn h'i --er-.r effort shn>_ald be raA(~ ! n 1 Ar,~, -1t
The text should use rP l i-r1Ps or 8 S Ifl n
Pgi,re. Two lines of hlank gTta'- clhrt.l 1 he lef?. anr~ th, t}?~
at '.' ?l 3*! t11.d hp -w-ne j.. ?~~7~ to hca~+~ caitn! .].f7 be F~~Q~ na?. i 7._ mss
T r= ii N rn T A 1
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r, Al r I 1) F T! T? T,
`one g9 the is w1,11. leave two spsr-,?p
the page. If o eontrn ?. r ra4a ,
vecti.v beneath the laeRi.flcAtion.
since it is rec^m-nn~ri thnt
thiications, when possible, be nri_nted on both sides of the sr er.
Odd Page numbers should appear on the lower right .and. e.ren r Te
b'-rs on the lower left.
V arse,-~~'iUy-
f reports adhered. to this fnrmn.- , they would be shnr -er 4n'
conciderab e savings in printing costs would h? realized.
, a N T,' I T) F F T T A L
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*' rpS99" V, it shrill-e ht
~=vn~ri
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*Moe '"W
F fl 1 N T T A L
tnta.llinw $2088 m-711-JJrn al-ready have heen raid )U t ?mn r
e:ieral Fmn1oyees1 vr~up Life Insurance Program. which w -7t. rt.,
Z.t in i95L, Civil Service Commission re-nortP.
A total of 4s.
_. Sale of personal Property usahle world-wide such as I,hot-7aphic
egv_ip*nent, wrist watches, silverware, or fire arms, shall be restricted.
i'his list will var.. from cc.,-ntr,r to country an4 it is ass''Lnee& th r, comr-r-1_
serse rule will prevail.
'_-`2. Control shall be exeroispd aver initial purchase and re3n.'_e f
4ter,s acquired thro ,gh :I.S> Sr%vernmont-ope_rate4 ^_cwmissar es an`.i ?o,
exchanges. Resale of c^nsuralr leq to locals by Americans or ty ilea'
anjploypes of the U.S. Goirerrrent when they have corrrr.issary and ?)t exchan: e
privileges shall be prohibited.
'1.3. Ccntrol shall he exercised over importE:tien of highly s "_eblF corg-
,j1,
mod; es through U.S. Government cf2an el_s of entry such as dipl 7!ll i .C nnllch
APO and. FPO parcel post, attache and special mission planes.
!.?
1.4. Undignified sales practices, s,.)ch as auctions, "fire se.lie" iv)e
advertisin", or use of employee's title or connection with U.3. Government.
shall be prohibited.
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Nooe
CCn*Fi(~D}}ENTIAL
Guides Pertaining to Motor Ve,
15. Vehicles should be appropriately inconspicuous and unostertatous.
. Uniform and mandatory motor vehicle inspection programs vill- be
established to ensure highest standards of mechanical safety.
1x17.
Driving permits and license plates will be issued only upon the
successful completion of stringent driver-testing programs.
018. Appropriate restrictions on operation of vehicles by . minoors will
be imposed.
19. Special markings on U.S. privately-owned vehicles will be ct'r-
tailed.
1'20. Adequate liability insurance coverage w'.th a reliable firma will be
a prerequisite to the licensing of irivate motor vehicles. The reliability
of a firm will be determined, in part, by its reputation for prompt settle-
rent of claims or its willingness to guaranty prompt settlement ,:' rreritor-
pus claims.
f(21. Where practicable, U.S. official vehicles will be inconspicuously
sainted and identified.
ft 22. Consideration will be given to the suspension or withdrawal of
driving permits of U.S. operators fnr reckless or drunken driving or negli-
gence which causes death, bodily injury or substantial property damage.
-VI
x`23. Where appropriate, rationin, or denial of tax-free gas, line will
t
be initiated judiciously to limit operation of U.S. vehicles to conform to
local situations.
1124. Coordinated programs will be established to effect pror4t settle-
of claims arising from accidents involving U.S. vehicles, hcth tinder
ment
the provisions of United States claims legislation and those of' vehicle
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C O N F I D T N T I A L
NOW ?N
~r25. Sale of imported automobiles shall be limited to one per employee
at a post except in circumstances which can be justified to and approved
by the designated control authority.
D. Guides Pertaining to Foreign Currencies.
'x''26. Foreign currencies for personal use shall be obtained through
U.S. authorized channels. Subsequent conversion of local currency to
dollar instruments by U.S. Government Disbursing Officers, where permitted,
shall be reasonable in light of coniitions prevailing within the country
of assignment and shall bear reasonable relationship to amounts of local
currency acquired through U.S. authorized channels. Conversions of local
currency to dollar or other instruments will not be made for U.S. citizens
other than U.S. Government personnel or their dependents except through
U.S. personnel specifically responsible for doing so as part of their officia:
duties.
/r27. Payment of overseas post or station allowances shall be made in
local currency to the extent that such expenditures are in local currency.
`'28. Advance approval of the designated control officer small, generally
be obtained for conversion of proceeds of sale to dollar instru nts. (This
does not authorize conversion where presently prohibited.)
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MEMO OF HM VIEWS ON HOW 3E COULD BE A BETTER MANAGER. :SHE. BROODED
AND SCURRIED FOR A WEEK, AND THIS IS WHAT HE FOUND ON HIS DESK.
IF THE SHOE FITS . . . , .
GHT
A COURAGECJS EXECUTIV r L>KED HIS SECRETARY TO GIVE HIM A
V C,
' "* A 5 CRETARY TALKS BACK
D
Frankly, I wasn't q:ite sure how to go about this job. No one
has ever asked me to do anything quite like this before, and I doubt
that many secretaries ha-re been handed this' particular assipn,nent,
though heaven knows they get asked to do almost everything else.
';I?did decide t.iet r wanted t name up with ruethipg
useful instead of the usual gripe session about starting dictation
after 4:30, giving unclear instructions, marking up letters in ink
and then sending them out, and that sort ci stuff. And saying "good
morning," remembering birthdays, and what not. So I talked around.
+hA office with some of the other girls a little bit, trying: to pick
up some generalizations which would. apply not just to you anad your
habits but to a, good cross section of executives.
Each secretarv I sno;ce to had something different to say, cecaua
naturally every office situation is shaper by the personalit:iee involved.
Sore girls could. suggest nothing -- maybe they had a high serse of
loyalty or were honestly contented, or just had no critical abi l ity.
Ot:her^ were rractically impossible to turn off once they ham. started,
and. I found that though ran:;r ,f t ' .r ?~on ieolts were worthw1 1J e, it
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i(iF RN
very easily r1i sintegrated into a petty kind of sniping se3si.c1r .
maybe some of this flavor still remains in Tw findings, but perhaps
that is inevitable.
IV begin with, a rcod. many men seem to have missed the -'-c ee.
that you had when you asked. me to do this ob -- that they rtu'. improve
t eir performance if they really think through how their seer?,ta ies
can. help them. This is really quite surpr.sing considering ';hat a
man's closest office assc':iate is ,?.s+ua.lly his secretary -- rind. File.
is also the one who can upset him the most easily! So let mee say
at this point that your conscious attention to my job should he an
example for your colleagues to follow.
Beyond that, most of the girls agreed on one thing: It is
vIrtuzally impossible- to do a tots-notch Jo* unless you ar( k?r
formed of what the boss is doint% and just what his duties are.
Though=
this "member of the team" stuff has been worked to death, a knowledge
of the problems the boss is tackling helps greatly to stimulate the
secretary's interest. If she joist sees fragments and corners, it
can be highly frustrating ar..d, c-)nf .icing. You remember the famous
story about the elephant: Six blind Hindus, according to the story,
tried to describe an elephant. Each took hold. of a differert part
of the animal -- tusk, ear, trunk., side, leg, tail. Each then ?ie-
scribed the elephant in a different way -- as a spear, fan, snake,
wall, tree, rope.
It is to the executive's benefit for his secretary to b? aware
of the big picture. He can then entrust her with increasing responsi-
bility with the assurance that she knows what it is all about.
r. N F I D F N T I A L
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~(A ,
P..urthermore, a girl who instinctively knows what projects are important,
so they can be dispatched with speed and intelligence,can be of real
help. Finally, anyone who works as closely as does a secretary likes
to feel that she is important enough to know what's in the wind.
In some cases, a secretary has had a formal training pe: od to
prepare her for her job. In offices where this is not so, discussions
and explanations from boss to secretary are helpful. Background reading
is often useful if it is not so overwhelmingly voluminous that it dis-
courages rather than instructs. But each executive should decide how
best to train his own secretary -- the important point is not how he
does it, but that he does it. `._'he time it takes will pay gr?at divi-
derds.
And then there's responsibility. Some executives jealously
guard their areas of authority, failing to realize that the more they
can satisfactorily delegate to their secretary, the more interest she
will take in her job, and the more time and energy he will have to
devote to the activities that demand his special talents. He mast
size up her abilities to do this, but it often does not hurt to give
her even a little more than you are certain she can handle. She may
surprise you in either direction, but how wonderful if she fills the
bill beyond your expectations!
By the way, in suggesting that executives give their secretaries
more responsibility, I don't mean tossing some large project at them
just because the boss is in a jam and can't handle it himself. I
mean a regular, planned arrangement which involves a steady expansion
of her responsibility as far as she can go.
C 0 N F I DEN T I A L
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NO1 OR N
Many of the girls I spoke to had very definite feelings aoouz
organization and use of time. They. wished that the boss would start
his day by thinking out as completely as he could exactly whet he
was going to do. He might then read his mail (if he gets it fairly
early in the morning) and arrange it in order of importance, shaping
up the reply to each letter as he looks at it. Then enter the :xecre-
terries. Too often an executive calls hisAU::k into his office without
the foggiest idea of how he wants to say what he has on his mind..
So the organization takes place during dictation, an often slow and
repetitious task with much reading back and changes. How muc'i it
would help if a man simply sat quietly in his chair for five minutes
before starting and mentally sk-tched out his wording.
This kind of advance planning, incidentally, cuts down the crisis
nature of too many offices. No secretary minds helping the boss out
of a sudden emergency -- and interrupting her schedule of work to do
it -- but a constant series of fires to be put out is disorganizing,
irritating, and unnecessary.
All too many executives have obviously not reached their present
posts because of their grasp of the spoken or written word. Some of
them seem to have difficulty in expressing; themselves, and 'el ough a
good secretary can smooth out the lettexS(if she is literate hcrsel_f),
the result may be sterile and lack personality. Some men realize
this lack of skill on their part and try to deal,with it by writing
out what they wish to say, and giving it to their secretary to type.
But here enters another tragic flaw: many of the men are Illegible:
It is dynamic, no doubt, and a sign of having arrived tf, write care-
lessly, but pity the poor translator who is certain to be cc,nfolinded
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by such a scramble!
Loyalty in the office is another very important matter, and
on a two-way line. Any good secretary knows that one of her vir-
tues is an ability to keep her ?tooth shut whenever she has even the
slightest doubt that what she may say might embarrass or otberwse
trip up her boss. Most of the -;iris in our office felt that the?~ir
bosses were in general standing behind them, but said th?i.t so-le were
likely to let their own errors ')e shoulder--~d by their secreta'i6s.
It never stops being important to admit your own mistakes.
For some reason, an exec,t've who may t e e} , re- ely aware o"
the 3ignity of other people in an enterprise, and the {: epenient
significarce of their Jrhs, ray look or his secretary as a sort ~f
chattel. I don't mean that he Isn't perfectly pleasant an-`, kin' to
her -- it's just that he= seers to see her as a very close persoltal
assistant whose job has no ir.,te rity of its own but is e:,clusively
what he wants to 'make i t;. She ')econies, then, just a mirror of its
wants and needs instead of a pe-?son in her own right, filling a specific
kind of responsibility in the c )mpany. Maybe this is whtii the popular
cartoons and jokes always show the relationship as one i .vo1.vin, some
property rights for the boss! Incidentally, I suspect my exec ves
look on their "assistant-to" in the sane way.
Leaving aside the human relations angle, any boss who considers
his secretary in such a li.:ht i-; wasting a great resourco. She can
make a far greater contribution both to the Organization as e whole
and to the executive in articular if her job is clearly defined and
important in its own rit, rattler than just a backslapping operation
for the old man.
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Thus, I would hope that the executives in our office -- you
included -- would make a real effort to evolve their secretaries'
jobs in the direction of "administrative assistants" or ""executiv+
secretaries". Not only would that make our lives pleasanter and
more rewarding; it would step up the efficiency and productivity
of everyone in the office.
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;cS81
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Did you know that at least one of every seven persons in your community
will be hospitalized sometime this year?
Your GEHA Hospitalization and Surgical Benefits Insurance can
help you pay costs of illness if you or a member of your family
should be hospitalized or receive treatment in any licensed hos-
pital or authorized clinic. Your administrative officer can give
you the names of authorized clinics in your area.
KEEP
YOUR HOSPITALIZATION
and SURGICAL BENEFITS
INSURANCE UP TO DATE !
N O V V , premiums may be paid anytime by mail or inter-
office mail; at headquarters, you can pay in person between
10:00 a. in. and 3:00 p. m. instead of just during the first 5 work-
days of each month. Under certain circumstances, your pre-
miums can be deducted from your salary.
GEHA, Inc.
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SK-K-T
NOFORN
NOFORN
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