AGENCY STATISTICS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85B01152R001001300051-9
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 5
• Document Creation Date: December 21, 2016
• Document Release Date: June 13, 2008
• Sequence Number: 51
• Publication Date: July 25, 1983
• Content Type: REPORT

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DDA EXECUTIVE COMPETENCIES
External Orientation
1. Able to view directorate and Agency
policies and programs within the
context of broad national priorities.
2. Understand purposes of the Agency
as a component of the government and
as an institution in a democratic
society.
3. Recognize the special responsibil-
ities of the public trust, and legal
constraints on your component's
activities.
Management
4. Know organization and responsibil-
ities of the Agency and its major
components, and their role in the
intelligence process.
5. Able to develop long-range program
goals. 4.21
6. Able to develop and implement
action plans for accomplishing
program goals.
7. Able to organize resources and
structures to accomplish program
goals.
8. Able to establish priorities
among alternatives. 4.92
9. Able to set objectives and
evaluate their accomplishment. 4.45
10. Able to delegate effectively.
11. Able to set individual performance
standards and appraise performance
realistically.
*(On a scale of 1=low to 5=high)
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12. Able to interact with non-career
managers, executives and staff
personnel.
13. Able to utilize the basic management
support systems in personnel, pro-
curement, and information handling.
14. Able to participate effectively in
budget and resource allocation
decision processes.
15. Understand the forces of change,
and able to plan for adapting your
organization to a changing
environment.
Interpersonal
16. Able to speak and write clearly and
concisely. 4.78
17. Able to coach and counsel
subordinates. 4.61
18. Able to give and receive feedback
constructively. 4.54
19. Able to manage group processe, deal
with diverse views and ambiguity,
resolve conflicts.
20. Able to recognize and overcome
blocks to communication. 4.23
21. Able to use appropriate leadership
techniques. 4.46
22. Able to create an organizational
climate which results in a motivated
work force.
23. Understand when and how to tap
various sources of power to build
support for your component's goals.
24. Able to negotiate on a wide variety
of issues. 4.58
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MEAN SORE
Personal
25. Possess self-insight and awareness;
able to make an accurate
self-assessment. 4.17
26. Have a strategic focus.
27. Have an interest in the development
of the organization, sel-f, and
subordinates.
Able to evaluate and take reasonable
risks to accomplish your component's
objectives.
29. Possess personal objectivity and
integrity. 5.0
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XD CONFERENCE REPORT FEEDBACK
1. Executive development should be
Agency-wide.
2. Executive development should be
left to the discretion of the
Career Services.
Types of Improvement to Current XD System
3. Do you believe that improvement to
current XD system would be helpful? 13
4. Do you regard XD as a line manage-
ment responsibility? 12
5. Do you think an Agency-wide
Development Complement for execu-
tives would be helpful?
6. Are longer than four-week courses
all right? it
7. Would you prefer a broader selection
of shorter courses?
8. Would a modular approach offer
'advantages? 7
9. Are Agency-wide courses highly
,desirable? 14
10. Is attendance at prestigious schools,
such as the War College, State Exec.
Seminar, Harvard, highly valuable?
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