REPORT ON CONFERENCE AT THE CENTER FOR CREATIVE LEADERSHIP 17/18 JANUARY 1984

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86M00886R002800060008-1
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 21
• Document Creation Date: December 21, 2016
• Document Release Date: October 31, 2008
• Sequence Number: 8
• Publication Date: January 25, 1984
• Content Type: MEMO

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ROUTING AND RECORD SHEET
SUBJECT: (optional)
Renort on Conference at the Center for Creative Leadership, 17/18 January 1984
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25 January 1984
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Report on Conference at the Center for Creative
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OTE 84-1001
25 January 1984
MEMORANDUM FOR: Deputy Director for Administration
Director of Training and Education
SUBJECT: Report on Conference at the Center for
Creative Leadership, 17/18 January 1984
1. As you requested, I have prepared the attached report
on the research sponsored conference on "cultivating talent" by
the Center for Creative Leadership (CCL) in Greensboro, North
Carolina, during 17/18 January 1984.
2. At Tab A, there is a paper containing an outline of the
Conference and biographic information on the Conference
speakers and participating staff from CCL. At Tab B is a paper
I have prepared which outlines the principal points and themes
brought out by the various participants in the Conference and
also outlines some of the main points brought up by individual
speakers other than myself. At Tab C is a copy of the outline
for the talk that I presented on 17 January.
3. There are two comments I would like to make concerning
the attached paper. The first is that in Tab B the points
outlined are by no means direct quotations, but I have done my
best to be faithful to the substance of the speakers' points.
The second comment is that this latest experience of mine has
reconfirmed my long held belief that the basic organizational
and management problems of organizations in the private and
public sectors have a great deal in common and that we have a
great deal of learning to do from each other.
STAT
STAT
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Research Sponsor Conference on Cultivating Talent
January 17-18, 1984
Tuesday, January 17
Staff
Location
8:00
Light breakfast at CCL
Cafeteria
8:30
Introduction to the conference
David DeVries
Morgan McCall
Auditorium
9:30
Noel Gayler, U.S.N.-Ret.
Morgan McCall
Auditorium
11:00
Small group activities
Movie
Exercise Your Creativity/
Martha Kaley
Creative dramatics/Tom Behm
Storytelling/Joe Ferguson
Esther Lindsey
Sem. #1
KEC's office
Sem. #5
12:40
Small group activities
Movie
Exercise Your Creativity/
Martha Kaley
Creative dramatics/Tom Behm
Storytelling/Joe Ferguson
Sem. #1
KEC's office
Sem. #5
1:30
Bill Verity, former Chairman
of the Board of Armco, Inc.
Ann Morrison
Auditorium
3:00
Small group activities
Movie
Creative dramatics/Tom Behm
Storytelling/Joe Ferguson
Auditorium
KEC's office
Sem. #5
3:15
Small group activities
Exercise Your Creativity/
Martha Kaley
3:50
Adjourn
5:30
Cocktail party
Jefferson Club
6:15
Dinner
Jefferson Club
3:00
Inner-Rhythm Choir
Mike Lombardo
Jefferson Cluo
Isabel Freeman, Director
Frank Freeman, Accompanist
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Wednesday, January 18
8:00 Light breakfast at CCL
8:30 Director of
Training & Education, CIA
10:00 Preparation for team
productions
11:15 Billie Alban, President and
Senior Partner of
Alban & Williams, LTD
Dick Campbell, Director of
Management Selection &
Development, AT&T
12:45 Lunch and team productions
4:00 Adjourn
Mike Lombardo
Ann Morrison
Mike Lombardo
Ann Morrison
Location
Cafeteria
Auditori U-in
Sem. #1
Sem. #4
Sem. #5
KEC's office
Auditorium
Creative use
of space
STAT
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Research Sponsor Conference on Cultivating Talent
January 17-18, 1984
Participant List
Kent Bradshaw
Manager, Management Development & Organization Behavior
Bob Purdum
Group Vice-President
Bill Saunders
Executive Director, Armco Education Center
Merrill Lynch
Ray Henson
Department Manager, Organizational Analysis and Research
Sun Company
Sara Clope
Consultant
Union Carbide
Linda Fuller-Dolny
Manager of Employee Relations for Electronics Division
John Grunwald
Manager of Personnel Development
Westinghouse
Gene Cattabiani
Executive Vice-President
Jim Thurber
Director, Education and Development
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Pepsico
Robert Eichinger
Corporate Director of Human Resources
Margaret Moore
Director, Personnel
Center for Creative Leadership
Jim Bruce
Senior Fellow
David DeVries
Executive Vice President
Bill Drath
Publications Editor
Bob Kaplan
Behavioral Scientist/Director of Looking Glass
Research Sponsor Team
Cynthia Anthony
Assistant to the Director of Research
Esther Lindsey
Research Assistant
Mike Lombardo
Behavioral Scientist and Project Manager
Morgan McCall
Senior Behavioral Scientist and Director of Research
Ann Morrison
Director of Contract Programs
Randy White
Research Associate
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Biographical Information
Conference Speakers
Billie T. Alban is President and Sr. Partner of Alban & Williams, LTi)., Con-
sultants to Organizations. From 1960-65 she was Vice-President and General
Manager of Transpetrol Corporation in South America. Since 1965 she has won
distinction as a national and international management consultant. Some of
her activities include executive teamwork and organization diagnosis. She has
been involved in organization redesign with an emphasis on creating entrepre-
neurial leadership and improving productivity in both line and staff areas.
She has worked with joint ventures and helped in the development of cross cul-
tural management teams.
She has served on staff of the Tavistock Institute in England, and she has
served as Dean for Executives Workshops for NTL. She is a core faculty member
for Columbia University, UCLA, Pepperdine and other Executive Development and
Sraduate School of Management Programs.
Many of her clients are Fortune 500 companies and major overseas corporations.
Her clients include: Exxon, Equitable Life, Corning Glass, Digital Equipment,
J.Y. Tel., AT&T, Royal Dutch Shell, Bankers Trust, Westinghouse, Polaroid and
General Electric.
Billie has an undergraduate degree from Goddard College, a Master's degree
from Yale, and has done additional graduate work at Boston University.
STAT
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Tom Behm is Director of the Theatre Division of the Department of Communica-
tion n and Theatre and an Associate Professor at the University of North Carol-
ina at Greensboro. For the past fifteen years he has headed the Theatre for
Young People there and taught classes in children's theatre, puppetry, and
creative drama. He is past president of the Children's Theatre Association of
America, and he served on the American Theatre Association Board of Directors
for five years.
Mr. Behm works with future teachers in informal drama techniques for the
classroom, and these same techniques are utilized in beginning acting and
directing classes. Theatre games, improvisation, and the creative and social-
ization potential of drama are a major interest of his.
Mr. Behm holds degrees from Northwestern University and the University of
Kansas.
Richard J. Campbell is Director of Management Selection and Development,
AT&T. Since 1983 he has served as co-chair of the AT&T committee responsible
for policy and oversight of the reassignment of the Bell System work force
required by divestiture of the Operating Telephone Companies. This year he
has been assigned to AT&T Corporate Headquarters with policy, research, and
program responsibilities for management and executive continuity, including
Senior Management Education programs.
Dr. Campbell began his career with AT&T in 1962 when he joined the company as
a personnel assistant. He has been involved in research and managerial selec-
tion and development, particularly the assessment programs and the Management
Progress Study (a longitudinal study of the development of managers). More
recently his roles have been Director of the Human Resources Laboratory (1972)
and Director of Staffing and Development (1977).
Dr. Campbell is a member of several professional societies and Past-President
of the Society for Industrial & Organizational Psychology, a Division of the
American Psychological Association (APA). He has served on the Council of
Representatives of APA and is a member of the Commission on Organization of
APA. He has served as a professional member of the Board of Governors of the
Center for Creative Leadership.
He has presented courses and seminars at Michigan State University, Pace Uni-
versity, New York University, and Columbia. His publications include articles
on assessment and selection, and he is co-author of a book on development,
"Formative Years in Business." He was formerly a contributing editor for
Professional Psychology and is currently on the editorial board of Personnel
Psychology.
Dr. Campbell received his Ph.D. in Psychology from Ohio State University.
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Joseph Ferguson is a storyteller for the Greensboro Public Library System,
where his innovative techniques form the basis for the Early Childhood Educa-
tion Program, one of the library's most popular outreach programs. Mr.
Ferguson has created a number of techniques and programs that emphasize using
the library and reading books. The author's talents have received notable
attention in the state through the creation of his own characters--SUPERB00K
and RALF the clown (Reading's a Lot of Fun), as well as the creation of his
own stories.
Mr. Ferguson continues to grow and develop as an educator and as a storyteller
through his involvement in local workshops and in the National Association for
the Preservation and Perpetuation of Storytelling (NAPPS). He is a board mem-
ber of the Greensboro Advocacy for Children and Youth Council and a "teacher
of teachers" through numerous :workshops he has coordinated and produced
throughout the Southeast and in various other parts of the country. Both the
North Carolina Association for the Education of Young Children and the
National Association for the Education of Young Children have enlisted his
talents and services as a workshoo leader in past association conferences.
Mr. Ferguson holds a degree in Early Childhood Education frog. A&T State Uni-
versity in Greensboro, North Carolina.
Isabel Freeman is the director and her husband, Frank, is the accompanist for
the Inner-Rhythm Choir, a group of 50 mentally retarded people who perform
regularly for civic groups, churches, and special occasions. Izzy and Frank
have been involved with the choir for 10 years.
Izzy is finishing her doctorate in music education and also has a background
in rehabilitation counseling. Frank is the library director at the Center
for Creative Leadership, where he has worked since 1971.
Admiral Noel Gayler served 45 years in the U.S. Navy and in three wars. He is
a seagoing officer with long experience as a fighter pilot and experimental
test pilot. In later years he has been responsible for research and develop-
ment programs for strategic nuclear targeting and for a major segment of U.S.
intelligence. As a four-star admiral, he commanded all U.S. forces in the
Pacific--an area extending from the west coast of the U.S. to the east coast
of Africa.
Since retirement he has continued to be active both in technology and foreign
affairs. He now serves as Chairman of the Deep CUTS Campaign of the American
Committee on East-West Accord, a non-profit institution devoted to reducing
the danger of nuclear war, enhancing the security of the West and developing a
more realistic and pragmatic relationship with the U.S.S.R.
Admiral Gayler is equipped by experience to address the defense budget, the
nuclear arms race, the danger of nuclear war, and the security of the West.
He is an accomplished analyst, advocate, and problem-solver in both written
and oral form.
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Martha Kaley is an Executive Fitness consultant for the Center for Creative
Leadership, where she has designed a health component for the major training
programs. She started her own company, Fitness Design, three years ago to
promote health education and fitness.
Ms. Kaley has a Master's degree from the University of North Carolina at
Greensboro. She is currently continuing her studies in Public Health Educa-
tion.
William Verity, Jr., is the Chairman of the Executive Committee and the Nomin-
ating Committee of the Board of Directors of Armco, Inc. He served as Chair-
man of the Board of Directors from 1971 to 1982, when he retired as an active
employee of Armco. Mr. Verity's career with Armco has spanned over forty
years, interrupted only by a five-year period when he served in the U.S.
Navy.
Mr. Verity's civic activities include a one-year appointment by President
Reagan as Chairman of the Task Force on Private Sector Initiatives. Composed
of 35 members from corporations, foundations, voluntary and religious organi-
zations, the task force's purpose was to promote private sector leadership and
responsibility for solving public needs and to recommend ways of fostering
public/private partnerships.
As Chairman of the U.S. Chamber of Commerce from April 1980 to April 1981,
Mr. Verity embarked on a country-wide speaking tour to initiate the Chamber
program, "Let's Rebuild, America," to encourage greater business participa-
tion in governmental relations at every level.
Mr. Verity is also Co-Chairman of the U.S.-U.S.S.R. Trade and Economic
Council. He is a Director of Eli Lilly and Company; the Chase Manhattan Bank
of New York; the First National Bank of Southwestern Ohio; the Mead Corpora-
tion of Dayton, Ohio; Business International, New York City; and Taft Broad-
casting Company, Cincinnati, Ohio.
He is Chairman of the Board of Trustees, Ford's Theatre, Washington, D. C., a
Trustee of Colgate Darden Graduate School of Business at the University of
Virginia, a Trustee of Phillips Exeter Academy, and an Honorary Trustee of
the University of Dayton.
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Ann M. Morrison, Director of Contract Programs at the Center for Creative
Leadership, is also a member of the Research Sponsor team. She has conducted
research and training programs in management development with a number of
major corporations. She has also published and made presentations on such
topics as survey feedback techniques, characteristics of management jobs,
networking, and management progression. She is co-author of Performance
Appraisal on the Line (1981) and "The Shape of Performance Appraisal in the
Coming Decade" ersonnel, 1981). She received an M.B.A. from Wake Forest
University and an M- A, n psychology from Bucknell University.
Randall P. White, a Research Associate at the Center for Creative Leadership,
is the site manager for Merrill Lynch and Westinghouse for the Research Spon-
sor Program. Prior to joining the Center, he taught courses in research
methodology, statistics and statistical applications programming. He has
co-authored articles in sociological journals and has had experience in
sample survey techniques and questionnaire design. He has also served as a
statistical consultant to various groups and individuals. Dr. White is a
member of the American Sociological Association and the Academy of Manage-
ment. He received a Ph.D. in Developmental Sociology from Cornell Univer-
sity.
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Research Sponsor Conference
January 17-18, 1984
Staff
Cynthia L. Anthony is the Assistant to the Director of Research at the Center
for Creative Leadership. She is the administrator for the Research Sponsor
Program and handles other administrative duties for Dr. McCall and the divi-
sion. She was previously the coordinator for the Looking Glass project.
David L. DeVries is Executive Vice President at the Center for Creative
Leadership. Dr. DeVries is responsible for research and training efforts on
such topics as executive development, creativity in organizations, managerial
feedback, performance appraisal, and managerial simulation. Prior to coming
to the Center, Dr. DeVries taught at Johns Hopkins University. He has pub-
lished widely in the psychological and management literatures and is on the
editorial board of the journal, Research in Higher Education. He has con-
sulted with, among other organizations, IBM, Ford, EPA, Westinghouse Elec-
tric, Pennzoil, General Electric, and Union Carbide. He has conducted work-
shops in selected topics such as performance appraisal for personnel managers
from over two hundred organizations in the United States and Europe. Dr.
DeVries is a member of the Academy of Management, the American Psychological
Association, and the American Education Research Association. He received
his Ph.D. in Social Psychology from the University of Illinois.
Esther T. Lindsey, a Research Assistant at the Center for Creative
Leadership, is involved with data analysis for the Research Sponsor Program.
She is a certified counselor, having received her M. Ed. in counseling from
the University of North Carolina at Greensboro.
Michael M. Lombardo, is a Behavioral Scientist and Project Manager in the
Research Division RE the Center for Creative Leadership. He is a major col-
laborator on the Research Sponsor Project on executive progress and develop-
ment. He also heads a research effort on managerial effectiveness. Dr.
Lombardo consults regularly with a number of major corporations. He is lead
author of Looking Glass: An Organizational Simulation, editor and co-author
of Teams-Games-Tournament: The Team Learning Approach, and author of numer-
ous articles and technical reports. He holds a B.A. from the University of
North Carolina, Chapel Hill, and an M.A. and Ed.D. from the University of
North Carolina, Greensboro.
Morgan W. McCall, Jr., Senior Behavioral -Scientist and Director of Research
at the Center for Creative Leadership, is the project manager for the Re-
search Sponsor Program. His research interests center on leadership and man-
agement in complex organizations and his articles have appeared in such out-
lets as Academy of Management Journal, Journal of Occupational Psychology,
o readings in
Management cience, Psychology Today, and several collection
organizational behavior. He co-edited, with Mike Lombardo, Leadership:
Where Else Can We Go? and, with Lombardo and David DeVries, developed the
Looking ass simulation for research on managerial work. Dr. McCall holds a
B.S. from Yale and a Ph.D. in organizational behavior from Cornell University.
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Principal Points of Interest and Themes
Developed by the Conference
--There are no untalented human beings. Rather, there are
human beings with varying degrees of talent. With many people,
talents are highly visible and in some instances of a very high
order. By the same token, with others talents, if visible at
all, may appear to be minimal and of little utility.
--The responsibility for developing and nurturing the
talents that exist in people comprising an organization lies
with line managers. Human resources professionals serve a
critical need in providing assistance and mechanisms to assist
in developing talent, but these systems and processes are
limited to the commitment that line management is willing to
make in this area.
--Organizations have a tendency to devote a great deal of
energy to the development of people with obvious talent, while
neglecting to work at developing latent talents in others.
This tendency results in failure to take maximum advantage of
the existing talent.
--The managerial style and environment existing in a
organization is a critical factor in whether talent will be
fully nurtured and developed or not. The manager who adopts a
tough, loud, and abrasive manner or who insulates himself with
perquisite and status will create an environment which is
threatening to subordinates and which tends to stifle
creativity and the display of latent talents.
--We are at the stage in our society's development where,
for most organizations, the most effective and productive
management style is one characterized by humanness and empathy
for one's colleagues. General Patton's style was appropriate
to General Patton's circumstances and time. It is far from
appropriate for most organizational situations in 1984.
--If one is to develop latent talents, it is important to
assign responsibility to subordinates that stretches them
beyond their obvious capability. While occasionally such an
approach will lead to failure, the risk involved is
acceptable. Where there are failures, managers must move
quickly to minimize damage to both the institution and the
individual concerned.
--A good manager interested in nurturing talent must make a
conscious effort to stay out of the way of his subordinates.
Micromanagement buries talent.
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Remarks by Admiral Noel Gayler
--Most often, people with obvious talents will engage in
active and extensive self selection as regards assignments,
growth opportunities, and promotion. Wise managers should take
advantage of this fact and guide the self-selection processes
into constructive channels.
--To be able to develop the talents of subordinates, a
manager needs vision as regards the organization and where it
is going.
--It is important to expect high performance of
subordinates and to express this expectation through both words
and deeds. Isaredliableutotget superior performance.
performance, you
--An empathetic approach to subordinates creates an
atmosphere conducive to the display of latent talent. This
empathetic approach should not be confused with a soft
approach. A "tough love" technique can be effective in many
situations provided the "love" aspect is apparent.
--Participative management can be a most useful technique
provided that the person in charge keeps in mind the fact that
he is indeed in charge. Too often, participative management
has been equated with taking a vote--this latter approach will
not work.
--It is important to encourage thinking by subordinates.
Too often managers require so much "doing" that they allow no
time for thinking.
--Managers should be willing to "break set" where it is
appropriate to do so, and they should create an environment
where thesame opportunity exists for subordinates. "Being
different" can be useful in many organizations.
--Managers need courage. They must be willing to take
risks in developing people and in encouraging talents.
Administrative courage does not equate with combat courage.
Many Naval officers with distinguished combat efforts have
displayed little administrative courage in Pentagon assignments.
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Remarks by William Verity, Jr.
--If managers are to draw out and develop talents of their
subordinates, they must lead by example. The importance of
role models is often underestimated.
--Leaders must be optimistic and display confidence in the
institution and its goals. Lacking this, subordinates will be
reluctant to display hitherto hidden talents.
--One can not be fully successful in nurturing talents of
subordinates unless one listens to what they have to say.
Listening is today a poorly practiced skill. Many successful
managers consider any meeting where they have not done most of
the talking to have been a failure.
--The characteristics of vision, sincerity, integrity, and
perseverance in a manager will encourage subordinates to take
the risk of displaying their hidden talents.
--It is important to create a "happy shop." This does not
mean a work place which is all fun and little work, but rather
a place where a great deal of work is being done in a pleasant
and comfortable environment and where periodically one can spot
in the worker's eyes the twinkle that indicates they like what
they are doing.
--A balanced life is of importance to everyone and managers
should take steps not only to ensure that their own life has a
balance between work, community service, recreation, and
family, but also these same managers should create a work
environment that permits this balance for their subordinates.
The many talents people have are not all work related, and
those that are not are equally deserving of an opportunity for
expression.
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Remarks by Billie T. Alban and Richard J. Campbell
--The importance of culture and climate to the development
of talent can not be overstated. In any given work place, this
culture and climate is often determined primarily by the
individual style of the manager involved. As obvious as it may
be, many managers fail to realize that a flamboyant, overly
aggressive, perquisite-related style has a devastating effect
on the work place in general.
--While the importance of initiative on the part of
subordinates is recognized, many managers fail to realize that
their actions regulate to a large degree the level of
initiative displayed by subordinates. Overcontrol,
oversupervision, and overmanagement all stifle initiative.
--Managers have a tendency to emphasize transactional
management at the expense of transformational leadership. The
formational role is of great importance in the nurturing of
talent.
--Contrary to the popular image of the "hard nosed
businessman," most effective management involves to some degree
the heart. If we are to utilize fully the talent available to
us, it is important to increase the contribution of the heart.
--Managers should look for creative activities and
processes to which they can expose their subordinates. There
is far more creativity available than most of us realize, but
most of it is locked up and must be released through a
conscious effort.
--Talent should be nurtured and developed for tomorrow not
today. If one focuses on today's requirements, by the time
talents are nurtured one will find they are the talents
required of yesterday. The focus must be visionary and look to
the needs of the future.
--Developing talent in subordinates is work that requires
time and effort. It is important that it not be postponed
until it is convenient.
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REMARKS FOR CCL VISIT
ILLEGIB
ILLEGIB
TO BE INVITED TO PARTICIPATE AND TO EXCHANGE IDEAS ON THE
CULTIVATING AND NURTURING OF TALENT.
--WE FEEL THAT OVER THE YEARS IIE HAVE DONE A GOOD JOB IN THIS AREA,
BUT BY NO MEANS HAVE WE DONE ALL THAT COULD HAVE , OR SHOULD HAVE, BEEN
DONE,
--A GOOD STARTING PO I NT FOR MY REMARKS M I GHT BE TO GET INTO
- Vi+ n COMES TO CIA
- FkJW DO THEY GET THERE
- WHAT DO THEY FIND
- WHAT HAPPENS TO THEM INITIALLY
--THEN ROVE ON TO THE CAREER DEVELOPMENT PROCESS--AND SUCCESSES
AND FAILURES IN THE NURTURING PROCESS.
WHO COMES TO CIA
--I'VE, LIKE POST ORGANIZATIONS, ARE LOOKING FOR THE BEST Af;m THE BRIGHTEST.
WE ARE IfNITERESTED IN THE WIDEST POSSIBLE VARIETY OF SKILLS. ALL MUST BE TS
CLEARABLE. LIKE COLLEGE GRADUATES WITH EITHER ADVANCED DEGREES OR SOmE WORK
EXPERIENCE.
--OVER THE YEARS OUR RECORD/HAS BEEN GOOD. THE OSS WAS COMPOSED OF
VERY TALENTED Af?IERICANS, AND IT WOULD APPEAR THAT THEY AND FOLLOW-ON GENERATIONS
TENDED TO ATTRACT ABLE PEOPLE,
--OUR RECENT VISIBILITY HAS BEEN BOTH AN ASSET AND A LIABILITY IN THIS
REGARD. MORE PEOPLE KNOt'I OF CIA AND ITS ACTIVITIES THAN WHEN I JOINED (TELL
THE LABOR UNION STORY), AND THIS ATTRACTS SOME GOOD PEOPLE, BY THE SAME
TOKEN, IT BRINGS OUT THE WEIRD ONES,
--POST PEOPLE WHO COME TO US DO SO ON FAITH RATHER THAN KNOWLEDGE.
- DESIRE TO SERVE--PERSONAL CONTRIBUTION, ILLEGIB
- EXCITING
- DIFFERENT
- FOREIGN TRAVEL, ETC.
Hai DO THEY GET THERE
--WE NAVE AN EXCEPTIONAL SCREENING PROCESS INVOLVING SECURITY INVESTIGATION,
TESTING, (ASSES Sf.1ENT- OSS-CCU PSYCHOLOGICAL SCREENING, MEDICAL REVIEW, INTERVIEWING,
POLYGRAPH, ETC. (AND A LONG PROCESSING TIME!)
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How Do THEY GET THERE/CONTINUED/
--SO, THE PEOPLE WHO COME TO US ARE, FOR THE MOST PART, EXCEPTIONALLY
TALENTED, THOROUGHLY SCREENED AND REPRESENT A REAL CHALLENGE FOR US TO STRETCH,
NURTURE AND RETAIN,
WHAT Do THEY FIND
--HOST IMPORTANTLY, A PROUD BUT SENSITIVE ORGANIZATION WITH NOT INSIGNIFICANT
ELEMENTS OF CLANNISHNESS AND PAROCHIALISM. (REFER TO SENATOR LUGAR'S CONY4ENT).
--FOUR VERY DIFFERENT DIRECTORATES--EACH WITH ITS DISTINCT PERSONALITY.
--A SOMarf-IAT CASUAL, BUT DISCIPLINED ORGANIZATION, USED TO TAKING HIGH RISKS.
--A SENSE OF URGENCY ABOUT THE WORK. RELATIVELY CONSTANT CRISIS MENTALITY.
--AN ORGANIZATION COMMITTED TO THE IMPORTANCE OF THE INDIVIDUAL AND
HIS OR HER CONTRIBUTION, BUT DOESN'T DO ALL THAT MUCH FOR THEM.
--AN ORGANIZATION JUST NOW RECOVERING FROM AN EXCESS OF CRITICISM, OVERSIGHT,
MONITORING AND CONTROL, THE DISMAL DECADE OF THE 70's.
WHAT HAPPENS TO THEM INITIALLY
--THE NORMAL PROCESSING AND ORIENTATION,
--FOR MOST PEOPLE, DIRECTORATE SPECIFIC TRAINING BOTH FORMAL AND ON THE
JOB THAT IS SUPERB.
--FOLLOVlED BY SPECIFIC SKILLS TRAINING AS REQUIRED.
THE CAREER DEVELOPMENT PROCESS
--WORKING UNDER RATHER GENERAL AGENCY GUIDELINES, THE CAREER DEVELOPMENT
PROCESS IS CONDUCTED BY EACH OF THE DIRECTORATES FOR THEIR PEOPLE,
- GOOD - IN THAT WHATEVER IS DONE IN THIS AREA IS AIMED
TOWARD NEAR-TERM PAY-OFF.
- BAD - IN THAT IT FOSTERS PAROCHIALISM.
- FAILS TO DEVELOP REALLY BROAD-GAUGED TOP AGENCY
EXECUTIVES,
- WE ARE SAVED AS REGARDS FILLING TOP-LEVEL AGENCY-WIDE
JOBS BY THE FACT THAT THE DIRECTORATE PROCESS DOES INDEED CREATE
A SUBSTANTIAL POOL OF VERY TALENTED PEOPLE FROM WHICH TO DRAW. THESE
PEOPLE HAVE TENDED TO BROADEN VERY QUICKLY WHEN GIVEN AGENCY-WIDE
RESPONSIBILITIES. STILL, WE STRIVE FOR A BETTER APPROACH,
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THE CAREER DEVELOPMENT PROCESS/CONTINUED/
- INVOLVED IN THIS DIRECTORATE APPROACH ARE:
- IN-HOUSE COURSES (["GMT, INFO SCIENCES, LANGUAGE)
- EXTERNAL TRAINING
- TAILORED ASSIGNMENTS
- INTER AND INTRA DIRECTORATE ROTATIONALS.
--HAMPERED TO SOME EXTENT BY THE FACT THAT OUR SYSTEM, AND THAT OF
THE GOVERNMENT IN GENERAL, REWARDS PEOPLE FOR BECOMING SUPERVISORS AND
MANAGERS RATHER THAN FOR BECOMING AN EXPERT OR SPECIALIST. ENCOURAGES
SOME "WRONG PEOPLE" TO GET INTO MANAGERIAL PANKS. BURDEN ON TRAINING TO
"MAKE THEM RIGHT."
--FOR MOST PART WE FILL JOBS FROM WITHIN, RELATIVELY RARE TO GO
OUTSIDE AGENCY. THIS IS BOTH GOOD AND BAD.
--SOME GOOD TRERDS BECOMING APPARENT IN DIRECTORATES.
- MORE ROTATIONALS
- MORE EMPHASIS ON HUMAN RELATIONS TRAINING.
- GREATER CONCERN FOR CLERICAL APED SUPPORT PEOPLE.
- REALIZATION THAT AGENCY PEOPLE NEED PERIODIC "OUTSIDE"
EXPERIENCES.
--DIFFICULTY OF FREEING PEOPLE FOR TRAINING. A VERY BUSY PLACE.
DEALS IN SEEMINGLY CONSTANT CRISIS. TENDENCY TO THINK IN SHORT-RANGE
TERMS, PAROCHIALISM.
(EXAMPLE OF THE MIDCAREER COURSE AND THE DO'S RELATIONSHIP TO IT)
CURRENT CAREER DEVELOPMENT GOALS
--DEVELOP A CORE COURSE FOR NEW EXECUTIVES DEALING WITH AGENCY-WIDE
ROLES AND CHALLENGES.
--BACK THIS UP WITH A SERIES OF SHORT ELECTIVES AVAILABLE TO ALL
EXECUTIVES. USE OUTSIDE EXPERTS WHERE APPROPRIATE.
--DROP THIS SAME APPROACH DOWN TO THE PRE-EXECUTIVE LEVEL AS WE
GAIN MORE EXPERIENCE.
--EVENTUALLY REACH THE POINT WHERE AT LEAST SOME PEOPLE ARE IDENTIFIED
EARLY ON AS HAVING HIGH POTENTIAL FOR SENIOR AGENCY-WIDE POSITIONS AND ARE
CONSCIOUSLY DEVELOPED TOWARD THAT END.
--OUR SUCCESS DEPENDS ON THE DEGREE OF MANAGEMENT COMMITMENT AND
SUPPORT WE CAN EARN. NURTURING TALENT COMPETES WITH DEALING WITH TODAY'S
CRISIS. WITH ADDITIONAL RESOURCES OUR COMPETITIVE POSITION WILL IMPROVE,
HOPEFULLY. 3
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