PROPOSED TALKING POINTS WHITE HOUSE FELLOWS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP99-00777R000301830001-9
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 12
• Document Creation Date: December 22, 2016
• Document Release Date: June 8, 2012
• Sequence Number: 1
• Publication Date: January 6, 1988
• Content Type: REPORT

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STAT
ROUTING AND RECORD SHEET
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Proposed Talking Points to White House Fellows - 6 Jan 1988
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January 4, 1988
Judge:
You will be addressing the White House Fellows on
January 6, 1988, at a 12:00 luncheon. Although you have addressed
the White House Fellows on five other occasions, this will be the
first time that you have addressed them as Director of Central
Intelligence. They will be interested in your view of leadership
and management in general, and in the effect your leadership is
having at the Central Intelligence Agency. They will also be
interested in your views of the White House Fellows
program--including how Fellows should be used in organizations, and
whether the experience benefits both the individual and the
government. The talking points prepared for you reflect these
themes.
STAT
'STAT
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PROPOSED TALKING POINTS
WHITE HOUSE FELLOWS
6 JANUARY 1988
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INTRODUCTION
THIS IS THE SIXTH TIME I HAVE HAD THE PLEASURE OF ADDRESSING THE
WHITE HOUSE FELLOWS. SOME THINGS NEVER CHANGE. I HAVE ALWAYS
ENJOYED TALKING TO THIS GROUP--AND I HAVE BEEN IMPRESSED THAT THE
TALENT AND THE DIVERSITY OF THE FELLOWS HAS NOT CHANGED.
UNFORTUNATELY, NEITHER HAS THE LUNCH.
I WANT TO TALK TO YOU ABOUT THE THINGS I HAVE FOUND TO BE TRUE
FROM MY EXPERIENCE IN THE PRIVATE SECTOR AND IN GOVERNMENT.
THE SUCCESS OF ANY ORGANIZATION DEPENDS ON STRONG LEADERSHIP.
? ABILITY TO ATTRACT AND KEEP TOP PEOPLE.
? ABILITY TO MOTIVATE PEOPLE.
? NEED TO HAVE SHARED GOALS THAT ARE CLEARLY DEFINED.
? NEED TO RECOGNIZE AND DEFEND THE PROFESSIONALISM OF THE
ORGANIZATION.
SUCCESS DEPENDS ON BUILDING A STRONG INTERNAL MANAGEMENT SYSTEM.
? SUCH A SYSTEM SHOULD NOT BE IMPOSED ON AN ORGANIZATION
FROM THE OUTSIDE BUT SHOULD BE AN INTEGRAL PART OF IT.
? SYSTEM SHOULD PROTECT THOSE WHO WORK FOR THE ORGANIZATION
BY PROVIDING A CLEAR SENSE OF WHAT IS EXPECTED AND WHAT IS
UNACCEPTABLE. PREMISE: MUST ALWAYS OPERATE LAWFULLY.
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? SYSTEM SHOULD RECOGNIZE AND REWARD TOP TALENT.
? SYSTEM SI~OULD ENCOURAGE PEOPLE TO SPEND SOME TIME
WORKING OUTSIDE THEIR AREA OF EXPERTISE.
LEADERSHIP OF ANY ORGANIZATION MUST BUILD PUBLIC TRUST.
? THE ORGANIZATION BENEFITS WHEN IT ENJOYS PUBLIC TRUST.
? THE ORGANIZATION CANNOT BE AS EFFECTIVE WHEN ITS
INTEGRITY IS QUESTIONED. MORALE OF THOSE WHO WORK FOR
THE ORGANIZATION IS AFFECTED.
IT IS ESSENTIAL THAT AN ORGANIZATION UNDERSTAND AND SUPPORT ITS
PROCESS OF INTERNAL MANAGMENT AND THAT THE ORGANIZATION RECOGNIZE
THAT IT MUST WORK TO BUILD, RATHER THAN ASSUME PUBLIC SUPPORT.
IN THE CIA. I HAVE TAKEN A NUMBER OF STEPS TO ,STRENGTHEN THE
INTERNAL MANGEMENT PROCESS, TO DEFEND THE PROFESSIONALISM OF THE
ORGANIZATION. AND TO BUILD PUBLIC TRUST.1
? STRENGTHENED SENIOR MANAGEMENT REVIEW OF COVERT
ACTIVITIES.
? IMPROVED FUNCTION AND EFFECTIVENESS OF THE INSPECTOR
GENERAL'S OFFICE.
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? ISSUED GUIDELINES TO ENSURE THAT OUR INTELLIGENCE
ASSESSMENTS REMAIN OBJECTIVE. AND DEFENDED RESULTS OF
THOSE ESTIMATES (EXAMPLE: REACTION OF THE POLICY
COMMUNITY AND OUR RESPONSE TO THE JUNE 1987 INTELLIGENCE
ASSESSMENT ON IRAN AND THE SUPERPOWERS IN THE GULF)
? WORKED TO BUILD PUBLIC TRUST. HAVE WORKED CLOSELY WITH
CONGRESS -- MEET MONTHLY WITH LEADERSHIP OF THE SENATE
SELECT COMMITTEE ON INTELLIGENCE AND THE HOUSE PERMANENT
SELECT COMMITTEE ON INTELLIGENCE.
? HAVE EMPHASIZED CIA'S ROLE AS AGENCY RESPONSIBLE FOR
INTELLIGENCE COLLECTION AND ANALYSIS. NOT MEMBER OF
POLICYMAKING COMMUNITY. DID NOT WANT POSITION AS
DIRECTOR OF CENTRAL INTELLIGENCE TO BE A CABINET
POSITION. IMPORTANT THAT PUBLIC UNDERSTAND CIA'S ROLE.
THE WHITE HOUSE FELLOWS WHO WORKED WITH ME AT THE FBI WOULD TELL
YOU THAT MY EMPHASIS ON STRONG INTERNAL MANAGMENT AND BUILDING
PUBLIC TRUST IS CONSISTENT WITH THE WAY I RAN THE BUREAU.
AND THE FELLOWS WHO WORKED AS SPECIAL ASSISTANTS AT THE BUREAU
MADE A SIGNIFICANT CONTRIBUTION. THEY SERVED AS MEMBERS OF THE
EXECUTIVE CONFERENCE, ATTENDED EXECUTIVE MEETINGS, AND WORKED ON
SPECIAL PROJECTS. ONE WORKED DESIGNING THE HOSTAGE CRISIS CENTER AT
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THE FBI, ANOTHER WORKED IN CONGRESSIONAL AND PUBLIC AFFAIRS. ANOTHER
IN 'PERSONNEL AND RECRUITING.2~
AND THEY HAVE RETURNED TO THEIR OWN ORGANIZATIONS TO SERVE IN
RESPONSIBLE POSITIONS. STEVE HARTY IS NOW VICE PRESIDENT ACCOUNT
SUPERVISOR OF OGILVY AND MATTER INC.. IN NEW YORK; MARY SPAETH IS
THE EXECUTIVE VICE PRESIDENT AND PRINCIPAL FOR FAIRCHILD/LE MASTER
IN DALLAS; PRISCILLA DOUGLAS IS THE DIRECTOR OF PLACEMENT AND
COLLEGE RELATIONS FOR GENERAL MOTORS IN DETROIT; AND MAJOR MIKE RYAN
IS A BATTALION COMMANDER AT FT. HOOD. TEXAS.3
" WE IN GOVERNMENT HAVE BENEFITTED FROM THE TALENT OF THE WHITE
HOUSE FELLOWS. I AM A GREAT SUPPORTER OF THE PROGRAM. I'LL BE
HAPPY TO ANSWER ANY QUESTIONS YOU HAVE FOR ME.
ILLEGIB
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- FOOTNOTES
1 This information was drawn from Judge Webster's
17 December 1987 press statement regarding the Iran-contra matter.
of your staff and
Georgia ams o ~ suppTi~formation about these White
House Fellows who served under you at the FBI as "assistants to the
Director."
? Stephen Harty developed a Writing Skills Program while at the
? Priscilla Douglas worked on minority recruitment.
? Mary Spaeth worked on the New Agent Education and Recruitment
Practices Program and the Agent Testing Program. She also monitored
the Agent Identification System under Public Licensing Proposal
Public Law 921-544, worked with John Hotis on training matters, and
improved the quality of written communication at the Bureau.
? f~lajor Mike Ryan worked on the Economic Crime Proposal and also
helped develop the Hostage Crisis Center. He also worked on the
Bureau's computer programs under Assistant Director William Bayse.
3 The information on w.here~former White House Fellows who
served with the. FBI are currently employed i~as supplied by the staff
of the White House Fellows.
Stephen Harty Vice President Account Supervisor
Ogilvy and Mather Inc., New York
Priscilla Douglas Director of Placement and College
Relations, General Motors, Detroit,
Michigan,
Mary Spaeth Executive Vice President and Principal
Fairchild/Le Master, Dallas, Texas
Major Mike Ryan U.S. Army Battalion Commander
Fort Hood, Texas
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~17 December 1987
PRESS STATEMENT OF WILLIAM H. WEBSTER REGARDING
THE IRAN-CONTRA MATTER
CIA Director William H. Webster announced today that he has completed his
study of a report prepared by a Special Counsel appointed by him to review the
role of the Agency and Agency personnel in the Iran-Contra matter. Director
Webster has disciplined those employees found to have engaged in improper
activities. Those actions included dismissals, demotions, and letters of
reprimand.
Webster has also initiated actions aimed at strengthening the
organizational structure of the Agency. These actions are described in a
section of the Report dealing with remedial measures taken by the Agency since
the Iran-Contra matter became public.
In particular, the Report describes steps taken by Director Webster to
strengthen the function and effectiveness of the CIA's Office of the Inspector
General (IG). These measures include steps to ensure that the IG's inspection
staff is drawn from a cross-section of people within the Agency. Furthermore,
assignment to the IG Staff will become an important career development
assignment enroute to more senior positions in the Agency. The size of the
IG's investigative staff will be increased, and the training and support.
provided to that staff will be improved.
Guidelines have been drafted to govern the testimony of future Agency
witnesses when appearing before congressional committees, briefing individual
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congressional members or their staff, or providing written testimony to
Congress. The guidelines balance the protection of sources and methods with
the need to be candid and complete in all Agency dealings with Congress.
Director Webster also has initiated actions to strengthen senior
management review of covert activities. The covert action .review process will
be institutionalized in Agency .headquarters regulations. The Agency's senior
management must meet to review all proposed Findings and related documents
that are to be forwarded to the National Security Council. Senior management
also conducts a semi-annual review of each covert action program.
Other actions taken by Director Webster include the issuance of guidelines
for interagency intelligence production intended to foster an environment for
the maximum .objectivity of intelligence assessments and to help insulate
intelligence analysis from political influence.
The Special Counsel, commenced his review September 1, 1987. in compiling
the Report, the Special Counsel reviewed .the findings of the Tower Commission,
the Senate Select Committee on Intelligence, the Congressional Iran-Contra
Committees, and relevant reports of the CIA Inspector General. The Special
Counsel did not have access to any materials or information developed during
the course of the investigation being conducted by Independent Counsel
Lawrence Walsh.
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The Report of the Special Counsel, which is classified, has been furnished
in its entirety to the House Permanent Select Committee on Intelligence and
the Senate Select Committee on Intelligence. A summary of the Report's
conclusions regarding facts and information already made public by the Tower
Commission and the Iran-Contra Committees~is attached.
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