TABLE OF CONTENTS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP89-00087R000300280001-8
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 59
• Document Creation Date: December 27, 2016
• Document Release Date: January 20, 2012
• Sequence Number: 1
• Publication Date: May 1, 1985
• Content Type: MISC

STAT
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REMARKS OF WILLIAM J. CASEY
DIRECTOR OF CENTRAL INTELLIGENCE
TO
CIA EMPLOYEES
CIA AUDITORIUM
24 JANUARY 1984
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?S-EC-ti-L-1--
As WE START OUR FOURTH YEAR OF WORKING TOGETHER, 1 WANT
YOU TO KNOW THAT IT'S BEEN A RICH AND GRATIFYING EXPERIENCE FOR
ME AND I WANT TO THANK ALL HERE FOR WHAT WE HAVE BEEN ABLE TO DO
TOGETHER. AT THE SAME TIME I WANT TO TELL YOU ABOUT SOME
DISCUSSIONS AND EVENTS DURING THE FIRST WEEKS OF THIS YEAR WHICH
BROUGHT HOME TO ME HOW MUCH MORE THERE IS TO DO.
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WEEK BEFORE LAST I PREPARED A RATHER DETAILED REPORT ON WHAT
WE'VE BEEN ABLE TO ACCOMPLISH OVER THE LAST THREE YEARS AND
REVIEWED IT WITH THE PRESIDENT.
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THE AMOUNT OF DATA BEING COLLECTED WILL THREATEN TO INUNDATE US.
WE WILL BE ABLE TO STAY ON TOP OF IT AND MEET OUR RESPONSIBILITIES
ONLY BY HIGHER QUALITY PERFORMANCE. WE ARE WELL INTO THE PROCESS
OF RESTORING OURSELVES QUANTITATIVELY. OUR THRUST FOR THIS YEAR
AND BEYOND MUST BE TO IMPROVE THE QUALITY OF OUR SKILLS, OF OUR
PERFORMANCE AND OF THE SERVICE WE PROVIDE OUR CUSTOMERS.
WE START WITH WHAT IS PROBABLY THE MOST PROFESSIONAL AND
DEDICATED WORK FORCE IN THE US GOVERNMENT. WE HAVE TRADITIONALLY
MAINTAINED A POSITION ON THE LEADING EDGE OF TECHNICAL ACHIEVEMENTS
IN THE COLLECTION AND HANDLING OF INFORMATION. THE QUALITY OF
OUR ANALYSIS IN MANY AREAS SURPASSES THAT PRODUCED ANYWHERE ELSE
IN THE FEDERAL GOVERNMENT?OR, FOR THAT MATTER, IN THE PRIVATE
SECTOR. WE NEED TO CONTINUE TO ATTRACT AND RETAIN SOME OF THE
BEST MINDS AVAILABLE IN ANALYTICAL, OPERATIONAL, TECHNICAL AND
SUPPORT SPECIALTIES. WE NEED TO RECRUIT YOUNG PEOPLE WITH BRAINS,
CREATIVITY, DEDICATION AND DRIVE. WHAT WE HAVE TO OFFER THEM IS
THE OPPORTUNITY TO PARTICIPATE IN AN ORGANIZATION UNIQUE IN THE
CHALLENGES IT FACES, IN THE RESPONSIBILITY IT CARRIES, IN THE
SPIRIT AND THE CAN-DO QUALITIES IT MANIFESTS- EVERY ONE OF US
SHOULD MAKE IT PART OF OUR RESPONSIBILITY TO RE ALERT TO PEOPLE
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WHO CAN MEET OUR STANDARDS, TO CONVEY THE MESSAGE THAT THERE IS
A SPECIAL PRIVILEGE AND A SPECIAL SATISFACTION IN OUR WORK AND
DO EVERYTHING WE CAN TO PROVIDE THE EXAMPLE, THE LEADERSHIP, THE
GUIDANCE AND THE OPPORTUNITY TO HELP NEW RECRUITS DEVELOP AS WE
WOULD LIKE THEM TO.
CIA MUST HAVE DONE THIS WELL OVER THE YEARS. LET US NOW
FOCUS MORE CONSCIOUSLY ON DOING IT BETTER AND MORE COMPREHENSIVELY.
WE NEED TO BECAUSE WE ARE CARRYING OUR PRESENT LOAD ONLY BY
ENLISTING
RETIREES WITH PROVEN EXPERIENCE AND
ABILITY. SOMETIME WE WILL HAVE TO FILL THAT GAP FROM BELOW AND
THE RAPID ACCUMULATION OF NEW THREATS, PROBLEMS, AND CONCERNS
FOR US TO HANDLE PROVIDES THE OPPORTUNITY AND THE PRESSURE TO
BRING OUR NEW RECRUITS AND YOUNGER PEOPLE ALONG RAPIDLY TO BOTH
HIGHER RESPONSIBILITY AND BETTER PERFORMANCE.
WE MUST REMEMBER THAT WHEN THE SPIRIT AND ATTITUDES WE
CHERISH HERE WERE DEVELOPED CIA WAS A MUCH SMALLER GROUP OF
PEOPLE, MANY OF WHOM KNEW EACH OTHER AND HAD WORKED TOGETHER
BEFORE. WE NOW HAVE MORE NEW PEOPLE THAN WE'VE HAD IN A VERY
LONG TIME. WE NEED TO TAKE SPECIAL CARE THAT WE PRESERVE,
TRANSMIT AND RENEW THE QUALITIES WHICH HAVE BEEN INSTILLED HERE
OVER 35 YEARS.
GOOD AS WE ARE, THESE NEW CHALLENGES DEMAND THAT WE WORK
TO IMPROVE OUR PERFORMANCE. How DO YOU GET SUPERIOR PERFORMANCE
FROM A VERY LARGE ORGANIZATION? IT'S NOT COMMON AND IT'S NOT
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EASY. IN SEARCH OF EXCELLENCE--LESSONS FROM AMERICA'S BEST RUN
COMPANIES IS THE NAME OF A BOOK WHICH FOR MANY MONTHS NOW HAS
REPLACED AT THE TOP OF THE BEST SELLER LIST VARIOUS GUIDES ON
SEX, ON HOW TO GET RICHER AND ON HOW TO EAT WELL WITHOUT GETTING
FAT- THIS BOOK EXAMINES THE IBMs, THE BOEINGS, THE HEWLETT-PACKARDS,
THE MINNESOTA MININGS, THE MCDONNELLS, THE BECHTELS AND SOME 30
OTHER OUTSTANDING CORPORATE PERFORMERS TO SEARCH OUT WHAT IT IS
THAT ACCOUNTS FOR THEIR LEADERSHIP, THEIR SUPERIOR SERVICE AND
THEIR GENERAL PERFORMANCE. How DO THEY DO IT YEAR AFTER YEAR?
MUCH THE SAME QUALITIES RUN THROUGH THESE ENTERPRISES ENGAGED IN
BROAD SPECTRUM OF DIVERSE ACTIVITIES. THERE IS A BIAS FOR ACTION,
THE CLOSEST ATTENTION TO SERVING THE CUSTOMER, ENCOURAGING
ENTREPRENEURSHIP IN THE ORGANIZATION, LOOKING TO THE RANK AND
FILE AS THE ROOT SOURCE OF QUALITY IN PERFORMANCE, FOSTERING
LEADERSHIP AND INNOVATION AT ALL LEVELS, PRACTICAL RISK-TAKING,
LEAN STAFFS, LOTS OF SMALL TASK FORCES TO TACKLE SPECIFIC PROBLEMS
IN A SHORT TIME FRAME, A HIGH PREMIUM ON FLEXIBILITY, ON RAPID
AND EFFECTIVE LEARNING, ON ADAPTATION AND COMMITMENT. IN A
VARIETY OF WAYS THEY ENCOURAGE INITIATIVE, SUPPORT SELF-STARTERS,
CREATE TASK FORCES WITH SHORT TIME FUSES TO REACT QUICKLY, BREAK
NEW GROUND, CROSS FERTILIZE EXPERIENCE AND KNOWLEDGE- THEY PUSH
THEIR MANAGERS AND STAR PERFORMERS TO LEAD AND DEVELOP YOUNGER
PEOPLE BY FORCE OF EXAMPLE, TO IDENTIFY THEIR COMERS AND TO
FORCE THE PACE OF THEIR DEVELOPMENT. THESE AND OTHER APPROACHES
TO DEVELOPING PEOPLE AND GENERATING SUPERIOR PERFORMANCE AND
EXCELLENCE ARE LAID OUT WITH FASCINATING EXAMPLES IN THE BOOK
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IN SEARCH OF EXCELLENCE. SOME OF OUR SENIOR MANAGERS HAVE
ALREADY BOUGHT COPIES FOR THEIR ASSOCIATES. I AM HAVING OUR
LIBRARY ACQUIRE ENOUGH COPIES SO THAT ANYONE WHO WANTS TO READ
OR LOOK THROUGH A COPY WILL NOT HAVE TO WAIT VERY LONG.
WE HAVE IN CIA MANY OF THE FEATURES THAT CHARACTERIZE THESE
HIGH-POWERED PRIVATE ORGANIZATIONS. WHEN WE AWARDED THE SIS
BONUSES HERE LAST WEEK, WE RECOGNIZED INDIVIDUALS WHO CARRY THE
PRINCIPAL RESPONSIBILITY IN OUR GOVERNMENT FOR ASSESSING THE
SOVIET STRATEGIC THREAT, FOR COPING WITH THE SOVIET-CUBAN
SUBVERSIVE THRUST IN THE CARiBBEAN AND CENTRAL AMERICA, FOR
MODERNIZING A WORLDWIDE COMMUNICATIONS SYSTEM WHICH HAD BECOME
OBSOLETE, FOR WATCHING SOVIET VIOLATIONS OF ARMS CONTROL
AGREEMENTS.AND OTHER SPLENDID ACHIEVEMENTS- WE ARE MOVING.
YOUNGER PEOPLE INTO GREATER RESPONSIBILITY WITH SIS-01S AND
-02s BEING TAPPED AS OFFICE DIRECTORS AND GS-13s AND -14s RUNNING
MAJOR LOGISTICAL AND TRAINING OPERATIONS IN COUNTRIES WHERE
OPERATIONS OF WORLDWIDE IMPORTANCE ARE BEING CONDUCTED. WE HAVE
HAD GS-10s AND -11S BRIEFING THE PRESIDENT AND WORKING ON TASK
FORCES TACKLING HIGH NATIONAL CONCERNS ABOUT INSURGENCIES, ABOUT
TERRORISM, ABOUT DECEPTION AND DAMAGE TO OUR INTELLIGENCE
CAPABILITIES, ABOUT THE STABILITY OF MAJOR COUNTRIES IN WHICH WE
HAVE BIG STAKES. WHERE ELSE CAN YOUNG PEOPLE GET THAT KIND OF A
CHALLENGE?
THOSE WHO WILL BE OUR FUTURE MIDDLE AND SENIOR LEVEL MANAGERS
WILL ALSO BE JUDGED ON THEIR RECORD IN IDENTIFYING AND DEVELOPING
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TALENT AS WELL AS ON THEIR OWN PERFORMANCE. THE PROCESS OF
MAKING ASSIGNMENTS--DECIDING HOW MUCH AND WHAT KIND OF EXPERTISE
MUST BE FOCUSED ON THE VARIOUS TASKS WHICH CONFRONT US, AND
DECIDING TO WHOM TO ENTRUST THESE TASKS--IS OF CRITICAL IMPORTANCE.
SOME ASSIGNMENTS STRETCH THE CAPABILITIES OF OUR PEOPLE--SOMETIMES
SETTING THE STAGE FOR GREAT GROWTH. OTHER ASSIGNMENTS MERELY
TAKE ADVANTAGE OF WHAT A PERSON ALREADY KNOWS HOW TO DO. As YOU
CARRY OUT THIS ESSENTIAL TASK, CONSIDER THE PERSONAL DEVELOPMENT
ASPECTS OF EACH ASSIGNMENT AS CAREFULLY AS YOU DO THE NEED TO
ACCOMPLISH SUCCESSFULLY WHATEVER TASK IS AT HAND.
You WILL FIND OTHER WAYS TO FOSTER AN ATMOSPHERE OF CHALLENGE
AND OPPORTUNITY, TO TEST OUR YOUNGER PEOPLE, TO BRING THEM MORE
RAPIDLY INTO HIGHER AND BROADER RESPONSIBILITY, AND TO INSTILL
IN THEM A SENSE OF PURPOSE AND A CONFIDENCE IN THEIR CAPABILITIES.
IT ALL BOILS DOWN TO A QUEST FOR EXCELLENCE. THAT IS AND
ALWAYS HAS BEEN ALIVE AND WELL IN THIS ORGANIZATION. How CAN WE
INTENSIFY AND TRANSMIT THAT ASPIRATION TO EVERY CORNER OF THIS
ORGANIZATION AND BRING OUT LATENT TALENT WHEREVER IT EXISTS.
WEEK BEFORE LAST, AFTER A DAY VISITING IBM's RESEARCH CENTER IN
UPSTATE NEW YORK, I CAME AWAY WITH NEW INSIGHT INTO HOW QUALITIES
OF THRUST AND DRIVE, FLEXIBILITY AND RESPONSE TO CHALLENGE AND THE
QUEST FOR EXCELLENCE CAN BE MADE TO PERVADE AND ANIMATE A HUGE
ORGANIZATION. A MAJOR KEY TO IBM's SUCCESS IN MAINTAINING HIGH.
PERFORMANCE, FOCUS AND DRIVE IN A LARGE NUMBER OF COMPONENT
ORGANIZATIONS SPREAD ALL OVER THE WORLD IS A STATEMENT OF
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OBJECTIVES AND PRINCIPLES WHICH THEY TAKE VERY SERIOUSLY- WE
HERE AND OTHERS IN GOVERNMENT HAVE A CODE OF CONDUCT WHICH
PRIMARILY TELLS US WHAT NOT TO DO. THAT IS IMPORTANT AND MUST
NOT BE NEGLECTED. BUT WE ALSO NEED TO HAVE EVER IN OUR MINDS A
CALL TO ACTION, A STATEMENT OF POSITIVE PURPOSE, AN ARTICULATION
OF STANDARDS OF EXCELLENCE TO WHICH WE CAN RALLY AND ASPIRE.
THE TONE AND ATTITUDE AT CIA IS RIGHT BUT I BELIEVE AN
ARTICULATION OF OUR POSITIVE OBJECTIVES CAN INTENSIFY THE
EXCELLENCE WE HAVE ACHIEVED HERE AND SPREAD IT MORE BROADLY.
I'VE COLLECTED FROM BOEING, HEWLETT?PACKARD, IBM, BECHTEL AND
OTHER STAR PERFORMERS STATEMENTS OF THEIR OBJECTIVES WHICH THEY
RELY ON TO GIVE THEIR PEOPLE THE FREEDOM AND RESPONSIBILITY TO
WORK TOWARD THOSE STATED GOALS IN WAYS THEY FIND BEST IN THEIR
RESPECTIVE AREAS OF RESPONSIBILITY-
How DO WE GET SUCH A STATEMENT OF PURPOSE, AN ARTICULATION
OF STANDARDS OF EXCELLENCE.FOR THIS ORGANIZATION IN A WAY WHICH
DEVELOPS FROM WITHIN AND REFLECTS THE VIEWS, ASPIRATIONS AND THE
EXPERIENCE OF ALL OUR PEOPLE AND, ABOVE ALL, WHICH HAS THEIR
COMMITMENT- IN THE THREE YEARS I'VE BEEN HERE, I'VE VISITED
OF OUR STATIONS AND BASES AND HAVE VISITED MOST
I DO AS
ELEMENTS OF THE ORGANIZATION
MUCH OF THIS AS I CAN FIND TIME FOR BECAUSE I ALWAYS LEARN AND
FEEL BETTER ABOUT THIS OUTFIT FROM TALKING WITH YOU ONE ON ONE
OR IN SMALL GROUPS. RECENTLY, I REALIZED THAT I HAD NOT BEEN IN
CONTACT WITH ENOUGH OF THE 25 SUBSTANTIVE COMMITTEES WE HAVE IN
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THE COMMUNITY AND THE 20 OR SO WE HAVE IN THE CIA. So I WROTE
TO THE CHAIRMAN OF EACH COMMITTEE ASKING FOR A THREE-PARAGRAPH
NOTE TELLING ME (1) WHAT THE COMMITTEE WAS UP TO, (2) HOW WELL
IT WAS DOING AND (3) HOW IT MIGHT DO BETTER. I RECEIVED GOOD
RESPONSES QUICKLY AND THEY LED TO GOOD, PURPOSEFUL MEETINGS AND
VALUABLE NEW PROJECTS FOR THE MORE ACTIVE COMMITTEES AND THE
EXTINCTION OF SOME WHICH HAD SERVED THEIR PURPOSE.
WHAT I WANT TO DO NOW IS TO INSTITUTE A PROCESS TO GET
WITHIN A SHORT TIME FRAME, FROM EVERY CORNER OF THE ORGANIZATION,
A BROAD EXAMINATION OF WHAT WE ARE ABOUT, WHAT IT IS WE WANT TO
FOSTER AND ENCOURAGE, AND THE KIND OF THINGS WE CAN DO TO ACCOMPLISH
THAT. FROM THIS WE WILL DEVELOP A STATEMENT OF PURPOSE APPLICABLE
TO THIS ORGANIZATION, TO OUR MISSION, TO THE KIND OF CUSTOMERS
WE SERVE, AND TO THE KIND OF WORK ENVIRONMENT AND TASKS WHICH
OUR MISSION REQUIRES. OUT OF THIS EXERCISE I BELIEVE WE CAN
LEARN AND TEACH EACH OTHER A LOT. I WOULD LOOK FOR THE KIND OF
POSITIVE STATEMENT OF PURPOSE AND STANDARDS OF EXCELLENCE WHICH
WILL SUPPLEMENT THE CODE OF CONDUCT WHICH NOW TELLS US HOW WE
MUST BEHAVE AND WHAT WE MUST NOT DO. OUT OF IT I BELIEVE WILL
COME A HIGHER SENSITIVITY TO HOW WE CAN ENCOURAGE CREATIVITY,
INDEPENDENCE OF ACTION, ENTREPRENEURSHIP. GET SMALL TASK FORCES
ROLLING UP THEIR SLEEVES, TAKING ON A PROBLEM AND GETTING SOMETHING
DONE WITHIN A RELATIVELY SHORT TIME FUSE. THAT'S THE WAY TO
MAKE THINGS MOVE, TO GET SUPERIOR PERFORMANCE IN ANY ORGANIZATION--
SET TASKS, SET DEADLINES, MAKE DECISIONS. ACT. STAY FLEXIBLE-
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CHANGE COURSE IF EXPERIENCE INDICATES- GET IT DONE AND MOVE ON.
THAT'S THE TEMPO WE WANT AND NEED HERE.
How DO WE GET THIS DONE? SOME 15 YEARS AGO THE STATE
DEPARTMENT, AFTER A SERIES OF OUTSIDE PANELS AND COMMISSIONS
CREATED BY PRESIDENTS, BY CONGRESS, SOME OF THEM SELF-APPOINTED,
HAD PRODUCED PONDEROUS AND UNREAD REPORTS, DECIDED TO EXAMINE
ITSELF TO SEE HOW IT COULD DO BETTER- Two HUNDRED AND FIFTY
FOREIGN SERVICE OFFICERS DEPLOYED THEMSELVES INTO 13 SEPARATE
TASK FORCES AND LABORED FOR 11 MONTHS TO PRODUCE THIS 600-PAGE
VOLUME UNDER THE LABEL DIPLOMACY FOR THE SEVENTIES- IT IS
COMMENDABLE THAT THE FOREIGN SERVICE APPLIED ITS OWN KNOWLEDGE AND
EXPERIENCE TO DEFINE A NEW DIPLOMACY AND THIS WAS A GOOD EXERCISE
FOR THE STATE DEPARTMENT- OUR STYLE IS DIFFERENT- I'M LOOKING
FOR TWO PAGES IN THREE WEEKS PLUS ANY VALUABLE IDEAS AND SUGGESTIONS
WHICH A QUICK AND SEARCHING SELF-EXAMINATION, INVOLVING NOT
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PEOPLE BUT ALL OF US, CAN GENERATE- OUR STYLE IS TO LOOK FOR
PROBLEMS AND NEEDS, TO SEARCH FOR AND MARSHAL THE EXPERIENCE AND
TALENT TO RESPOND, GET IT DONE AND MOVE ON TO THE NEXT THING AS
QUICKLY AS POSSIBLE- WE WANT TO EXTEND THAT SPIRIT, THAT STYLE,
THAT TEMPO TO OUR NEW RECRUITS AND MORE WIDELY AMONG THOSE ALREADY
HERE- WE'LL DO OUR SELF-EXAMINATION WITH A TASK FORCE- BUT IT
WILL BE A BIG AND LOOSELY STRUCTURED TASK FORCE- IT WILL ENCOURAGE
AND PROVIDE OPPORTUNITY FOR INDEPENDENT INITIATIVE AND THOUGHT
FROM ALL LEVELS- IT WILL BE SHARPLY FOCUSED AND HAVE A SHORT
TIME FUSE- EVERY MANAGER WILL RECEIVE A PACKAGE CONSISTING OF
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THREE PARTS: A-ROUGH FIRST DRAFT OF A STATEMENT OF OBJECTIVES
AND PRINCIPLES FOR CIA, A SAMPLE OF COMPARABLE STATEMENTS FROM
A FEW OTHER ORGANIZATIONS OF OUTSTANDING QUALITY, AND A QUICK
SUMMARIZATION OF FEATURES AND METHODS THE AUTHORS OF THIS BOOK
FOUND IN THE MOST EFFECTIVE PRIVATE ORGANIZATIONS OUR COUNTRY
HAS DEVELOPED. EACH MANAGER WILL BE EXPECTED TO USE HIS JUDGMENT
ON HOW BEST TO GET THE PEOPLE HE WORKS WITH INVOLVED IN CRITIQUING
AND IMPROVING THE DRAFT STATEMENT OF OBJECTIVES AND GETTING
THEIR BROAD UNDERSTANDING, ACCEPTANCE AND COMMITMENT TO THOSE
OBJECTIVES. I WOULD RECOMMEND WORKING IN SMALL GROUPS AND IN
SHORT MEETINGS, BUT URGE THt\T YOU FOLLOW YOUR OWN INSTINCTS AND
DEVELOP YOUR OWN METHODS TO INVOLVE THE PEOPLE WHO WORK WITH YOU.
I WILL BE AWAY FOR ABOUT HALF OF NEXT MONTH AND I WILL
EXPECT EACH MANAGER TO HAVE BY 22 FEBRUARY AN IMPROVED STATEMENT
OF GOALS FOR CIA AND A SUCCINCT MEMO SUMMARIZING THE IMPORTANT
THOUGHTS AND RECOMMENDATIONS WHICH DEVELOPED IN THIS PROCESS
AMONG THE PEOPLE WHO REPORT TO HIM. I WILL READ AND DISCUSS
THESE RESPONSES CAREFULLY AND WE WILL PROMULGATE A STATEMENT OF
OUR ORGANIZATIONAL OBJECTIVES BEFORE FEBRUARY IS GONE.
THANK YOU!
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24 Jan 84
STAT
A critical ingredient in the success of an institution is its ability to
articulate the principles that provide the framework in which it operates.
As the Central Intelligence Agency grows and becomes increasingly complex
and specialized, a greater effort is required to establish its corporate
identity and create broad understanding of its purposes, principles and
standards. There follows an initial draft of such a statement designed to
be critiqued and improved and generate thought Jrid discussion in every corner
of the organization on what we're about and how idle qualities which make CIA
a standout in excellence of performance can best be strengthened and extended
at all levels and in all areas.
STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
Purpose. To provide accurate, comprehensive intelligence support
to a broad range of consumers in a timely manner and in a form to be of
greatest utility. No matter what job we have or Lhe nature of our immediate
tasks, our independent and collective efforts are all directed towards this
purpose.
Organization. The CIA is made up of operating elements that are critically
dependent on one another to support their individual and joint activities. Each
element's departmental and national responsibilities are respected and, in turn,
will undertake to contribute to and make use of the role and performance of
other relevant elements.
Ethics. Our activities are conducted under the Constitution and laws of
the United States. The nature of our work is such that every member of the
Agency must be aware of and sensitive to the letter and spirit of this legal
context, and manifest the highest degree of integrity in performance and
conduct.
People. CIA's peop e are the root source of its capabilities. The
strength of the organization is dependent on the quality of its people, and
its future is related to the opportunities it affords for their professional
and personal growth. Skills are recognized and fostered through training,
travel and assignments; management personnel are selected for their ability
to inspire enthusiasm and promote excellence based on their own performance.
Management. CIA's operating style is to foster initiatives and creativity
by allowing the individual great freedom of action in attaining well-defined
objectives, while requiring efficiency, accountability, and results at all
levels.
Measure of Results. Business organizations measure results in profits,
return on investment and capital growth required to deliver the expanded and
improved service which further increases profit and capital value. This is
achieved by meeting the needs of customers more satisfactorily than alternative
sources. As a public service, this organization does not have profitability
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and capital value to measure its results. Still, its results are in the
satisfaction of its customers in the value, relevance, and timeliness of the
intelligence and operational inputs they receive. Those results come from
the qualities of its people and their creativity, dedication, and success in
utilizing technology and resources to collect, analyze, and apply information
and judgment to foster the security and prosperity of the United States. The
resources needed to achieve those results come from the way the President and
the Congress and the public assess and value these results.
Standards. We seek to exemplify in everything we do:
performance of the highest quality;
ethics and integrity of the highest order;
development of outstanding skills, confidence, and personal
resources in our people;
utilization of the most effective technologies;
capability and flexibility to meet tough and sudden challenges;
leadership and recognition as the best intelligence service in
the world.
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Tab
PACKAGE FOR MANAGERS
Draft of CIA Objectives
Samples of Statements of Purpose
-Boeing
-
Hewlett-Packard
- Norton -Company
- Bechtel
How Star Corporate Performers, Do It
(Sumitlari zed frOmip- 'Search of Excellence -
LeSSonS fir;OM America's gest, Rim Companies ,
by, Peters and :Watermari' which has for months
taken "first :place :on best seller lists .away
from various -,guidesYto -making love; maki,na
Money and eating well without getting fat)
24 January 1984
STAT
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24 Jan 84
A critical ingredient in the success of an institution is its ability to
articulate the principles that provide the framework in which it operates.
As the Central Intelligence Agency grows and becomes increasingly complex
and specialized, a greater effort is required to establish its corporate
identity and create broad understanding of its purposes, principles and
standards. There follows an initial draft of such a statement designed to
be critiqued and improved and generate ',nought and discussion in every corner
of the organization on what we're about *ad how the qualities which make CIA
a standout in excellence of performance can best be strengthened and extended
at all levels and in all areas.
STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
Purpose. To provide accurate, comprehensive intelligence support
to a broad range of consumers in a timely manner and in a form to be of
greatest utility. No matter what job wr [lave or the nature of our immediate
tasks, our indepeident and collective efforts are all directed towards this
purpose.
Organization. The CIA is made up of operating elements that are critically
dependent on one another to support their individual and joint activities. Each
element's departmental and national responsibilities are respected and, in turn,
will undertake to contribute to and make use of the role and performance of
other relevant elements.
Ethics. Our activities are conducted under the Constitution and laws of
the United States. The nature of our work is such that every member of the
Agency must be aware of and sensitive to the letter and spirit of this legal
context, and manifest the highest degree of integrity in performance and
conduct.
People. CIh's people are the root source of its capabilities. The
strength of the organization is dependent on the quality of its people, and
its future is related to the opportunities it affords for their professional
and personal growth. Skills are recognized and fostered through training,
travel and assignments; management personnel are selected for their ability
to inspire enthusiasm and promote excellence based on their own performance.
Management. CIA's operating style Is tc foster initiatives and creativity
by allowing the individual great freedom of action in attaining well-defined
objectives, while requiring efficiency, accountability, and results at all
levels.
Measure of Results. Business organizations measure results in profits,
return on investment and capital growth required to deliver the expanded and
improved service which further increases profit and capital value. This is
achieved by meeting the needs of customers more satisfactorily than alternative
sources. As a public service, this organization does not have profitability
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and capital value to measure its results. Still, its results are in the
satisfaction of its customers in the value, relevance, and timeliness of the
intelligence and operational inputs they receive. Those results come from
the qualities of its people and their creativity, dedication, and success in
utilizing technology and resources to collect, analyze, and apply information
and judgment to foster the security and prosperity of the United States. The
resources needed to achieve those results come from the way the President and
the Congress and the public assess and value these results.
Standards. We seek to exemplify in everything we do:
-- performance of the highest quality;
-- ethics and integrity of the highest order;
-- development of outstanding skills, confidence, and personal
resources in our people;
-- utilization of the most effective technologies;
-- capability and flexibility to meet tough and sudden challenges;
-- leadership and recognition as the best intelligence service in
the world.
2
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1.
MEMORANDUM FOR:
FROM:
SUBJECT:
1.
30 JUL 1984
Pursuit of Excellence
ou r quested, we have conducted a review of
efforts keyed to the Director's pursuit of
STAT
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excellence objectives. Attachment A and B present a summary of
those efforts, which we believe represent a significant
contribution not only to the search for excellence but to the
maintenance of excellence as well. Since responsibilities STAT
cover a wide and diverse spectrum of activities we have, for
the purpose of clarity and ease of reporting, elected to report
our efforts as follows:
Attachment A represents action by to reduce
bureaucracy. Primarily, the actions listed have been
effected througn regulatory change and greater delegation
of authority and responsibility.
Attachment B which you will recognize as information
presented at our recent planning conference with you,
provides a listing of the many and varied ways through
which currently communicates. You will also note that
this listing is divided into two major categories and at
the end of each category are listed additional planned
activities to further improve communications.
2. In the other areas of concern to the Director, we
continue as always to encourage sensible risktaking, creativity
and innovation among all employees, and we appropriately
recognize and reward the many outstanding performers and
deserving individuals who contribute to the success of and
the Agency.
Attachments
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MEMORANDUM FOR:
2 3 MAR 1934
FROM: Director of Central Intelligence
SUBJECT:
Pursuit f Excellence
1. As I mentioned in the auditorium on Friday, our pursuit of
excellence depends ultimately on the personal commitment of each of you
to implement the broad changes in direction that we have agreed to
undertake. Recognizing that each manager's style is different, I expect
each of you to find ways of doing the following:
-- Delegate authority and responsibility to the lowest
levels possible.
Undertake a major effort to increase recognition of
outstanding performance -- provide feedback, celebrate
successes; encourage greater use of unit citations, cash
awards and nonmonetary forms of recognition.
ml?
Foster better communications in all directions -- be
visible and accessible.
Encourage sensible risktaking, creativity and innovation.
2. Responsibility must be accompanied by accountability. I will
hold you accountable and expect you to do the same with your subordinate
managers. The measure of a manager will include an evaluation of the
extent to which he or she communicates the goals, philosophies and
standards of this Agency to its employees.
William
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MEMORANDUM FOR:
FROM:
SUBJECT:
REFERENCE:
3 0 MAY 1985
Follow-up on Excellence Suggestions
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1. In January 1985 I requested that your Offices prepare comments
to the suggestions on Excellence submitted by
Once received
a consolidated response was prepared and
forwarded to the Executive Director (EXDIR) containing your individual
views and comments on the twelve topics noted for reply. Included in
those comments were a number of specific taskings, action items, and
self-initiated office reviews relative to the administrative topics
submitted for consideration.
2. Therefore, I have decided to follow in the spirit of our recent
luncheon consultations and provide an update to the EXDIR on our
accomplishments in these areas of mutual concern. Consequently, I
request that you review the attached material and submit a status
report covering all follow-up activities to items originally commented
on by your Offices. If you provided no comment to the earlier request,
no additional response is now needed. Please forward your responses to
me no later than 17 June 1985.
CONFIDENTIAL
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3 1
MEMORANDUM FOR: Executive Director
FROM:
SUBJEC Excellence Suggestions
1. 1Ddrin2 the past several months, the employees of
have participated enthusiastically in the Agency's
campaign in pursuit ofi excellence. We have implemented many suggestions at
the Office and Directorate level. We have also come up with a number of
ideas that would have Agency-wide applicability and require consideration at
a higher level.
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2. Last week the Office Directors and I went
through these ideas and selected those that we believe merit your
consideration. They are listed below:
o Senior Secretarial Service: Establish a Senior Secretarial Service
with appropriate rescaling of grade levels for those secretaries. This SI-AT
would offer a significant improvement to the current secretarial plight
in the Agency.
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o Donation of Annual Leave: Make it possible to transfer annual leave
from one Agency employee to another, or even to donate the leave to the
Public Service Assistance Fund for emergency use by employees who have
used all their leave as a result of extended family or medical
emergencies, and for whom leave without pay would impose a serious
financial hardship. Procedures could be set up whereby the transfers
would occur only from individuals at a certain grade level to individuals
at the same or lower grade level, so that no additional costs accrue to
the government. This arrangement would be highly beneficial to morale.
submitted this idea to the Director of
Personnel in November 1981. The Office of General Counsel conducted a
legal review and advised that such a program would require legislative
action. We should consider seeking such legislative action.
o SIS Benefits: Grant SIS benefits (annual leave carry-over privileges,
eligibility for bonuses and sabbaticals) to those GS-15 officers who
occupy PMCD-approved SIS positions but who cannot be promoted to
SIS-level because of the SIS ceiling.
o Revision of Time and Attendance Reporting: Revise time and attendance
reporting procedures so that only exceptions to the 8-hour day are
reported. We fully expect people to work 8 hours a day and should only
report when they do not do so. This would save a good deal of
record-keeping time.
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Alk\e4"
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SECRET
REMARKS OF WILLIAM J. CASEY
DIRECTOR OF CENTRAL INTELLIGENCE
TO
CIA EMPLOYEES
ON
EXCELLENCE
CIA AUDITORIUM
13 JUNE 1985
0972
SECRET
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IMO 111'.
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MEMORANDUM FOR:
FROM:
SUBJECT:
Executive Registry
85-
2770
1Q .letly 1Q
Executive Secretary
Inputs for the DCI re Excellence
1. Recall that the DCI, in his 13 June 1985 address on Excellence in
the Auditorium, said "Every three months, or as frequently as it emerges
as appropriate, we will make available to you a more comprehensive
listing of initiatives taken and outstanding performances turned in than
I have been able to give you today. I hope and expect this will
stimulate new ideas and practical initiatives, as well as inspire by
example."
2. During our 14 June post-mortem we discussed and came to agreement
on two separate, but related, issues deriving from our collective
experience leading up to the DCI's 13 June speech:
-- What it was the Director had in mind for his periodic calls
for "examples of excellence."
Establishing a common data base for maintaining information
relating to employee recognition (through cash awards,
certificates, etc.)
3. At this meeting, we set 1 October as the date the uniform data
base should be able to provide information (if called upon) in a common
format for all Directorates (this is taking place underr---llead). It
was also anticipated that we would solicit Directorate "examples" at the
same time.
4. ThetirectorT-however;-does-not want-to-wait until then; he has
asked me to -obtain ,your-inputs7next.month. So, what is wanted? I will
leave each Directorate to determine the maximum number of examples sent
forward, but would hope to obtain 4t-least-live-1rom iich Of you;
a. As to the format, one should provide information in a
descriptive paragraph noting the name(s) of the individual(s)
concerned, what was involved and why the example is worthy of
recognition. Included as a separate paragraph should be a
statement noting what, if any, recognition was made of this
event (realizing that in many cases, such examples do not
merit specific cash awards, etc.).
STAT
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,
b. The examples that will be determined by each of your
organizations should be along the lines of, and written up
like, those used by the WI in his speech. In many cases,
such examples will simply be instances of "someone just doing
their job.'
5. Please ImftelyonptitstignarterlItinnerWleuglit?E-2
(Remember, as we discussed, we are not now seeking any data re who got
awards, statistical info from the computer, etc.)
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