EXCELLENCE UPDATE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP89-00087R000300280004-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 78
• Document Creation Date: December 27, 2016
• Document Release Date: January 20, 2012
• Sequence Number: 4
• Publication Date: April 23, 1986
• Content Type: MEMO

STAT
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SECRET
SECRET
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Central Intelligence Agency
Washington. D. C.20505
MEMORANDUM FOR ALL EMPLOYEES
SUBJECT: Pursuing Excellence
23 April 1984
I am very pleased with the reports I have received from the
Deputy Directors on the progress being made in following up on
many of the suggestions you made to me in February.
I also have drawn on your papers in preparing an expanded
goals statement. I like to think of it as a checklist of
principles and operating standards. I am sending a copy to
each of you, and am particularly interested in having it used
in orienting and indoctrinating new employees to the mission,
standards, and work ethic of our organization.
WiLLLliam J. Ca
Director of Central elli
Attachment
STAT
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PURPOSE
o Protect the United States, through the provision of
ample warning, from surprise armed attack (albeit from
terrorist bombing or nuclear war).
o Collect, analyze and appropriately disseminate Foreign
Intelligence in support of National interests related
to the full range of threats around the world to U. S.
interests and to U. S. relations with other
governments.
o Engage in authorized special activities in support of
U. S. foreign policy objectives and combat anti-U. S.
activities by hostile foreign powers.
ORGANIZATION
o Keep our energy and our resources focused on the
Agency's mission.
o Organize,to adapt to fast-moving situations; ensure
quick reaction when needed; develop a workforce with
multiple skills which can be redeployed quickly as
issues or crises arise.
o Minimize management layering without sacrificing
proper command and control.
o Keep abreast of state-of-the-art collection,
processing, analysis, and production techniques and
make them available to do our job.
ETHICS
o Set high standards of patriotism and respect for the
laws and Constitution of the United States. Protect
the lives and identities of our sources and assets,
most of whom are not protected by U. S. law.
o Recognize in our efforts the absolute primacy of
national loyalty and personal values over personal
loyalties and the desire for personal gain.
o Recognize that loyalty and values are worthless
without the courage to act in their light.
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o Strive for fairness and a generosity of spirit in our
internal affairs.
o Continue to stress security, both individually and
technologically, even into retirement. Consider the
security investment as a proportionate part of the
human and technological investments and always make it.
o Demand prudent use of government funds.
o Avoid conflicts of interests.
PEOPLE
o Hire the best, and expect the best in performance,
integrity, and commitment to the organization.
o Recognize that some experimenters, free thinkers, and
free spirits just might be the kinds of people that a
dynamic Organization needs.
o Make the Agency an attractive place to work for the
highly capable people we want.
o Give individuals responsibility throughout their
careers and hold them accountable; people mature best,
find career satisfaction, build self-confidence, and
work hard to advance when they are given real
responsibilities.
o Give individuals freedom to try new things,
recognizing there will be some failures.
o Stress cooperation and teamwork as key factors in
individual and organizational performance.
o Continually strive for equity in performance
evaluation systems and communicate it to the employees.
o Pay the staff in accordance with their skills and
contributions. Specifically reward exceptional
performance appropriately, as it occurs.
o Individually and as an organization invest in a strong
and well-managed, career-long, educational program,
and encourage each individual to participate.
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o Give those whose skills have been diminished in value
by professional and technological advances a chance to
find renewed value through an educational investment.
o Maintain a sense of humor and encourage the same among
your people.
o Use the DCI's special authorities to establish
personnel systems responsive to the nature of the
Agency. Pursue this course with consistency.
MANAGEMENT
o Delegate responsibility to the lowest possible level.
o Set goals, define tasks, establish plans, and monitor
and measure progress.
o Be accountable and demand accountability.
o Display confidence in people and trust them to do
their jobs.
o Foster participation and a sense of belonging to the
Agency family.
o Devote time to expanding an individual's ability to
contribute.
o Never let a pressure towards mediocrity develop. Do
not make, or let others make, people who do more look
foolish; reward the outstanding employee.
MEASURE OF RESULTS
o Continually assess our ability to meet customer needs.
o Be alert to the barometer of demands for more
intelligence and the esteem in which CIA is held by
consumers and the Community.
o Analyze failure as well as success. Learn from
mistakes.
o Ask employees and consumers what they think.
Communicate.
-3-
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STANDARDS
o Produce finished intelligence that is objective and
free of political bias. The product must be timely,
relevant and accurate.
o Strive for excellence by staying insatiable in the
quest for excellence.
o Strive to be the best intelligence service in the
world, second to none.
o Believe in innovation - be willing to take some
failures in stride.
o Know which pieces of the past to honor and preserve
while moving into the future.
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STAT
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A Progress Report:
In Search of Excellence
by the DCI
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IN SEARCH OF EXCELLENCE
1S MARCH 1.984
A FEW WEEKS AGO I SPOKE TO YOU IN THIS SAME AUDITORIUM AND
ASKED FOR YOUR HELP IN UNLEASHING A PROCESS TO GET FROM EVERY
CORNER OF OUR ORGANIZATION A BROAD EXAMINATION OF WHAT WE ARE
ABOUT, AND WHAT WE WANT TO FOSTER AND ENCOURAGE. I ASKED YOU
TO DEVELOP A CONCISE STATEMENT OF GOALS, PRINCIPLES AND
STANDARDS OF EXCELLENCE THAT WOULD BOTH REFLECT WHAT MAKES CIA
GREAT AND SERVE AS A CONTINUING CHALLENGE TO US NOT TO REST ON
OUR LAURELS, BUT TO CONSTANTLY STRIVE FOR SUPERIOR PERFORMANCE
AND EXCELLENCE. TO GIVE YOU A STRAWMAN, I PROVIDED A ROUGH
DRAFT OF WHAT SUCH A STATEMENT MIGHT CONTAIN. I ALSO ASKED FOR
ANY OTHER IDEAS OR SUGGESTIONS THAT ANYONE MIGHT HAVE FOR
FOSTERING AN ATMOSPHERE OF CREATIVITY AND A BIAS TOWARD ACTION.
I DIDN'T WANT TO NAME A HUNDRED PEOPLE OR A DOZEN TASK FORCES
TO WORK MANY MONTHS IN ORDER TO PRODUCE HUNDREDS IF NOT
THOUSANDS OF PAGES OF ANALYSIS AND RECOMMENDATIONS AS SO MANY
ORGANIZATIONS HAVE DONE. INSTEAD I WANTED TO INVOLVE ALL OF
YOU IN EXAMINING AND DISCUSSING OUR MISSION AND HOW WE COULD DO
IT BETTER AND HAVE YOU GIVE ME YOUR IDEAS IN THREE WEEKS.
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I'M VERY PLEASED TO REPORT THAT AS USUAL, YOU CAME THROUGH
WITH FLYING COLORS. ON FEBRUARY 24TH I RETURNED FROM A TRIP
ABROAD AND FOUND 34 INCHES OF THOUGHTFUL RESPONSES WAITING FOR
ME. I HAD A HEAVY COLD AND STAYED IN BED FOR THE WEEKEND.
THAT ENABLED ME TO READ ALL OF YOUR DRAFT STATEMENTS AND
ADDITIONAL IDEAS AND SUGGESTIONS. I MADE 12 PAGES OF NOTES ON
YOUR SUGGESTIONS AND MY REACTION TO THEM. COPIES OF THOSE
NOTES WERE SENT TO THE
OF YOU WHOSE NAMES APPEARED ON THE STAT
SUBMISSIONS I RECEIVED. I KNOW THAT MANY TIMES THAT NUMBER
PARTICIPATED IN THE DIALOGUE THAT GENERATED THOSE IDEAS AND
SUGGESTIONS.
I HAVE TO ADMIT THAT YOUR CRITICISM OF MY DRAFT 1lAS GOOD
FOR MY SOUL. IF I HAD KNOWN THAT IT WOULD BE SCRUTINIZED SO
THOROUGHLY, I MIGHT HAVE SPENT MORE TIME ON IT. As I'VE
MENTIONED TO SOME OF YOU, THE UNKINDEST CUT OF ALL WAS, "IT
SORT OF RESEMBLES A GOVERNMENT REGULATION." THE BEST COMMENT
ANYONE COULD MUSTER WAS THAT IT WAS A RESPECTABLE FIRST TRY:
PUNY OF YOU DID NOT MINCE ANY WORDS, AND I APPRECIATED THAT
CANDOR. I UNDERSTAND SOME INITIAL HESITANCY GAVE WAY TO
STIMULATING DISCUSSIONS AT ALL LEVELS OF THE ORGANIZATION. I
WANT THAT DIALOGUE TO CONTINUE.
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YOUR RESPONSES REFLECTED A STRONG UNDERCURRENT OF IDEALISM
AND A DESIRE TO ATTAIN EXCELLENCE. YOU HAD MANY GOOD THOUGHTS
ABOUT WHAT WE DO BEST, WHERE WE NEED TO DO BETTER, AND HOW WE
CAN DO THAT.
SEVERAL COMMON THEMES EMERGED:
--YOU HAVE A STRONG SENSE OF PRIDE IN YOURSELVES, IN YOUR
WORK, AND IN CIA.
--YOU DO HAVE A STRONG BIAS FOR ACTION AND
--You WORRY THAT CREEPING BUREAUCRACY MAY BE STARTING TO
TAKE A SIGNIFICANT TOLL ON OUR SPIRIT AND ON OUR ABILITY TO GET
THINGS DONE.
--IT CAME THROUGH LOUD AND CLEAR TO ME THAT YOU HAVE A
CLEAR CONCEPT OF WHAT WE'RE ABOUT AND THAT WHILE YOU WANTED A
CLEAR AND CONCISE ENUNCIATION OF OUR GOALS AND IDEALS YOU ALSO
LOOKED FOR FOLLOW THROUGH ACTION.
WHAT I WANT TO DO TODAY IS LET YOU KNOW WHAT WE PLAN TO DO
TO FOLLOW UP ON YOUR IDEAS AND RECOMMENDATIONS.
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TO ESTABLISH A FRAMEWORK FOR OUR EFFORTS, I HAVE SYNTHESIZED
YOUR SUGGESTIONS FOR A STATEMENT OF PURPOSE INTO A CIA CREED.
I BELIEVE THIS IS SOMETHING WE CAN ADHERE TO AND POINT TO WITH
PRIDE WHEN ANYONE ASKS US WHAT THE CIA IS ALL ABOUT. AS YOU
WILL SEE, IT SAYS THINGS LIKE:
-- WE PRODUCE TIMELY AND HIGH QUALITY INTELLIGENCE
FOR THE PRESIDENT AND THE GOVERNMENT OF THE UNITED
STATES.
-- WE PROVIDE OBJECTIVE AND UNBIASED EVALUATIONS AND
ARE ALWAYS OPEN TO NEW PERCEPTIONS AND READY TO
CHALLENGE CONVENTIONAL WISDOM.
-- WE PERFORM SPECIAL INTELLIGENCE TASKS AT THE
REQUEST OF THE PRESIDENT.
WE CONDUCT OUR ACTIVITIES AND OURSELVES ACCORDING
TO THE HIGHEST STANDARDS OF INTEGRITY, MORALITY
AND HONOR AND ACCORDING TO THE SPIRIT AND LETTER
OF THE LAW.
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-- WE BELIEVE OUR PEOPLE ARE THE AGENCY'S MOST
IMPORTANT RESOURCE. WE SEEK THE BEST AND WORK TO
MAKE THEM BETTER.
WE EXPECT OUR LEADERS TO DEMONSTRATE INITIATIVE, A
COMMITMENT TO EXCELLENCE, AND A PROPENSITY FOR
ACTION: TO REWARD AND PROTECT US IN A MANNER WHICH
REFLECTS THE SPECIAL NATURE OF OUR RESPONSIBILITY,
OUR CONTRIBUTION, AND OUR SACRIFICES: AND TO
PROMOTE AMONG US A SENSE OF MUTUAL TRUST AND
SHARED RESPONSIBILITY.
WE DERIVE OUR INSPIRATION AND COMMITMENT TO
EXCELLENCE FROM THE INSCRIPTION IN OUR FOYER:
"AND YE SHALL KNOW THE TRUTH AND THE TRUTH SHALL
MAKE YOU FREE."
TO CAPTURE ALL THE VALUABLE IDEAS AND SUGGESTIONS PRODUCED
IN THIS EXERCISE, I CONVENED AN INTERDIRECTORATE TASK FORCE TO
PULL TOGETHER A STATEMENT OF OUR MISSION AND GOALS TO SUPPLE-
MENT THIS CREED. WE'LL SEE THAT THIS IS WIDELY DISTRIBUTED,
ALONG WITH THE CREED.
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THIS GROUP ALSO CULLED THROUGH YOUR IDEAS TO IDENTIFY WHAT
WE COULD IMPLEMENT RIGHT AWAY. I MET WITH THE TASK FORCE LAST
WEEK AND AGREED WITH THE VAST MAJORITY OF THEIR SUGGESTIONS.
IT IS IMPORTANT FOR YOU TO KNOW THAT THIS EFFORT IS GOING
TO LEAD TO CHANGES OF ATTITUDE AND POLICY ON THE PART OF SENIOR
MANAGEMENT AND THE IMPLEMENTATION OF A NUMBER OF SPECIFIC STEPS
THROUGHOUT THE AGENCY THAT ARE RESPONSIVE TO YOUR CONCERNS AND
ASPIRATIONS.
FIRST, LET ME NOTE SOME BROAD CHANGES IN DIRECTION UHICH
YOUR SENIOR MANAGEMENT UNANIMOUSLY SIPPORTS:
--WE WILL PUSH DOWN AUTHORITY AND RESPONSIBILITY TO
THE LOWEST LEVEL OF MANAGEMENT POSSIBLE. DECISIONS AND
ACTIONS THAT CAN BE TAKEN AT THE BRANCH, OFFICE, OR
DIVISION LEVEL WILL BE DELEGATED TO THAT LEVEL.
--WE WILL UNDERTAKE A MAJOR EFFORT TO INCREASE
RECOGNITION OF OUTSTANDING PERFORMANCE. BECAUSE WE CANNOT
TOUT OUR SUCCESSES TO THE OUTSIDE, WE MUST RECOGNIZE
EXCELLENCE AND EXPRESS APPRECIATION FOR PERFORMANCE MORE
BROADLY INSIDE.
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--WE WILL GIVE RENEWED EMPHASIS TO IMPROVED
COMMUNICATIONS. MANAGERS TOO OFTEN ARE TOO REMOTE. WE
WILL UNDERTAKE A NUMBER OF MEASURES TO IMPROVE
COMMUNICATIONS IN BOTH DIRECTIONS.
--WE WILL DO EVERYTHING POSSIBLE TO MAINTAIN THE
UNIQUENESS OF CIA AND ITS PEOPLE AND TO ENSURE THAT THE
SPECIAL RESPONSIBILITIES AND BURDENS THAT OUR PEOPLE MUST
BEAR ARE MATCHED BY COMMENSURATE BENEFITS AND SPECIAL
TREATMENT.
--WE ARE GOING TO REVERSE THE TREND TOWARD MORE
BUREAUCRACY AND MORE REGULATION.
THERE ARE A NUMBER OF SPECIFIC ACTIONS THAT YOU HAVE
SUGGESTED THAT BRING THESE GENERAL NOTIONS TO LIFE. I HAVE
CHARGED EACH DEPUTY DIRECTOR TO DEVELOP SPECIFIC MEASURES TO
IMPLEMENT THESE GENERAL POLICIES. SOME OF THE MEASURES CAN BE
IMPLEMENTED IMMEDIATELY; OTHERS MAY TAKE A LITTLE TIME. BUT
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THERE ARE A NUMBER OF THINGS THAT YOU RECOMMENDED IN YOUR
DISCUSSIONS THAT WE CAN IMPLEMENT ON AN AGENCY-WIDE BASIS NOW.
HERE ARE JUST SOME OF THE RECOMMENDATIONS YOU HAVE MADE THAT I
HAVE DIRECTED TO BE CARRIED OUT EFFECTIVE NOW:
--WE WILL BEGIN DELEGATING AUTHORITIES AND
RESPONSIBILITIES BY
--DELEGATING ASSIGNMENTS OF SIS-1s AND 2s TO THE
DEPUTY DIRECTORS.
--WE WILL DELEGATE AUTHORITY TO APPROVE AWARDS UP
TO THE CAREER INTELLIGENCE MEDAL TO THE HEADS OF
THE CAREER SERVICES.
--WE WILL ALSO DELEGATE APPROVAL OF CASH AWARDS UP
TO $1,000 TO THE CAREER SERVICE HEADS.
--WE WILL DELEGATE CONTROL OF FTE, FULL-TIME
EMPLOYMENT, TO OFFICE HEADS.
--WE ARE LOOKING AT ALL OF OUR ADMINIGTRATIVE PRACTICES TO
DETERMINE WHERE WE CAN STREAMLINE OUR PROCEDURES AND REDUCE THE
BURDEN OF PAPERWORK.
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--WE WILL MAKE ANNUAL WORK PLANS OPTIONAL, DEPENDING
ON THE MUTUAL DESIRES OF SUPERVISORS AND THEIR EMPLOYEES.
--WE WILL ELIMINATE THE REQUIREMENT FOR SEPARATE
DOCUMENTATION FOR PROMOTION RECOMMENDATIONS.
--WE WILL SIMPLIFY THE ADMINISTRATIVE PROCEDURES OF
OUR OFFICE OF TRAINING AND EDUCATION FOR EXTERNAL TRAINING.
--IN THE COMMUNICATIONS ARENA, I AM SENDING ALL AGENCY
MANAGERS A LETTER LETTING THEM KNOW THAT OUR PURSUIT OF
EXCELLENCE DEPENDS ON THEIR PERSONAL COMMITMENT TO COMMUNICATE
OUR GOALS AND STANDARDS OF EXCELLENCE TO ALL OUR EMPLOYEES. I
EXPECT THEM TO PRACTICE "MANAGEMENT BY WALKING AROUND" -- TO BE
VISIBLE, TO FOSTER SENSIBLE RISKTAKING, CREATIVITY, AND
INNOVATION; TO BE OPEN TO YOUR IDEAS AND RECOGNIZE YOUR
CONTRIBUTIONS.
--WE WILL GET MORE NEWS OUT THROUGH OUR ELECTRONIC
MAIL SYSTEM, WHICH IS OPERATED BY THE OFFICE OF DATA
PROCESSING AND KNOWN AS AIM, AUTOMATIC INFORMATION
MANAGEMENT.
--EACH DIRECTORATE WILL DEVELOP ITS OWN "TRENDS AND
HIGHLIGHTS" PROGRAM THAT WILL BE OPEN TO ALL AGENCY
EMPLOYEES.
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--THE OFFICE OF PERSONNEL WILL PROVIDE PERIODIC
BRIEFINGS OPEN TO ALL EMPLOYEES ON THE STATUS OF BENEFITS
AND OTHER ITEMS OF INTEREST.
--FEEDBACK FROM INSPECTOR GENERAL SURVEYS WILL BE
SHARED AND EMPLOYEES WILL BE INVOLVED IN SOLVING THE
PROBLEMS THAT ARE CITED.
--OFFICE OF ;1EDICAL SERVICES WILL CONDUCT HEALTH FAIRS
AND PUBLISH A HEALTH NEWSLETTER.
--MANY OF YOU VOICED CONCERN THAT THE ONLY VISIBILITY THE
PUBLIC HAS INTO CIA IS THROUGH THE MEDIA, WHICH IS OFTEN
SLANTED OR INCORRECT.
--To COUNTER THAT, JOHN MCMAHON, MYSELF, AND OTHER SENIOR
OFFICERS WILL SELECTIVELY SPEAK TO RESPONSIBLE, INFLUENTIAL
GROUPS TO EDUCATE THE PUBLIC ABOUT THIS INSTITUTION'S VITAL
CONTRIBUTION TO OUR NATIONAL SECURITY AND FOREIGN POLICY. THIS
WILL NOT BE A PUBLIC RELATIONS CAMPAIGN. IT IS SIMPLY AN
ACKNOWLEDGMENT THAT THE UNDERSTANDING AND SUPPORT OF THE
AMERICAN PUBLIC ARE NECESSARY IF WE ARE TO SUCCESSFULLY PERFORM
OUR MISSION. MANY OF YOUR RESPONSES MADE IT CLEAR THAT YOU
WOULD LIKE YOUR SENIOR OFFICIALS TO STAND UP FOR OUR MISSION
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AND ACCOMPLISHMENTS, AND WE INTEND TO DO THAT. I HAVE ALREADY
SCHEDULED TALKS OVER THE NEXT FEW WEEKS IN SEATTLE, SAN
FRANCISCO, LOS ANGELES AND HOUSTON.
--REALIZING THAT THE QUALITY OF YOUR WORK ENVIRONMENT
IMPACTS ON WHAT YOU PRODUCE, WE ARE BEGINNING A CONCERTED
EFFORT TO IMPROVE THE QUALITY OF LIFE AROUND HERE. I RECENTLY
SIGNED A MEMORANDUM OF UNDERSTANDING WITH THE ADMINISTRATOR OF
GSA THAT DELEGATES TO US AUTHORITY TO MAINTAIN OUR OWN
BUILDING. IF YOU WANT TO SEE WHAT A DIFFERENCE THAT WILL MAKE,
I SUGGEST YOU VISIT
AS I DID RECENTLY, AND SEE THE
TRANSFORMATION THAT HAS TAKEN PLACE OVER THERE.
--WE ARE UPGRADING OUR CURRENT PHYSICAL FITNESS FACILITY
AND PLAN TO INCORPORATE ANOTHER ONE INTO THE NEW BUILDING.
--FINALLY. WE ARE MOVING OUT ON THE PERSONNEL AND TRAINING
FRONTS TO MAKE SURE WE GET THE FIRST RATE PEOPLE WE NEED AND
KEEP THEM ONCE THEY ARE HERE.
--OUR RECRUITERS' FULL COURT PRESS FOR CAREER TRAINEES
SO FAR THIS YEAR HAS ALREADY ALMOST DOUBLED THE NUMBER WE
TOOK IN ALL LAST YEAR.
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--SPECIAL RECRUITING EFFORTS RECENTLY UNDERTAKEN AT
TOP FLIGHT SCHOOLS LIKE STANFORD AND MIT HAVE BEEN
SUCCESSFUL. OVERALL, WE HAVE MORE APPLICANTS IN PROCESS AT
THIS TIME THAN WE HAVE EVER HAD IN OUR HISTORY.
--WE WILL DEVELOP A BASIC INTRODUCTION FOR ALL THESE
NEW EMPLOYEES SO THAT THEY CAN APPRECIATE THE MISSION,
GOALS, WORK ETHIC AND CULTURE OF CIA.
--WE WILL WAIVE TIME-IN-GRADE GUIDELINES FOR
PROMOTIONS TO REWARD EXCELLENCE IN PERFORMANCE.
--WE WILL LOOK FOR MORE OPPORTUNITIES FOR DUAL CAREER
TRACKS, SO THAT SPECIALISTS WILL BE PROMOTED FOR THEIR
EXPERTISE WITHOUT HAVING TO TAKE ON MANAGERIAL
RESPONSIBILITIES.
--WE WILL ELIMINATE THE 8-HOUR DONATION RULE FOR
OVERTIME.
--WE INTEND TO PROVIDE SOME FORM OF ADDITIONAL
COMPENSATION FOR ALL OF OUR EMPLOYEES WHILE THEY ARE
SERVING OVERSEAS.
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--SPECIAL PAY SCALES WILL BE DEVELOPED FOR HIGH
TECHNOLOGY JOBS AND OTHER CRITICAL SKILL JOB CATEGORIES.
--I SHARE YOUR CONFUSION OVER THE USE OF THE TERMS
PROFESSIONAL, CLERICAL AND TECHNICAL IN AN ORGANIZATION
WHERE ALL EMPLOYEES PRIDE THEMSELVES ON THEIR PROFES-
SIONALISM. SO, WE INTEND TO ABOLISH THOSE LABELS AND
RECOGNIZE ALL EMPLOYEES AS PROFESSIONALS.
--WE WILL TAKE A CAREFUL LOOK AT THE IMPACT OF
TECHNOLOGY ON OUR PEOPLE, THEIR JOBS, AND OUR OFFICE
ENVIRONMENT.
--WE'RE ASKING THE OFFICE OF PERSONNEL TO CONSIDER
POSSIBILITIES FOR A PHASED RETIREMENT PROGRAM -- THIS IS AN
IDEA THE PRIVATE SECTOR IS TOYING WITH TO PERMIT PEOPLE TO
DROP BACK TO PART-TIME WORK AND PHASE OUT GRADUALLY RATHER
THAN COMPLETELY, AS WE TRADITIONALLY DO NOW.
--MEANWHILE. WE ARE CAREFULLY FOLLOWING SEVERAL NEW
PROPOSED LEGISLATIVE CHANGES IN GOVERNMENT RETIREMENT
PROGRAMS. BOB MAGEE, WITH THE HELP OF OUTSIDE CONSULTANTS,
HAS A CADRE OF PEOPLE WORKING FULL-TIME TO DEVELOP CIA
RETIREMENT OPTIONS FOR MY CONSIDERATION. AND FOR THE FIRST
117)
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TIME, WITHIN THE OFFICE OF LEGISLATIVE LIAISON, WE HAVE A
SENIOR OFFICER WHOSE EXCLUSIVE DUTY IS TO FOLLOW GOVERNMENT
PERSONNEL PROGRAMS THAT MIGHT AFFECT OUR EMPLOYEES AS THEY
DEVELOP ON CAPITOL HILL.
--OUR PURPOSE IS TO ACHIEVE CONTINUED CONGRESSIONAL
RECOGNITION OF THE AGENCY'S UNIQUE RETIREMENT NEEDS. WE
HAVE DISCUSSED THIS AT THE HIGHEST LEVELS WITHIN THE
ADMINISTRATION AND ON THE HILL, WHERE WE dA4E THE STRONG
SUPPORT OF OUR TWO OVERSIGHT COMMITTEES. I BELIEVE WE WILL
BE ABLE TO SATISFY THE SPECIAL RETIREMENT NEEDS OF THE CIA
AND ITS EMPLOYEES.
THIS LAST POINT REMINDS ME OF ANOTHER COMMON THEME IN YOUR
RESPONSES--PRIDE IN "THE UNIQUENESS OF CIA." I WOULD LIKE TO
DIGRESS ON THAT FOR A MOMENT. I WANT YOU TO KNOW THAT IN THE
THREE YEARS WE HAVE WORKED TOGETHER, I HAVE COME TO APPRECIATE
THAT YOU ARE INDEED A SPECIAL GROUP OF PEOPLE. IN MY VISITS TO
AGENCY INSTALLATIONS, WHETHER OVERSEAS OR HERE, I AM ALWAYS
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IMPRESSED BY THE HIGH CALIBRE OF OUR PEOPLE. I HEAR THE SAME
THING FROM CONGRESSMEN AND SENATORS WHO HAVE VISITED OUR PEOPLE
OVERSEAS OR WHO HAVE BEEN BRIEFED BY THEM HERE ON A WIDE RANGE
OF COMPLEX ISSUES.
IN ORDER TO WORK HERE, YOU HAD TO SURVIVE ONE OF THE MOST
RIGOROUS SCREENING PROCESSES KNOWN TO MAN -- THE HIGHEST SKILL
REQUIREMENTS, PSYCHOLOGICAL TESTING, MEDICAL CLEARANCES,
SECURITY CLEARANCES, POLYGRAPHS. OUT OF AN ANNUAL AVERAGE OF
153,000 INQUIRIES OVER RECENT YEARS, WE INTERVIEW ONLY 23,000
APPLICANTS. OF THOSE,
COMPONENTS. ONLY
ARE ACTIVELY CONSIDERED BY
ARE PUT IN PROCESS, AND OF THOSE,
STAT
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MAKE IT THROUGH THE ENTIRE SCREENING PROCESS AND ENTER ON
DUTY. AFTER YOU HAVE EMERGED FROM THAT FUNNEL, THEN YOU
UNDERGO A 3-YEAR PROBATIONARY PERIOD. ONCE YOU ATTAIN CAREER
STATUS, YOU AND YOUR FAMILIES LIVE WITH ANY NUMBER OF
CONSTRAINTS -- SECURITY RESPONSIBILITIES, PREPUBLICATION REVIEW
REQUIREMENTS;
WITH ALL OF THIS, YOU ARE THE PEOPLE POLICYMAKERS TURN
TO WHEN THEY NEED SOMETHING DONE WELL AND FAST. LAST YEAR YOU
15
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FORFEITED
HOURS OF ANNUAL LEAVE AND WORKED UNTOLD HOURS STAT
OF UNCOMPENSATED OVERTIME. YOU WON'T FIND THAT AT YOUR
ORDINARY GOVERNMENT DEPARTMENT OR AGENCY. You ENJOY NO PUBLIC
RECOGNITION FOR YOUR ACHIEVEMENTS AND MUST TOLERATE CRITICISMS
- RESPONSIBLE OR OTHERWISE - IN SILENCE.
I KNOW AND APPRECIATE ALL THAT. SO DOES THE PRESIDENT.
AND SO DO OUR CONGRESSIONAL OVERSIGHT COMMITTEES. CONGRESS, IN
1947, ANTICIPATED THE SPECIAL NEEDS OF CENTRAL INTELLIGENCE
AGENCY EMPLOYEES AND PROVIDED THE DIRECTOR WITH CERTAIN SPECIAL
AUTHORITIES. WHILE THESE AUTHORITIES CANNOT BE USED
IMPRUDENTLY, I HAVE EXERCISED AND WILL CONTINUE TO EXERCISE
THEM WHEN THE NEEDS OF THE AGENCY CLEARLY JUSTIFY DOING SO.
ONE FINAL NOTE ON OUR FOLLOW-THROUGH ON YOUR SUGGESTIONS.
I WANT TO EMPHASIZE THAT THIS IS ONLY THE BEGINNING. WE'VE
ASKED THE DEPUTIES TO USE WHATEVER MECHANISM THEY WANT -- MAO
GROUPS, OFFICE-LEVEL TASK FORCES, WHAT HAVE YOU -- TO CONTINUE
TO PERIODICALLY GENERATE IDEAS TO IMPROVE THE WAY WE GO ABOUT
OUR BUSINESS. WE BELIEVE OUR WORK DURING THESE LAST SIX WEEKS
ONLY SCRATCHED THE SURFACE AND WE WANT TO TAP DEEPER INTO THE
WEALTH OF IDEAS OUT THERE.
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I WANT TO THANK YOU AGAIN FOR THE TIME AND EFFORT YOU PUT
INTO THIS EXERCISE. IT WILL CONTINUE TO BE AN ONGOING PROCESS
-- THE PURSUIT OF EXCELLENCE AND EVER INCREASING EFFECTIVENESS
IN CARRYING OUT OUR NOBLE MISSION IS SOMETHING WE ALL MUST
STRIVE FOR TOGETHER.
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CENTRAL INTELLIGENCE AGENCY
CREDO
We are the Central Intelligence Agency.
We produce timely and high quality intelligence for the President and
Government of the United States.
We provide objective and unbiased evaluations and are always open to new
perceptions and ready to challenge conventional wisdom.
We perform special intelligence tasks at the request of the President.
We conduct our activities and ourselves according to the highest standards of
integrity, morality and honor and according to the spirit and letter of the
law.
We measure our success by our contribution to the protection and
enhancement of American values, security and national interest.
We believe our people are the Agency's most important resource. We seek the
best and work to make them better. We subordinate our desire for public
recognition to the need for confidentiality. We strive for continuing
professional improvement. We give unfailing loyalty to each other and to
our common purpose.
We look to our leaders to stimulate initiative, a commitment to excellence, and
a propensity for action; to reward and protect us in a manner which reflects
the special nature of our responsibility, our contribution, and our sacrifices;
and to promote among us a sense of mutual trust and shared responsibility.
We derive our inspiration and commitment to excellence from the inscription
in our foyer: "And Ye shall know the truth and the truth shall make you
free."
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CIA Mission and Goals
Our mission is to provide timely and high quality intelligence to the
President and other policymakers, and to perform such other tasks as are
assigned to us.
In accomplishing this mission we will:
Assure the earliest possible warning of foreign plans,
intentions or actions to attack the United States, its
interests, and its Allies worldwide.
Be alert for any foreign activities that threaten harm or
damage to persons or property associated with U.S. interests.
Uncover foreign attempts to subvert the people, organiza-
tions, processes, and capabilities of the U.S. and its Allies.
Detect foreign plans to subvert or overthrow free democratic
societies worldwide.
Provide the intelligence necessary for the United States to
maintain its military, economic, social and political stature
in the world as second to none.
In the pursuit of our mission our goals are:
To recruit, train and retain the finest people available
based solely on their skill, performance, personal conduct
and integrity.
To provide all employees the opportunity to develop and
exercise personal competence to its fullest and to be
recognized and rewarded for their performance.
To delegate authority and responsibility to the most
appropriate levels.
To live a high personal code of conduct, ethics, integrity
and silence.
To foster reasoned risktaking in all phases of the intelli-
gence process.
To keep our eye on the mission, questioning how daily actions
contribute to ensuring the continued quality, timeliness and
objectivity of the intelligence product.
To celebrate internally our successes and learn from our
defeats, accepting the fact that an intelligence organization
often cannot be publicly recognized for its work or be
defended to its critics.
To select as our managers people who exemplify our standards
of excellence, who are role models for their subordinates,
biased toward action, flexible, and teamwork oriented.
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-STAT
MEMORANDUM FOR: Executive Director ?
FROM:
SUBJECT: Career Opportunities
REFERENCE:
Memorandum from Executive Director for Multiple Addressees,
dtd 15 March 84, Same Subject
1. Following are some collective thoughts frodmy Office Directors
on resolving the concern of the imbalance of women in senior executive
positions. We all recognize there is no siwple way, short of a quota system,
lateral entries at SIS level, or an accelerated promotion rate, none of
which is consistent with our qualitative, competitive evaluation system to
resolve this issue. There are steps that we can take to improve the system
so that qualified women perceive and receive a Better opportunity for
advancement to the SIS ranks.
a. Concentrate our efforts in identifying women in the grades
GS-12/13 who show potential for managerial positions.
b. Managers should be less concerned about the "rightness" of the-
opportunity and the possibility of failure, and moreintent on moving
qualified women into higher level positions when openings occur.
? c. Give women the opportunity to perform in senior positions that
are temporarily vacant in order to provide visibility and/or experience.
d. Emphasize management training at the GS-12/13 level rather than
waiting until officers are GS-14/15s.
e. Put women at the GS-12/13 level on promotion boards, advisory
panels and on screening and recruitment programs.
f. Utilize external management training specifically tailored for
women.
g. Each career service should systematically review the careers of
women to see that they are receiving adequate career attention,
especially at the GS-13/15 range.
h. Establish priority classification audits of GS-15 positions
occupied by women. There may be positions occupied by women at the
GS-15 level that meet SIS criteria.
p.
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SUBJECT: Career Opportunities
i. Study the retirement eligibility of SISers to see where
identified, qualified women may expect the opportunity to move up
as retirements occur.
j. Let's poll our middle grade and senior women to get their
input on how they can improve their competitive position. ?
2. I believe we should recognize that a number of our women in the
and in the Agency have done quite well and are
in positions where they may move into SIS positions upon retirement of the
incumbent, when new SIS positions are established, or through normal career
assignment actions. As our female work force expands and matures, we will
see more of them in the senior executive ranks. In addition to the ideas
listed above, we should be realistic in allowing the competitive system and
time to bring about the upward evolutionary movement we anticipate for our
qualified women officers. The Agency was once pretty much an all male bastion.
This is changing and we should take advantage of it in a sensible, mature manner.
STAT
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i;e'?
MEMORANDUM FOR:
2 3 MAR 1934
FROM: Director of Central Intelligence
SUBJECT: Pursuit 'of 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.
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:
27 February 1984
FROM: Director of Central Intelligence
25X1
SUBJECT: Goals and Principles
1. Thank you for your thoughtful responses to my request for improvements
on my draft of a statement of goals, principles and standards of excellence
for our organization.
2. I returned on Friday, 24 February, from a trip abroad with a heavy
cold. I spent Saturday and most of Sunday in bed with 34 inches of submissions
received in response to my talk in the Auditorium and the material I circulated.
3. I got the message that the test of the value of this exercise will be
in the follow-through and not in the promulgation of a positive articulation
of our goals and principles.
4. The criticism I received on my draft was good for my soul. I thought
I was giving you a starting point, something to shoot at to provoke discussion
and criticism. If I had known it would be criticized so severely I might have
spent more time on it. The unkindest cut on my draft was: "It sort of resembles
a government regulation." The highest praise was that it was a respectable first
try.
5. I'm pleased that it apparently did succeed in generating discussion
in all corners of the Agency. I received many very good and constructive
criticisms and suggestions for improvement as well as alternative
drafts. It is clear that the final product needs to be more pungent and
terse, more relevant to our mission, more evocative, with emphisis on objectivity
and independence, more forward-looking of what we want to be rather than
what we are, etc. It will take more time than I thought to sift and work all
these ideas into something brief and comprehensive. I am now inclined to go
for a one-page credo supplemented by a detailed statement of operating principles
and commitments. I will be getting something out to you shortly.
6. As I expected, the discussions, criticisms, expression of concerns
and specific recommendations for improvement in our procedures, communications,
and operations will be more important than the promulgation of positive goals
and principles. I attach for your information some notes I made as I read
your submissions over the weekend.
7. Again, I appreciate your efforts in leading the discussions and in
preparing your submissions. Please pass along my appreciation for the
participation of all your colleagues.
25X1
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ALMORANDUM FOR:
VIA:
17 February
Director of Central Intelligence
Deputy Director of Central Intelligence
1984
FROM:
25X1
SUBJECT:
Product of DCI Exercises on Developing Goals, Principles,
and Standards for CIA
1. I am proud
to present product
25X1
of your exercise
in developing CIA's goals, principles and standards. I
am particularly
proud of the thoughtfulness and professionalism exhibited
by our Directorate's
inputs.
25X1
2. As you will note from some of the Office Directors' memoranda to me,
the exercise drew some skepticism and question of purpose and effective
result. From what .1 have been able to glean from people involved, that
skepticism soon evolved to a sincere interest in the exercise that in many
cases resulted in people willingly working after hours on their inputs. I
understand that many wanted more time to think about the exercise and to try
to do a better job.
3. fly direction to Directors did not tie them to a single
procedure as to how to develop these papers. I did propose, however, in
order to receive an input from "every corner of the organization," that they
consider starting at the Branch level with all of the Branch inputs being
synthesized at the Division level, and the Division level inputs being
distilled into a nrodur-t for fhr, office. The Offices' inputs were used to
develop a Directorate product. Some of the Offices used this proposal, others
did not. In accordance with our discussion, you are receiving all of our
papers. Where you see. a single signature or name does not necessarily mean
one person developed the paper but is the :representative for the group.
4. I connend you on initiating this exercise but caution that we have
a tiger by the tail. We have created great expectations, not to follow
through would be disastrous. This atmosphere of expectation, hopeful
expectation that this quest is genuine, implies that you and the senior
management of the Agency are connitted to excellence in all its forms.
Lurking beneath this expectation is a latent cynicism born of past
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frustrations where expectations, however perceived by our people, came to
naught. We, therefore, owe to our Agency an honest, realistic, and sincere
push to strive for understandable goals and standards and to pursue excellence
in every corner of the Agency. -
5. In the notebooks attached you will find a theme running through the
inputs that we are a proud organization--proud of our Agency, our mission, and
our people. Our people believe we are better than other Government agencies
and the corporate giants. They believe our codes of conduct and unwritten
ethics are more rigid than either Government or the private sector. We
understand the principle of "the customer is always right" but "do not operate
for profit but with a sense of duty and pride."
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STATEMENT OF GOALS
MISSION
To provide the finest, unbiaSed intelligence in the world.
OUR PEOPLE
People are our most important resource.
Our people must be:
o Dedicated to the task at hand.
o Ethical in all facets of their professional and private
lives.
o Disciplined in meeting the unicue requirements of their
profession.
o Loyal to an Agency whose mission is in support of the
Constitution of the United States.
o Willing to endure an adverse environment.
o Professionally skilled to fulfill our mission.
o Willing to accept responsibility .and challenge.
o Willing to respond when flexibilit}'i and self-initiation
are required.
MANAGEMENT
Our leadership must:
o Articulate succinctly the organization's objectives.
o Provide a climate that encourages creativity and innovation.
o Encourage and accept reasoned risk taking.
o Recognize and reward accomplish:rient.
o Provide adequate training and guidance.
o Be accountable for its actions.
o Delegate authority and accountability to the lowest possible
level.
o Be prepared to meet employee expectations.
o Challenge the imagination of or people.
o Utilize effectively the unique authorities given to this Agency.
o Domonstrato its implicit concrn for its pecpl?.
o Provide adequate and responsible communication channels to its
people.
o Provide a wide range of effective technological. systems.
STANDARDS
Integrity of the highest order.
Complete responsiveness to our mission.
Ethical conduct in all activities.
Self-discipline throughout the work environment.
Development of outstanding skills, confidence and
personal resources.
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A summary of key ideas from this-exercise:
-- Senior management needs to provide visual feedback
to the participants of this endeavor to reinforce their
confidence that this was not just another management exercise.
-- Our people have historically gone the extra mile based on
the expectation that managers recognize and reward such effort
without prompting.
-- There is an underlying belief that the DCI Special Authorities
have eroded through disuse and an equally strong belief that many of
the perceived stumbling blocks could be eliminated by invoking these
Authorities.
- ,
?
-- Our people believe they are unique and want a leadership
that fosters uniqueness as well as an atmosphere of caring and
mutual respect.
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GOALS
Collection, analysis and dissemination of timely, accurate
and unbiased intelligence for national policy makers.
O To hold the respect of all nations as the most competent
and professional intelligence organization both from the
standpoint of collection and production.
OBSERVATIONS
O The Agency was established as a direct result of the
shattering experience of Pearl Harbor. Our motto
could well be "no more surprises."
O In the past, faulty intelligence has lost battles.
In a thermonuclear age, faulty intelligence
threatens the nation's survival.
OBJECTIVES
O To be accepted, on the basis of proven leadership,
example and published product, as the leader of the
Intelligence Community in both the positive and counter-
intelligence fields.
O To develop systems available for collection, analysis
and production of intelligence to the highest degree
possible to make our product the best in the world.
The recruitment and retention of
and innovative personneleremains
We must never be "normalized"
Some of our people live in life-
threatening situations. The stars in the lobby
attest to that.
qualified,
a critical
dedicated
issue.
O To develop our personnel to reach those heights they
might not think possible, through an enlightened
management which fosters creativity, risk-taking and
innovation. To ensure that development of personnel
is sensibly achieved by appropriate training,
assignments and good management planning. To provide
a program of rewards fully commensurate with the
employees' effort, dedication and contribution.
STAT
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o To provide outstanding leadership through demands
on its executive corps to be positive and enlightened
in style, generating enthusiasm and dynamism among
their employees and holding that group accountable for
shortfalls in meeting this most rigorous demand for a
continually vital Agency.
? Our people must be led, not driven.
STANDARDS
o As an Agency, we are a service organization. We
respond to requests from the national level for our
product. The instant we become either unresponsive
or self-serving, we lose our raison d'etre. We
cannot afford preconceived ideas not based on reality.
We must be open to change yet rooted in experience.
We must be disciplined, but the best discipline is
always self-imposed. We must be as idealistic as
the Peace Corps and as cynical, and loyal, as the
Marine Corps.
o As an organization we must exude integrity. Our managers
must embody it and demand it of their subordinates. There
are many deprivations placed on us as employees of this
Agency. Our people must under-
stand, support and obey the rules. They must be led
by people who can instill in them a need to carry on
this tradition.
OBSERVATIONS
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SUBMISSION
First, some general comments:
1. At the Agency level, our goals should be succinct, meaningful,
and understandable. I would suggest striking from the DCI's draft
the sections dealing with organization, ethics (do we have to state
that we will not violate the Constitution or break the law?),
management style, measure of results, and standards. Toward that
end, my draft, attached, deals only with purpose and people.
2. The requirement levied on all employees by the DCI has
involved a massive effort and, as a result, has created high
expectations that the DCI truly means what he says. Hence, employees
and managers will be awaiting certain changes; such as:
--A reversal in the trend of recent years to suck up
authority far beyond what good management practices dictate and
to return decision making to the lowest, practical level;
--Elimination of bureaucratic policies, practices, and
requirements beyond those needed to provide order or to comply
with law. Managers are stifled by countless rules, regulations,
or requirements which impair their authority or otherwise create
a needless flow of paper. The DCI should order an immediate
review of all administrative practices to determine those which
are essential and those which can be eliminated. Moreover, the
DCI, DDCI, and ExDir should set the example and take the lead by
cancelling all practices which involve them in decision making in
matters involving the management of the Directorates--excepting,
of course, those practices which cross all Agency lines and are
needed for sound organization. As an example, the Deputy
Directors have massive authorities and manage programs involving
tens of millions of dollars. Yet, they must seek approval for
the assignment of a GS-15 to an SIS position.
3. The DCI's speech and his subsequent request to us all has caused
excitement and high expectations. At the same time, there is a degree of
skepticism. I trust he will try to understand why the skepticism exists
because expectations have been created before. He can win over the
skeptics very easily by demonstrating by his actions that he really means
what he said.
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GOALS
1. PURPOSE
To serve the American people and to help preserve our freedom by
providing the President and our Nation's policy-makers with the best
possible intelligence.
(Comment not for publication: The very heart of the CIA--the
element that has formed our character, spirit, personality, and
which has sustained us for almost 37 years--is the CIA Mission.
If one really understands the seriousness of our work and how
vital we are to the nation, giving our best and total effort,
often at great personal sacrifice, becomes very easy. For me,
therefore, the statement of purpose should deal only with why we
exist and it is all said in the Scripture etched on our walls,
"And ye shall know the truth and the truth shall make you free.")
2. OUR PEOPLE
Our people are the Agency's most important resource. To each
employee, the CIA pledges to establish personal management programs that
will:
--Assert the value and importance of each employee at all levels;
--Provide maximum job satisfaction;
--Recognize and reward quality performance;
--Encourage initiative and innovation;
--Promote excellence in every aspect of performance;
--Provide opportunities for personal and professional growth and
career development.
--Assure fairness and equitable action on all matters affecting
them.
In turn, employees pledge their support, dedication, and commitment
to the Agency's mission as well as their understanding of and compliance
with CIA's standards of security and integrity.
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STAT
Comments on
Submissions STAT
1. Our Divisions and Staffs were provided the basic materials. My
only guidance to them was that they should provide all of their employees
a full opportunity to participate and to contribute to the DCI's
request. They were free to interpret the DCI's request in any way they
chose, but they were required to send me composite and/or individual
responses.
2. The results were somewhat limited and not very creative. Except
in one instance, what our Staffs did was to critique, comment, and
propose suggestions solely on the DCI's Statement of Goals, Principles,
and Standards. I had hoped that some of our people might have proposed
an entirely new set of objectives or perhaps a different format or
approach. Perhaps it would have been a more challenging assignment if
they had not had the DCI's Statement in hand but, rather, were charged
with developing Agency goals de novo.
3. Notwithstanding the above, it is clear that personnel not STAT
only welcomed the opportunity given them by the DCI but were impressed
and pleased that he desired their views. They obviously enjoyed the
interaction that took place; for many, it was the first such opportunity
they have had during their entire career. Thus, if nothing more comes
out of this effort than just that, it was well worth it.
4. Most of the submissions suggested a tightening of language and a
crisper statement. Two of our senior officers commented on the obvious--
that all of this will only succeed if top management sets the example by
their own conduct.
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STAT
STATEMENT OF CIA PURPOSE AND PRINCIPLES
Purpose: To provide a timely, honest, and objective intelligence
product that is of the highest quality, relevance, and value to our
customers.
To accomplish this purpose, we will follow these principles:
--Work as one agency in a cooperative manner sharing information
and expertise while respecting the integrity and value of each
component.
--Conduct our activities in accordance with the Constitution, the
laws of the United States, and within the moral structure and fiber
of our society.
--Protect our sources and methods.
--Respect each others' rights and contributions while ensuring the
opportunity for all of us to progress according to our ability and to
be recognized and rewarded for our growth and accomplishments.
--Provide a climate where ideas may be pursued in a creative and
initiative manner while accepting that an occasional failure is only
a step toward success.
--Delegate authority to the lowest level necessary to effectively
coordinate our activities.
We will judge our success on the:
--Efficient use of our resources in fulfilling the Agency's
purpose.
--Improvement in the quality of our product even when our
customers express satisfaction.
--Adherence by all to the standards established by CIA leaders in
attaining our purpose and involving the principles that govern our
activity.
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MEMORANDUM FOR:
FROM:
STAT
STAT
SUBJECT:
Evaluation of Agency Goals
tached
are
responses from within STAT
to the
DCI's
call for the establishment of Agency
goals an creed.
In
addition to the attached, STAT
is undergoing
a goal-setting exercise,
previously scheduled, the results of which will be made
available to you approximately 22 February 1984.
2. There is a substantial and gratifying degree of
consensus with regard to the higher level aspects of the
Agency's reason for being. The most salient factors which
derive from a review of the attached are:
o The Agency's role is a vital one for the existence
of the nation.-
o We need to constantly improve the quality of our
effort.
o We are unique.
o We must devote considerable effort to the
development of our personnel, with a major stress upon
creativity.
o We suffer from bureaucratic hardening of the
arteries and should divest ourselves of all bureaucratic
trappings.
o We must as an Agency become more comfortable with
taking risks.
o We need to push forward the frontiers of
technologies in those areas which enhance our doing our
job.
?
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STAT
STAT
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SUBJECT: ODP Evaluation of Agency Goals
o We must function in accordance with the-standards
of ethics and morality which our society wants.
o We must recognize that people are our most
important asset.
3. The above are not in any particular order.
Attachments:
As stated
r
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STAT
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14 February 1984
Statement of Goals, Principles and Standards
for CIA
Purpose - To provide accurate, timely and quality intelli-
gence for policymakers to allow them to make informed decisions.
Serve as a bridge between the various contributors to the intel-
ligence process to ensure that intelligence is reported in a
balanced and accurate fashion regardless of equities.
Organization - Retain the small company nature of CIA to
avoid bureaucratic inertia. Be able to pull together multi-
disciplinary teams informally to support operations, analyst and
dissemination. The organization chart at any point in time is
not important but flexibility and the ability to adapt to intel-
ligence needs and collection opportunities is critical.
Ethics - The special authorities given to the CIA through
the DCI place special responsibilities upon CIA employees for
uncompromising integrity and honesty. Only those who can live up
to these responsibilities will remain and these must be gratified
with internal rewards from being a select few, performing a
special task. The taxpayer should be remembered whenever his/her
money is being spent.
People - Select the best from all of society and help them
to learn and grow. Provide rewards in relation to the extra-
ordinary demands of the profession and attempt to make them whole
from losses incurred by incident of service. Challenge employees
and recognize innovativeness, risk-taking and initiative.
Management - The CIA can only operate effectively if respon-
sibility and accountability is distributed to the lowest possible
level. This is necessary because of the geographic dispersion of
CIA elements, the variety of activities necessary for an intelli-
gence organization to function and the need to respond quickly to
opportunities. Top management should mix leadership liberally
with management and avoid micro-management even at the expense of
occasional mistakes. We should strive to keep our management
system simple and flexible.
Measure of Results - The CIA can measure results by the
impact of its product upon policy decisions, the ability to meet
customer needs, the demands for more and the esteem in which CIA
is held by consumers and the community.
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STAT
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Standards - CIA standards are higher than those of other
organizations. This is evidenced by our selection process, our
security and personal conduct standards and the way that we
challenge our people. In many ways, we are similar to private
industry. CIA can set its own standards, expect people to meet
these challenges, reward excellence and weed out those who can't
or won't meet these standards because all serve at the pleasure
of the Chief Executive Officer (the DCI).
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STATEMENT OF GOALS, PRINCIPLES, AND STANDARDS FOR CIA
Mission and Purpose
CIA coordinates the production and dissemination of the U.S.
foreign intelligence. We support policy with those special
activities which supplement and complement normal diplomacy. Our
resources are used to protect U.S. global interests from hostile
activities of foreign intelligence and security services or
international terrorist organizations.
Consistent with the Constitution and the rule of law, we
provide policymakers and other elements within government with
the most accurate, comprehensive, and highest quality intelli-
gence possible, to enable them to anticipate events, choose among
viable options and make decisions in the interests of protecting
national security. No matter what job we have or the nature of
our immediate tasks, our independent and collective efforts are
all directed towards this purpose.
Organization
As the Agency charged with the responsibility for coordinating
the U.S. foreign intelligence effort, CIA's operating elements 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, each undertakes to
contribute to and make use of the role and performance of the
others.
Ethics
Every member of the Agency must be constantly aware of and
sensitive to the idea that our activities are conducted under the
Constitution and laws of the United States. We produce the
highest quality intelligence without regard to politicization,
while remaining responsive to the President, the Congress and the
American people. We must adhere to the highest standards of ethics
in all our relationships and endeavors, knowing that anything
less compromises the principles that we individually and collec-
tively stand for, and diminishes our effectiveness with others.
Through the exercise of organizational and personal discipline
and integrity in performance and conduct we have overcome the
inherent contradiction of a secret intelligence organization in a
free society.
People
CIA's strength is the quality and integrity of its talented,
creative, and dedicated people. In addition to recruiting the
best people available, we must provide continuous training to
develop the skills and expertise unique to this profession and to
encourage the overall development of the individual. We promote
STAT
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objectivity, imagination, and initiative by providing a positive
work environment that challenges the employee while it encourages
and supports responsible risk-taking as an essential element in
the collection and production of intelligence. As a result, CIA
professionals are instilled with and manifest a sense of pride in
their own and the Agency's accomplishments.
Management
CIA's operating style is to encourage initiative, interactive
communication, and self expression, providing the opportunity for
creative thinking and allowing great freedom of action, including
the right to fail. Objectives and goals are well defined,
requiring efficiency, accountability, and results at all levels,
but rewarding excellence by providing opportunity for personal
growth, professional development, and career advancement.
Measure of Results
Unlike our counterparts in industry, we are not driven by
profit motives. However, the prudent utilization of financial
resources is essential, to allow us to achieve the maximum
results with the smallest possible investment of taxpayer
dollars. By utilizing the unique skills of our people and
state-of-the-art technology, we are able to collect, analyze, and
apply the most current and accurate information and judgments
needed for the protection of national security. Ultimately,
results are measured in the satisfaction of our customers, in the
value, quality, relevance, and timeliness of the intellience and
operational product we provide.
Standards
We strive to exemplify the following:
Excellence in the intelligence product;
- peraonal integrity and self-discipline;
- development of outstanding skills, confidence, and
professionalism in our people;
development and utilization of the most advanced
technologies possible;
- maintenance of superior responsiveness, flexibility
and adaptability to changing requirements;
- recognition of and dedication to our assigned role as
the coordinator for the production and dissemination of
foreign intelligence in the United States;
- leadership and recognition as the best intelligence
service in the world.
2
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MEMORANDUM FOR:
FROM:
1 1BJECT :
Search for Excellence
1. Communication is important to employees in any organization but
it is vitally important to Agency employees. The sense we have of the
returns from the "Excellence" exercise is that the employees see this
as a critical test of top management's commitment to improvement. More
than one response noted that there have been previous similar statements
about the value of Agency employees and their work that resulted in no
improvement in attitude toward the workers in the trenches, no change in
what are perceived as poor management practices and most critically no
recognition that the greater Agency populace had participated and con-
tributed--there was no feedback at the personal level. An Employee Bulletin
or DCI letter won't cut it.
2. The statement has also been perceived as too bureaucratic in tone.
It also fails to incorporate a sense of unity of purpose among management,
the various components and the general employee population. All CIA
employees must have sufficient information about the intelligence mission
to understand the links between collection,i(both human and technical),
analysis, production and support. Each person must be made to feel and
understand that his or her function is inextricably linked to all others
in the Agency and is an integral part of the successful accomplishment of
the CIA mission.
3. If senior management is truly in search of excellence then it
should pursue it aggressively. Demonstrate commitment to the principles
STAT
STAT
STAT
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of good management and to the practices suggested in the Peters and Waterman
book. There is still a desire within the greater part of the work force
to recapture the spirit of a family agency--quality management
The paragraphs that follow are a distillation of the
and teamwork.
comments
and
and suggestions for changes to the Statement of Goals, Principles
Standards for CIA.
?Recognize innovation, creativity and initiative. Rewards and
recognition should be for extra effort and creativity, not mediocrity.
Inspire others to emulate good work. Facilitate change to improve
performance.
?Eliminate the fear of failing; accept the fact that employees
after all are human and make mistakes. Employees who are given
responsibility will understand that they are also accountable.
?Strengthen two-way communication by communicating downward more,
but encourage and listen to feedback. By letting employees know in
a general sense what some of our significant accomplishments have been
management can instill a sense of pride and commitment to common
goals. Do more walking around; managers, especially senior managers,
should learn to mingle better. Take the bureaucratic tone out of
the objectives.
?High quality, productive people are the CIA's strength.
Make the message to them positive. The CIA places a high value on
its people; each employee is an integral part of a dynamic, first
rate organization.
?We are an elite organization. Our personal and professional
conduct comes not only from written codes, but also from a personali
unwritten code of behavior, set of values and sense of integrity which
each employee brings to the Agency and which sets us apart. We are
the best.
2
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STAT
STAT
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?In measuring results don't use business organization to develop
an analogy. Make a positive statement about our results being judged
by the President and Congress.
?Working for CIA is more than a job, it is the assumption of a
duty and the sharing of responsibility to protect America's vital
interests.
4. A former Washington Redskins coach once said, "the future is now,"
and kindled a feeling of community in the Washington area that transcends
race, finances and personal status. Let us paraphrase that expression and
say, "the search for excellence begins where you are now." Mindful of
the past, let us strive in the present to anticipate the future.
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14 FEB 1984
25X1
25X1
MEMORANDUM FOR:
FROM:
SUBJECT:
Development of Goals, Principles, and Standards for
the CIA
received inputs down to the Branch level
on Mr. Casey's search for a CIA philosophy and quest for
excellence. A distillation of the major themes which run through
these papers has produced the following summary comments:
ORGANIZATION:
As an Agency, the key ingredients that make up the substance of
what we stand for are people, product and quality. The people are
our employees who must meet high standards to get into CIA to begin
with. The product is essentially our intelligence production but in
the minds ol-BUT-i-mployees this includes every single activity
performed in the Agency which is part of the collection, production
and support processes. The quality of which we think means not only
excellence of work performance and integrity but also esprit de
corps and patriotism.
PEOPLE:
CIA employees already collectively know and believe they are
the best in our Government, if not in the world. They take pride in
belonging to the Agency, which they view as an elite organization.
A common theme which one hears and which our papers reflect is the
need for management to recognize their contributions and to ensure
that everyone is afforded a fair opportunity to achieve their full
potential.
Our employees place heavy emphasis on training and the need for
management to ensure that responsive training programs are in place.
ETHICS:
CIA employees are expected and do set very high standards for
themselves and their fellow employees in adherence to ethical
standards and conduct. Perhaps it is a result of some of the
criticism we have heard but our employees seem to be highly
sensitive to any appearance of wrong-doing or unethical behavior.
They want and expect that CIA employees in general and our
25X1 leadership in particular will be, must be, above reproach or
criticism as to personal conduct and behavior. Their judgments on
this character trait tend to be harsh and uncompromising.
SECRET
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itas, am. 'V I
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MANAGEMENT:
Another word that could be used here is "leadership". Employee
concern and feeling on this point undergirds every other facet of
their perception of the CIA. Basically, they want and expect
management to keep faith with them. If management promises
something, it better be prepared to deliver or an immediate loss of
confidence occurs. CIA employees feel that 'management could do more
- more of everything. They especially want to receive recognition
for their efforts and to receive communications in a system that
allows and encourages employees to communicate with management.
They want management to tap into that great reservoir of our
strength - the vitality and creativity of our employees. One of our
papers commented on the need for management to provide a sense of
unity among our employees throughout the Agency. They especially
dislike any comments or actions that foster a "we-them" feeling
among Agency employees. This basically translates into saying that
no component should be viewed as being more elite or unique than any
other. We need them all to get the job done and what each person
does is important in the overall picture. Therefore, we need to put
more stress on participation and unity.
RESOURCES:
Agency employees are basically an uncomplaining, highly
motivated group of people. They will and do put up with long hours
(often uncompensated), over-crowded office conditions and hazardous
duty situations overseas as part and_parcel of their lot in CIA.
They deserve better. It's not that we shouldn't expect sacrifice to
get the job accomplished but we should never accept our inferior
conditions as the eternal status quo. The new building is a step in
the right direction. It was delayed much too long. We have not
done enough to rebuild the Agency's Support infrastructure.
Atts
2
SECRET
25X1
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STAT
Suggested Organizational Statement
"In Search of Excellence"
I. PURPOSE:
The Central Intelligence Agency exists under the laws of
the United States to provide the Government with a centralized
organization tasked to collect, analyze, and disseminate
intelligence in support of policymaking and to conduct certain
other specialized intelligence functions as prescribed by laws
and Executive Order.
II. GOALS:
In performance of its duties arising out of the purpose
described above, the Central Intelligence Agency aspires to the
following goals:
a. The development of a professional corps possessing
the educational background, practical experience, and the
in-depth knowledge of the intelligence processes and
international affairs required to carry out in a thorough
and timely manner the critical missions of the Agency.
b. To produce consistent, timely, and accurate
foreign intelligence which can be disseminated to
policymaking officials in the most usable format possible.
c. To develop the capability both in terms of
personnel and material resources to be able to respond
quickly and effectively to intelligence requirements
resulting from changing political situations and crises
wherever they may occur in the world.
d. To assume a leadership role within the Government
in the development of technical collection systems so vital
to the security of the Nation.
e. To maintain a high level of commitment to
activities which acquire information concerning the
intelligence function of our adversaries and to initiate
measures to counter these endeavors wherever possible.
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f. To develop effective working relationships with
the intelligence services of friendly nations wherever it
can be demonstrated that to do so serves the best interest
of the United States.
III. Standards
In its working toward its goals, the Agency will maintain
the following standards:
a. In all of its activities, the Agency will adhere
to both the letter and the spirit of the Constitution of STAT
the United States and the laws that have derived from that
Constitution.
b. The Agency will insist on its corps of personnel
maintaining the highest possible standards of integrity and
conduct so that at all times these personnel will be worthy
of the special trust that has been given to them by the
people of the United States.
c. In the process of developing intelligence to
support the policymakers of the Nation, the Agency will
strive for thoroughness and objectivity and will resist all
efforts from whatever sources to have our intelligence
product influenced by political or other considerations.
d. In dealing with its personnel, the Agency will
make every effort to provide opportunities for growth,
development, and advancement based upon individual merit
and contribution. Consistent with the unique requirements
of this particular organization, its people will be
encouraged to display initiative and to assume
responsibility which may often be greater than would be
indicated by the individual's rank or status at the
moment. Conscious and positive efforts will be made at all
levels to encourage creativity on the part of individual
employees.
e. Recognizing the important talents and abilities
which exist in all segments of our society, the Agency will
take positive steps to ensure that not only the letter but
also the spirit of equal employment opportunities is
pursued throughout the organization.
f. Wherever it is appropriate to do so in terms of
the best interests of our Nation, the Agency will take full
advantage of the special authorities granted to it under
the law. Recognizing that our mission is truly unique, the
Agency will dare to be different where required.
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STATEMENT OF COALS
Agency Purpose
To provide the best possible intelligence.
Organizational Purpose
To provide timely, responsive, and innovative support for
all aspects of this intelligence effort.
To accomplish our tasks promptly and efficiently.
To accomplish our tasks within these inescapable
constraints:
the conflict which exists between an
intelligence agency which by necessity
must operate in secrecy and an open
democratic society;
the discipline required to maintain our
security, cover, and compartmentation.
Resources
People are our most important resource.
We must:
Instill a sense of dedication to the highest
standards and principles.
Provide job security based on performance.
Create an environment which encourages people
to develop as individuals and to attain their
full potential.
Insure a safe and pleasant work environment.
Recognize and reward achievements.
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Management
Everything management does should be measured against
whether it encourages or impedes progress in achieving
our purpose.
Standards
We seek:
Integrity of the highest order.
Awareness of the urgency of our mission.
Development of our people.
First-rate performance.
Utilization of effective technology.
Capability and flexibility to meet tough
and sudden challenges.
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STAT
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