(UNTITLED)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-06365A001200020024-2
• Release Decision: RIFPUB
• Original Classification: S
• Document Page Count: 7
• Document Creation Date: December 12, 2016
• Document Release Date: September 8, 2000
• Sequence Number: 24
• Publication Date: March 17, 1964
• Content Type: SPEECH

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Ladies and Gentlemen: If know that
you have been brought to
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17 March 1964
you must have some question
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this meeting and why this program is being put
You have been asked to come here because I have directed that all /
supervisory personnel be reindoctrinated and reminded of their responsi-
bilities as supervisors in the CIA. Why, you probably wonder, would we
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want to choose this particular time and this particular method? Was
there some special provocation that brought this about?
Several weeks ago I directed Col. White, Deputy Director for Support,
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to take the steps necessary for a reorientation of all supervisory OCH`'I U)
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personnel because I believed that it could be useful to us all and I Z*- WO
have approved of this program that has been developed.
The history of CIA is replete with case after case of outstanding i.. - aq
accomplishments, individually and collectively; of growth professionally
and a steadily growing role in our government because of an impressive
ability to assume ever more complicated and responsible burdens. There
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 Approved For Release 20
have been numerous instances of heroism and brilliance. Instances of
outstanding dedication to duty and the Agency, are legion. Our history
is also one of continual growth In numbers of people and amounts of
funds, which in fact, has been a recognition of our ability to perform
more and more services vital to the security and welfare of our country.
Today, however, I am sure that you are all aware that we have reached
that point in our history where growth in the physical sense -- that is,
money and people -- has reached the plateau above which it is not likely
to go within the foreseeable future. Growth, however, in the sense of
greater achievement and greater accomplishments from this same basis of
assets must continue and more efficiencies, more achievements will be
expected of us. In order to meet this kind of challenge and opportunity,
it really means that we must get more value per dollar and more accomplish-
ments per person. This responsibility rests first and foremost on the
managers and the supervisors of this Agency. Management has been defined
as the accomplishment of goals through the utilization of money and
manpower. It seems only appropriate then that we look at our present
and past management and, inspite of so much of which we can be proud,
that wAppP@Jfdd1Ft l R@ a 2002# t /O8 i:clBliN P T-9365A*D't2Q 2
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inevitably been shortcomings, inefficiencies, and failures of one sort
or another. And recognizing without equivocation that this is true,
we also see some guide lines to help solve todays new requirement, that
is; to do more with the same assets. This doing more we shall accomplish
by finding ways and means of improving the capabilities and utilization
of our present personnel. It is within this context then that I have
asked that carefully selected examples which can be used for the instruction
of us all be brought to your attention. That guidance resulting from
the unique capabilities of some of our offices who are in a position to
review our collective weaknesses be shared with us all. In these next
six to eight hours there will be a series of presentations especially
designed to acquaint you with that somewhat less obvious area of your
responsibilities. Because we are an organization of many specialists,
It is very often difficult for us as supervisors to fully appreciate those
aspects of our responsibilities which lie outside of the technical
speciality of our work itself. By this I mean that the area-specialists,
the case officers, the linguists, the economists, and the scientists
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tend to devote their energies and interests to the basic requirements of
the work itself. They somehow feel that the other responsibilities of
management, that is, the utilization, training, and development of
personnel; the maintenance of security; the insurance of fiscal integrity,
the maintenance of suitable standards of fitness and conduct can all be
left to staff elements $004-as wall Support Offices such as Personnel,
Training, Security, Medical Staff, and so on. It Is true that these
offices are competent and prepared to render many assistances, but it's
also true that all of these elements are part of the responsibilities of
each supervisor. These are not new thoughts. To varying degrees, we
have long since been aware of these factors and in the official
issuances of our Agencyidirectives, handbooks, notices, etc. have treated
all of these considerations. Nonetheless, we are all aware that there
have been and continue to be too many cases where waste and serious
difficulties have arisen directly attributable to irresponsible supervision
or at least the evasion of supervisory responsibilities. For example, it
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recurringly comes to my attention that from time to time the personal
conduct or job performance of an employee is so deficient that it is
at least highly questionable whether he is suitable for continued employ-
ment in CIA. In few instances Is the deficiency or transgression a
spontaneous or Isolated affair; rather, investigation usually discloses
a lengthy process of deterioration in performance and/or moral fiber.
Far too frequently there is evidence that supervisors at all levels
have not taken reasonable corrective action to guide, criticize, and
discipline. In some instances most serious defects have been quietly
tolerated or even concealed for misguided reasons of compassion or
friendship with inadequate regard for the vital interest of the Agency
and the Government.
Agency regulations and procedures for the official investigation
and handling of these matters if complied with should assure discreet,
equitable, and effective solution to any questions of employee suitability
that may arise.
These are some of the reasons why I have directed that all supervisors
from the deputy directors on down through all levels of supervision be
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brought together to have impressed a greater awareness of their total
responsibility; keener appreciation of the necessity for meeting these
responsibilities and an increased understanding of the capabilities within
the Agency that are available for your assistance. I want to stress a
few simple principles which will be repeated and elaborated on in the
oncoming discussions. The first principle I want to stress is that we
must at all levels think in terms of the Agency's mission -- the Agency's
goal -- and that we must subordinate our personal and compartmental
pride and prejudices to the greater tasks of the Agency. Our actions
must be dictated by the best interests of the Agency. We cannot tolerate
delays, wastes or conflicts based orIparochialism, "empire building"
nor any other form of subjectivity or pet#iness. A second principle
that I wish to stress is that all supervisory tasks and responsibilities
must be faced up to no matter how unpleasant they may be. To evade, avoid,
or cover up potential conflict can only undermine the whole organization.
The third point that I want to impress deeply is that the burden of
professional and personal excellence of our entire organization rests
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heavily on your shoulders and you must be continuously aware of the
fact that you are at all times, by both commission and ommission, setting
examples and training your subordina i.
Our growth from here on must be in the form of higher standards,
improved skills, and greater competence. We must, therefore, demand
more responsible, more able supervision. We must make more use of our
ability to discharge from the Agency the incompetent, the irresponsible,
the morally deficient and any others who weaken our ability or endanger
our security. If our mechanisms, policies and procedures are inadequate
to your tasks it is your responsibility to help find a better method.
There can be no compromise of integrity, fairness, or justice in our
dealings with either our personnel or our public trust.
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