PROCEDURES FOR IDENTIFYING HIGH-POTENTIAL EXECUTIVE AND MANAGEMENT CANDIDATES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP82-00357R000800200020-4
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 77
• Document Creation Date: November 11, 2016
• Document Release Date: March 3, 1999
• Sequence Number: 20
• Content Type: REGULATION

Approved For Release 1999/09/24: CIA-RDP82-00357R00%9R0?P 2.2
PROCEDURES FOR IDENTIFYING HIGH-POTENTIAL
EXECUTIVE AND MANAGEMENT CANDIDATES
1. Identification of Requirements. Activities will inventory their current
executive and manager population for turnover and retirement potential every
2 years or more often if they deem necessary. This information is the gross
requirement for new executives and managers. Long-range objectives, goals,
priorities of higher level command, projected ceiling targets, average grade
goals, and organizational realignments will be quantified to obtain any ad-
justment factor to the gross requirements for new executives and managers.
These projected requirements should cover a period of 5 years. The net
requirement should indicate the number, grade, and occupational area.
2. Command and Department-wide Requirements. Activities will inform their
major claimant of forecasted executive and manager requirements by 4 August
1975. Forecasts will depict the requirements by number, grade, and occupa-
tional area and will show the number of GS-13-15s (or equivalent) currently
identified as potential executives or managers within each occupational area.
Major claimants will review the activity manpower forecasts every 2 years or
more often if they deem necessary and make command projections based on the
activity forecasts. Command projections should include long-range objectives,
goals, priorities and provide for higher level manpower reviews. Major
claimants will inform Department of the Navy Civilian Executive Management
Board (CEMB) of their forecasted executive requirements every 2 years.
Initial executive forecasts should be forwarded to the CEMB via OCMM Code 232
by 5 September 1975. Forecasted executive requirements to the CEMB should
be portrayed according to number, grade, and occupational area and the number
of GS-15s (or equivalent) currently identified as potential executives
within each occupational area.
3. Announcing Executive and Management Development Opportunities. The CEMB
will examine the executive manpower forecasts in light of law limitations,
ever-changing operational requirements and priorities, and the number of
currently identified high-potential GS-15s. Department-wide executive
requirements will be based on these conditions and adjustments, if necessary,
will be made to command executive forecasts. The CEMB will inform the command
headquarters by 3 October 1975 of projected Department-wide executive manpower
requirements that the system can support. The command headquarters will use
these adjusted executive manpower requirements as part of their aggregated
managerial manpower requirements. Commands will then direct their activities
to announce to all GS-13-15s (or equivalent) the projected executive and
managerial development opportunities by 31 October 1975. Commands and activi-
ties that review their executive and manager manpower requirements at periodic
intervals within the 2 year time frame are to announce the executive and
management development opportunities as they arise. Announcements should
identify the number, grade, and occupational area of their career develop-
mental opportunities; specify nomination procedures and criteria for
evaluation; and emphasize that selection as a high-potential candidate for
Enclosure (1)
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
the program does not represent a guarantee for promotion. Enclosure (2) is
an example of such an announcement.
4. Self-Nomination. Employees (GS-13-15 or equivalent) who wish to compete
for selection to the Executive and Management Development Program may
nominate themselves. Additionally, activity management is charged with
encouraging those employees it believes to possess executive or managerial
potential to self-nominate. Enclosure (3) is a self-nomination form which
employees must complete and submit along with a completed Standard Form 171
directly to the activity civilian personnel office (CPO).
5. Supervisory Appraisal. The CPO will have the first and second level
supervisors of the self-nominated candidate complete an Executive and mana-
gerial Potential Appraisal Form (Enclosure (4)) on the applicant. Additional
appraisals should be obtained from former supervisors if the former supervisor
is considered to have been in a position to observe the specific behaviors
being evaluated.
6. Panel Interview. It is suggested that the head of each activity establish
a panel (or panels) of top management to review the nomination and appraisal
forms of all applicants. The panel(s) may review the nominations and
appraisals as an initial screening of the applicants, but should conduct
personal interviews in making their final selection. The personal interview
is an essential ingredient in the selection prs ess and should be used by _-
the panel to explore the personal and professional,,.jground of each
appli 4j]J;,..Questions should be developed prior to the interview. They should
b&phrased in such a manner as to elicit responses displaying possession of
essential job characteristics common to executive or manager positions and
to indicate the motivation, work standards, initiative, interest in self-
development, goal orientation and planning of the applicant. Where top
managers are themselves candidates for the program, regional or national
panels may be considered. If regional panels are used, consultation with the
appropriate regional office of Civilian Manpower Management (ROCMM) should
be held for coordination. The panel(s)'should consider all materials and
submit their recommendations of high-potential candidates for development to
the head of the activity.
7. Activity Selection and Endorsement. The head of the activity, using
panel recommendations if made, will select those GS-13 and 14s he considers
to possess managerial potential and will endorse to the headquarters command
those GS-15s he feels possess executive potential. An endorsement letter
should be submitted by 5 December 1975 to the command headquarters along
with all supporting material for each GS-15 applicant. Executive inventory
records for GS-15s should be included in the supporting material whenever
possible. The number of applicants selected or endorsed should be relative
to the number of activity, command, and Department-wide executive and
managerial developmental opportunities announced. Guidance on the number of
applicants selected is provided in reference (b).
Enclosure (1)
2
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
OCMMINST 12412.2
8. Command Review and Selection. It is suggested that command headquarters
establish a panel of high-level personnel to review the GS-15 nominations
and make recommendations for selection as a high-potential executive
candidate to the commander of the headquarters command. Whenever possible,
field activities should be represented on the selection panels. _Panels
may conduct personal interviews with prospective candidates. Headu rara ters
commanders with ke` he"finaldetermination by 16 January 1976 of high-
potential GS-15s. The number of candidates selected for executive development
should be relative to the number of command and Department-wide executive
development opportunities announced. Reference (b) provides guidance on the
number of candidates to be selected.
9. Notification. All applicants to the Executive and Management Development
Program are to be notified of their status via their chain of cQz ail
for the program does not carry the implication of a lack of
high-potential. Most likely, non-selection would occur as a result of a
limited number of executive and managerial development opportunities
available thereby restricting the number of candidates selected. Activities
should make certain that those candidates not selected or those employees
who did not apply for the program continue to be developed based not only
on activity or command objectives, but on the employees' career objectives
as well.
10. Guidance.,and Individual Development Plan (IDP) Control. ]Supervisors
of high-potential executive and managerial candidates, wi su or __roni
their civilian personnel office are responsible for identifying general and
1ridividual developmental needs, counseling candidates on executive and
managerial opportunities and qualifications requirements thereof, and for
translating these general-requirements and opportunities into recommended
individual developmental plans for successful candidates. By 20 February
1976, or within 30 days of selection as a high-potential executive or
manager, successful candidates, in consultation with their supervisors, will
have developed an IDP coveriAgi a 74 month period. ~Gu ance in developing
1DPs is provided.in reference (c). By 12 March 1976, a copy of all high-
potential executive and manager candidates' IDPs will be forwarded to command
headquarters. Command headquarters will review the IDPs of all high-
potential candidates. By 26 March 1976, they will forward the IDPs of
high-potential GS-15 executive candidates to the CEMB fox review. Command
headquarters and the CEMB will review the IDPs to determine that developmental
objectives are relevant and that an appropriate level of effort is being
expended on executive and management development.
11. Resources and Assignments. Heads of commands and activities are to
ensure that the resources necessary to support executive and managerial
development effort in the field and headquarters are obtained and to establish
plans and procedures deemed necessary to implement and monitor the executive
and management development program within their organizations. Developmental
assignments between headquarters commands, between field activities, and
between headquarters commands and field activities should be supported and
facilitated by all organizations.
3 Enclosure (1)
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
Organizational
Required Action Component Due or Completion Date
Inventory current Activity Every 2 years. Make
executive and manager projected requirements
population for turnover for a 5 year period.
and retirement potential
Inform major claimant of Activity 4 August: 1975
forecasted executive and
manager requirements
SUMMARY
Review activity manpower Major Claimant Every 2 years or more
forecasts often, if necessary
Inform Department of the
Navy Civilian Executive
Management Board (CEMB) via
OCNM Code 232 of forecasted
executive requirements
Major Claimant
Every 2 years. Initial
executive forecasts due
5 September 1975
Inform command headquarters
of projected Department-
wide executive manpower
requirements which can be
supported
Announce to all GS-13-15s Activity
(or equivalent) projected
executive and management
development opportunities
Announce executive and Activity As they arise within the
management development 2-year time frame
opportunities
Identify and endorse Activity 5 December 1975
to the headquarters
command GS-15s possessing
executive potential with
supporting material for
each GS-15 applicant
Make final determination of Headquarters 16 January 1976
high-potential GS-15s Command
Enclosure (1)
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
OCMMINST 12412.2
Required Action
Develop an Individual
Development Plan (IDP)
covering a 24-month period
for each high-potential
executive and managerial
candidate
Organizational
Component Due or Completion Date
Activity 20 February 1976 or within
30 days of selection
Forward copy of all high- Activity 12 March 1976
potential executives' and
managers' IDPs to command
headquarters
Forward the IDPs of high-
Headquarters
potential candidates to Command
CEMB for review
Enclosure (1)
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
OCMMINST 12412.2
ANNOUNCEMENT OF
THE EXECUTIVE AND MANAGEMENT DEVELOPMENT PROGRAM
From: Commanding Officer
To: All GS-13-15 employees
Subj: Executive and Management Development Program
Ref: (a) OCMMINST 12412.2 of
Encl: (1) NAVSO Form 12412/4(12-74) Self-nomination
1. In accordance with reference (a), is informing all
employees, GS-13-15 (or equivalent), of the Department of the Navy
Executive and Management Development Program. All employees GS-13-15
who wish to be considered for a 24-month development program toward one
of the objectives listed below may nominate themselves by completing
enclosure (1) and submitting it along with a completed Standard Form 171,
to the civilian personnel office by
2. This information will be used, along with two supervisory appraisals
and a panel interview, to assess your executive or managerial potential.
The panel will make its recommendations known to the commanding officer.
Final determination of high-potential manager candidates (GS-13/14) will
be made by the commanding officer, based on the panel's recommendations
and his own knowledge of the candidates. High-potential executive
candidates (GS-15) will be endorsed to command headquarters, where the
headquarters commander will make the final determination.
3. Each candidate's potential will be evaluated on leadership and management
abilities as well as special qualifications pertinent to the specific career
objective toward which the development will be directed.
4. Selection as a high-potential candidate for one of the career objectives
listed does not represent a guarantee of promotion or selection. Non-
selection for the program does not carry the implication of a lack of high
potential. Most likely, non-selection would occur as a result of a limited
number of executive or managerial development opportunities available.
DEVELOPMENT OBJECTIVES
Activity:
1 GS-14 Personnel Administrator
2 GS-13 Program Management
Enclosure (2)
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
1 GS-13 Financial Management
Systems Command:
1 GS-15 Program Management
1 GS-15 Financial Management
2 GS-14 Scientific Research
2 GS-14 Engineering
4 GS-13 Labor/Management Relations
Enclosure (2) 2
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R0008QOTM20L4412.2
SELF NOMINATION
EXECUTIVE AND MANAGEMENT DEVELOPMENT PROGRAM
NA VSO 12412/4 (12-74)
2. NAME TELEPHONE
ORGANIZATION CODE
3. NAME OF SUPERVISOR
PART II
THE FOLLOWING CONDITIONS MAY BE NECESSARY TO RECEIVE SERIOUS CONSIDERATION FOR CERTAIN DEVELOPMENT OPPOR-
TUNITIES. PLEASE CHECK THOSE COMMITMENTS WHICH YOU ARE WILLING TO MAKE AND NOTE ANY MODIFICATION OR CONDITIONS
WHICH ARE APPROPRIATE TO YOUR PLANS OR CIRCUMSTANCES.
SELF DEVELOPMENT: CONTRIBUTE A PORTION OF YOUR OWN RESOURCES AND TIME FOR STUDY AND
PERSONAL IMPROVEMENT.
INCREASED WORKLOAD: IN ADDITION TO YOUR PRESENT RESPONSIBILITIES, ACCEPT SPECIAL ASSIGNMENTS
WITH TASK FORCE COMMITTEES, DETAILS, OR OTHERS.
NO PROMOTION GUARANTEE: UNDERTAKE ALL DEVELOPMENTAL EFFORTS WITHOUT ANY PRIOR
COMMITMENT TO REWARD OR PROMOTION.
PART III
1.' WORK RECORD:
DESCRIBE THOSE ACHIEVEMENTS WHICH YOU THINK ARE SIGNIFICANT EVIDENCE THAT YOU HAVE A HIGHLY SUCCESSFUL RECORD OF WORK
ACCOMPLISHMENTS AND ABOUT WHICH THE SELECTING OFFICIAL SHOULD KNOW:
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
OCMMINST 12412.2
2. LEADERSHIP CAPABILITY AND POTENTIAL
DESCRIBE THOSE WORK AND NON-WORK ACTIVITIES WHICH YOU FEEL INDICATE THAT YOU HAVE OUTSTANDING LEADERSHIP CAPABILITY OR POTENTIAL:
3. EXPLAIN WHY YOU WANT TO PARTICIPATE IN THIS PROGRAM.
DEVELOPMENT NEEDED
A. WHAT KIND OF POSITION(S) DO YOU ASPIRE TO IN THE NEXT 1 TO 5 YEARS AND 6 TO 10 YEARS?
B. LIST THE KIND OF ASSIGNMENTS AND TRAINING COURSES YOU THINK WOULD BE MOST BENEFICIAL TO YOU.
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357RM0&6f1&42
ARE THERE ANY OTHER PERTINENT FACTS AND/OR FACTORS WHICH SHOULD BE TAKEN INTO CONSIDERATION IN ASSESSING YOUR
POTENTIAL AND DEVELOPMENTAL OR CAREER GOALS?
Approved For Release 1999/09/24 :.3CIA-RDP82-00357R000800200020-4
 OCMMINST 12412.2
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
SELF NOMINATION
EXECUTIVE AND MANAGEMENT DEVELOPMENT PROGRAM
NA VSO 12412/4 (12-74)
2. NAME TELEPHONE
ORGANIZATION CODE
3. NAME OF SUPERVISOR -
THE FOLLOWING CONDITIONS MAY BE NECESSARY TO RECEIVE SERIOUS CONSIDERATION FOR CERTAIN DEVELOPMENT OPPOR-
TUNITIES. PLEASE CHECK THOSE COMMITMENTS WHICH YOU ARE WILLING TO MAKE AND NOTE ANY MODIFICATION OR CONDITIONS
WHICH ARE APPROPRIATE TO YOUR PLANS OR CIRCUMSTANCES.
SELF DEVELOPMENT: CONTRIBUTE A PORTION OF YOUR OWN RESOURCES AND TIME FOR STUDY AND
PERSONAL IMPROVEMENT.
INCREASED WORKLOAD: IN ADDITION TO YOUR PRESENT RESPONSIBILITIES, ACCEPT SPECIAL ASSIGNMENTS
WITH TASK FORCE COMMITTEES, DETAILS, OR OTHERS.
NO PROMOTION GUARANTEE: UNDERTAKE ALL DEVELOPMENTAL EFFORTS WITHOUT ANY PRIOR
COMMITMENT TO REWARD OR PROMOTION.
PART III
1.' WORK RECORD:
DESCRIBE THOSE ACHIEVEMENTS WHICH YOU THINK ARE SIGNIFICANT EVIDENCE THAT YOU HAVE A HIGHLY SUCCESSFUL RECORD OF WORK
ACCOMPLISHMENTS AND ABOUT WHICH THE SELECTING OFFICIAL SHOULD KNOW:
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Appr mec1E02RL-Iease 1999/09/24: CIA-RDP82-00357R000800200020-4
2. LEADERSHIP CAPABILITY AND POTENTIAL
DESCRIBE THOSE WORK AND NON?WORK ACTIVITIES WHICH YOU FEEL INDICATE THAT YOU HAVE OUTSTANDING LEADERSHIP CAPABILITY OR POTENTIAL:
4. DEVELOPMENT NEEDED
A. WHAT KIND OF POSITION(S) DO YOU ASPIRE TO IN THE NEXT 1 TO 5 YEARS AND 6 TO 10 YEARS?
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R 0b6W--i
5. ARE THERE ANY OTHER PERTINENT FACTS AND/OR FACTORS WHICH SHOULD BE TAKEN INTO CONSIDERATION IN ASSESSING YOUR
POTENTIAL AND DEVELOPMENTAL OR CAREER GOALS?
Approved For Release 1999/09/243: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R000$ j1 O2O42.2
SELF NOMINATION
EXECUTIVE AND MANAGEMENT DEVELOPMENT PROGRAM
NAVSO 12412/4 (12.74)
2. NAME
CODE
ORGANIZATION
3. NAME OF SUPERVISOR --
PART II
THE FOLLOWING CONDITIONS MAY BE NECESSARY TO RECEIVE SERIOUS CONSIDERATION FOR CERTAIN DEVELOPMENT OPPOR-
TUNITIES. PLEASE CHECK THOSE COMMITMENTSWHICH YOU ARE WILLING TO MAKE AND NOTE ANY MODIFICATION OR CONDITIONS
WHICH ARE APPROPRIATE TO YOUR PLANS OR CIRCUMSTANCES.
SELF DEVELOPMENT: CONTRIBUTE A PORTION OF YOUR OWN RESOURCES AND TIME FOR STUDY AND
PERSONAL IMPROVEMENT.
INCREASED WORKLOAD: IN ADDITION TO YOUR PRESENT RESPONSIBILITIES, ACCEPT SPECIAL ASSIGNMENTS
WITH TASK FORCE COMMITTEES, DETAILS, OR OTHERS.
DETAIL: WILLINGNESS TO ACCEPT A DETAIL OUTSIDE THE COMMUTING AREA.
NO PROMOTION GUARANTEE: UNDERTAKE ALL DEVELOPMENTAL EFFORTS WITHOUT ANY PRIOR
COMMITMENT TO REWARD OR PROMOTION.
COMMENTS ON ABOVE ITEMS:
PART III
1.' WORK RECORD:
DESCRIBE THOSE ACHIEVEMENTS WHICH YOU THINK ARE SIGNIFICANT EVIDENCE THAT YOU HAVE A HIGHLY SUCCESSFUL RECORD OF WORK
ACCOMPLISHMENTS AND ABOUT WHICH THE SELECTING OFFICIAL SHOULD KNOW:
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 ApproS%d Release 1999/09/24: CIA-RDP82-00357R000800200020-4
2. LEADERSHIP CAPABILITY AND POTENTIAL
DESCRIBE THOSE WORK AND NON-WORK ACTIVITIES WHICH YOU FEEL INDICATE THAT YOU HAVE OUTSTANDING LEADERSHIP CAPABILITY OR POTENTIAL:
4. DEVELOPMENT NEEDED
A. WHAT KIND OF POSITION(S) DO YOU ASPIRE TO IN THE NEXT 1 TO 5 YEARS AND 6 TO 10 YEARS?
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357RQ O OQOM42
6. ARE THERE ANY OTHER PERTINENT FACTS AND/OR FACTORS WHICH SHOULD BETAKEN INTO CONSIDERATION IN ASSESSING YOUR
POTENTIAL AND DEVELOPMENTAL OR CAREER GOALS?
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 OCMMINST 12412.2
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
SELF NOMINATION
EXECUTIVE AND MANAGEMENT DEVELOPMENT PROGRAM
NAVSO 12412/4 (12-74)
2. NAME TELEPHONE
ORGANIZATION __ CODE
3. NAME OF SUPERVISOR
TUNITIES. PLEASE CHECK THOSE COMMITMENTS WHICH YOU ARE WILLING TO MAKE AND NOTE ANY MODIFICATION OR CONDITIONS
WHICH ARE APPROPRIATE TO YOUR PLANS OR CIRCUMSTANCES.
SELF DEVELOPMENT: CONTRIBUTE A PORTION OF YOUR OWN RESOURCES AND TIME FOR STUDY AND
PERSONAL IMPROVEMENT.
INCREASED WORKLOAD: IN ADDITION TO YOUR PRESENT RESPONSIBILITIES, ACCEPT SPECIAL ASSIGNMENTS
WITH TASK FORCE COMMITTEES, DETAILS, OR OTHERS.
NO PROMOTION GUARANTEE: UNDERTAKE ALL DEVELOPMENTAL EFFORTS WITHOUT ANY PRIOR
COMMITMENT TO REWARD OR PROMOTION.
PART III
1.' WORK RECORD:
DESCRIBE THOSE ACHIEVEMENTS WHICH YOU THINK ARE SIGNIFICANT EVIDENCE THAT YOU HAVE A HIGHLY SUCCESSFUL RECORD OF WORK
ACCOMPLISHMENTS AND ABOUT WHICH THE SELECTING OFFICIAL SHOULD KNOW:
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 0proveW or ~ elease 1999/09/24: CIA-RDP82-00357R000800200020-4
2. LEADERSHIP CAPABILITY AND POTENTIAL
DEVELOPMENT NEEDED
A. WHAT KIND OF POSITION(S) DO YOU ASPIRE TO IN THE NEXT 1 TO 5 YEARS AND 6 TO 10 YEARS?
Approved For Release 1999/09/24: -2 CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R0008Mb12.2
5. ARE THERE ANY OTHER PERTINENT FACTS AND/OR FACTORS WHICH SHOULD BE TAKEN INTO CONSIDERATION IN ASSESSING YOUR
POTENTIAL AND DEVELOPMENTAL OR CAREER GOALS?
Approved For Release 1999/09/24 : -CIA-RDP82-00357R000800200020-4
 OCMMINST 12412.2
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
SELF NOMINATION
EXECUTIVE AND MANAGEMENT DEVELOPMENT PROGRAM
NAVSO 12412/4 (12.74)
2. NAME TELEPHONE
ORGANIZATION CODE
3. NAME OF SUPERVISOR
PART II
THE FOLLOWING CONDITIONS MAY BE NECESSARY TO RECEIVE SERIOUS CONSIDERATION FOR CERTAIN DEVELOPMENT OPPOR-
TUNITIES. PLEASE CHECK THOSE COMMITMENTS WHICH YOU ARE WILLING TO MAKE AND NOTE ANY MODIFICATION OR CONDITIONS
WHICH ARE APPROPRIATE TO YOUR PLANS OR CIRCUMSTANCES.
SELF DEVELOPMENT: CONTRIBUTE A PORTION OF YOUR OWN RESOURCES AND TIME FOR STUDY AND
PERSONAL IMPROVEMENT.
INCREASED WORKLOAD: IN ADDITION TO YOUR PRESENT RESPONSIBILITIES, ACCEPT SPECIAL ASSIGNMENTS
WITH TASK FORCE COMMITTEES, DETAILS, OR OTHERS.
NO PROMOTION GUARANTEE: UNDERTAKE ALL DEVELOPMENTAL EFFORTS WITHOUT ANY PRIOR
COMMITMENT TO REWARD OR PROMOTION.
PART III
1.' WORK RECORD:
DESCRIBE THOSE ACHIEVEMENTS WHICH YOU THINK ARE SIGNIFICANT EVIDENCE THAT YOU HAVE A HIGHLY SUCCESSFUL RECORD OF WORK
ACCOMPLISHMENTS AND ABOUT WHICH THE SELECTING OFFICIAL SHOULD KNOW:
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 ONNINST 12412.2
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
2. LEADERSHIP CAPABILITY AND POTENTIAL
3. EXPLAIN WHY YOU WANT TO PARTICIPATE IN THIS PROGRAM.
4. DEVELOPMENT NEEDED
A. WHAT KIND OF POSITION(S) DO YOU ASPIRE TO IN THE NEXT 1 TO 5 YEARS AND 6 TO 10 YEARS?
Approved For Release 1999/09/24: CLA-RDP82-00357R000800200020-4
 een~-nymM QQ~~FEI rNRQ91 '9QA?RN3)@RQp P(~l6@ ~Q4 AHICQJW6 wLJL`D p~p~~HE42~ nI~0rt OCMMINST 12412.2 206 6. ARE THERP L..W~G +N ~ YOUR
POTENTIAL AND DEVELOPMENTAL OR CAREER GOALS?
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R000800OO.412.2
SELF NOMINATION
EXECUTIVE AND MANAGEMENT DEVELOPMENT PROGRAM
NAVSO 12412/4112.74)
2. NAME TELEPHONE
ORGANIZATION CODE
3. NAME OF SUPERVISOR
PART II
THE FOLLOWING CONDITIONS MAY BE NECESSARY TO RECEIVE SERIOUS CONSIDERATION FOR CERTAIN DEVELOPMENT OPPOR-
TUNITIES. PLEASE CHECK THOSE COMMITMENTS WHICH YOU ARE WILLING TO MAKE AND NOTE ANY MODIFICATION OR CONDITIONS
WHICH ARE APPROPRIATE TO YOUR PLANS OR CIRCUMSTANCES.
SELF DEVELOPMENT: CONTRIBUTE A PORTION OF YOUR OWN RESOURCES AND TIME FOR STUDY AND
PERSONAL IMPROVEMENT.
INCREASED WORKLOAD: IN ADDITION TO YOUR PRESENT RESPONSIBILITIES, ACCEPT SPECIAL ASSIGNMENTS
WITH TASK FORCE COMMITTEES, DETAILS, OR OTHERS.
NO PROMOTION GUARANTEE: UNDERTAKE ALL DEVELOPMENTAL EFFORTS WITHOUT ANY PRIOR
COMMITMENT TO REWARD OR PROMOTION.
PART III
1.' WORK RECORD:
DESCRIBE THOSE ACHIEVEMENTS WHICH YOU THINK ARE SIGNIFICANT EVIDENCE THAT YOU HAVE A HIGHLY SUCCESSFUL RECORD OF WORK
ACCOMPLISHMENTS AND ABOUT WHICH THE SELECTING OFFICIAL SHOULD KNOW:
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
2. LEADERSHIP CAPABILITY AND POTENTIAL
4. DEVELOPMENT NEEDED
A. WHAT KIND OF POSITION(S) DO YOU ASPIRE TO IN THE NEXT 1 TO 5 YEARS AND 6 TO 10 YEARS?
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R00D&0D2ODa2014. 2
6. ARE THERE ANY OTHER PERTINENT FACTS AND/OR FACTORS WHICH SHOULD BE TAKEN INTO CONSIDERATION IN ASSESSING YOUR
POTENTIAL AND DEVELOPMENTAL OR CAREER GOALS?
Approved For Release 1999/09/24 :3CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R000800 OM-42412.2
SELF NOMINATION
EXECUTIVE AND MANAGEMENT DEVELOPMENT PROGRAM
NAVSO 12412/4 (12-74)
2. NAME
TELEPHONE
ORGANIZATION CODE
3. NAME OF SUPERVISOR
THE FOLLOWING CONDITIONS MAY BE NECESSARY TO RECEIVE SERIOUS CONSIDERATION FOR CERTAIN DEVELOPMENT OPPOR-
TUNITIES. PLEASE CHECK THOSE COMMITMENTS WHICH YOU ARE WILLING TO MAKE AND NOTE ANY MODIFICATION OR CONDITIONS
WHICH ARE APPROPRIATE TO YOUR PLANS OR CIRCUMSTANCES.
SELF DEVELOPMENT: CONTRIBUTE A PORTION OF YOUR OWN RESOURCES AND TIME FOR STUDY AND
PERSONAL IMPROVEMENT.
INCREASED WORKLOAD: IN ADDITION TO YOUR PRESENT RESPONSIBILITIES, ACCEPT SPECIAL ASSIGNMENTS
WITH TASK FORCE COMMITTEES, DETAILS, OR OTHERS.
NO PROMOTION GUARANTEE: UNDERTAKE ALL DEVELOPMENTAL EFFORTS WITHOUT ANY PRIOR
COMMITMENT TO REWARD OR PROMOTION.
PART III
1.' WORK RECORD:
DESCRIBE THOSE ACHIEVEMENTS WHICH YOU THINK ARE SIGNIFICANT EVIDENCE THAT YOU HAVE A HIGHLY SUCCESSFUL RECORD OF WORK
ACCOMPLISHMENTS AND ABOUT WHICH THE SELECTING OFFICIAL SHOULD KNOW:
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 ?b~cO~hWeb2ft&Aelease 1999/09/24: CIA-RDP82-00357R000800200020-4
2. LEADERSHIP CAPABILITY AND POTENTIAL
DESCRIBE THOSE WORK AND NON-WORK ACTIVITIES WHICH YOU FEEL INDICATE THAT YOU HAVE OUTSTANDING LEADERSHIP CAPABILITY OR POTENTIAL;
3. EXPLAIN WHY YOU WANT TO PARTICIPATE IN THIS PROGRAM.
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R)Q008=000M24
6. ARE THERE ANY OTHER PERTINENT FACTS AND/OR FACTORS WHICH SHOULD BE TAKEN INTO CONSIDERATION IN ASSESSING YOUR
POTENTIAL AND DEVELOPMENTAL OR CAREER GOALS?
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R0008OO2OJD2O442.2
SELF NOMINATION
EXECUTIVE AND MANAGEMENT DEVELOPMENT PROGRAM
NAVSO 12412/4 (12-741
2. NAME TELEPHONE
ORGANIZATION CODE
3. NAME OF SUPERVISOR
PART II
THE FOLLOWING CONDITIONS MAY BE NECESSARY TO RECEIVE SERIOUS CONSIDERATION FOR CERTAIN DEVELOPMENT OPPOR-
TUNITIES. PLEASE CHECK THOSE COMMITMENTS WHICH YOU ARE WILLING TO MAKE AND NOTE ANY MODIFICATION OR CONDITIONS
WHICH ARE APPROPRIATE TO YOUR PLANS OR CIRCUMSTANCES.
SELF DEVELOPMENT: CONTRIBUTE A PORTION OF YOUR OWN RESOURCES AND TIME FOR STUDY AND
PERSONAL IMPROVEMENT.
INCREASED WORKLOAD: IN ADDITION TO YOUR PRESENT RESPONSIBILITIES, ACCEPT SPECIAL ASSIGNMENTS
WITH TASK FORCE COMMITTEES, DETAILS, OR OTHERS.
NO PROMOTION GUARANTEE: UNDERTAKE ALL DEVELOPMENTAL EFFORTS WITHOUT ANY PRIOR
COMMITMENT TO REWARD OR PROMOTION.
PART III
1.' WORK RECORD:
DESCRIBE THOSE ACHIEVEMENTS WHICH YOU THINK ARE SIGNIFICANT EVIDENCE THAT YOU HAVE A HIGHLY SUCCESSFUL RECORD OF WORK
ACCOMPLISHMENTS AND ABOUT WHICH THE SELECTING OFFICIAL SHOULD KNOW:
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Apprawd1Fv'4I J ease 1999/09/24: CIA-RDP82-00357R000800200020-4
2. LEADERSHIP CAPABILITY AND POTENTIAL
DESCRIBE THOSE WORK AND NON-WORK ACTIVITIES WHICH YOU FEEL INDICATE THAT YOU HAVE OUTSTANDING LEADERSHIP CAPABILITY OR POTENTIAL:
3. EXPLAIN WHY YOU WANT TO PARTICIPATE IN THIS PROGRAM.
4. DEVELOPMENT NEEDED
A. WHAT KIND OF POSITION(S) DO YOU ASPIRE TO IN THE NEXT 1 TOE YEARS AND 6 TO 10 YEARS?
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 oMpprrooT vea ciiReIease 1999/09/24: CIA-RDP82-00357R000800200020-4
INSTRUCTIONS
FOLLOWING IS A LIST OF CHARACTERISTICS WHICH ARE RELATED TO SUCCESS IN SOME OR ALL MANAGERIAL POSITIONS. FROM YOUR OBSER-
VATION OF THE APPLICANT'S BEHAVIOR, DECIDE HOW WELL EACH STATEMENT DESCRIBES HIM AND PLACE A v/ IN THE APPROPRIATE COLUMN.
IF YOU HAVE NOT HAD AN OPPORTUNITY TO OBSERVE THE APPLICANT ON A PARTICULAR CHARACTERISTIC, CHECK THE "NOT OBSERVED"
COLUMN. IF YOU FEEL THAT THE CHARACTERISTIC DOES NOT APPLY TO THE TARGET POSITION, CHECK THE "N/A" COLUMN.
1. Continuously seeks self-improvement through training,
education, and volunteering for more difficult tasks/
assignments.
2. Determines realistic EEO and other social objective needs
and establishes affirmative action programs.
3. Has a good understanding of the Federal personnel,
budget, and contract and procurement systems.
4. Is thoroughly informed about agency goals and operations,
and is knowledgeable about the internal agency organiza-
tion.
5. Understands how the work of other parts of the agency
impinges on the work of his particular unit and knows
when and with whom to coordinate.
6. Is fully abreast of developments in labor management
relations, and understands the role of unions and other
employee organizations in his agency.
7. Is both realistic and innovative in making long-range
program plans.
8. Recognizes when reorganization is desirable and is able
to devise organizational structures which meet current
needs.
9. Establishes and uses controls to make certain work is
proceeding properly.
10. Adjusts readily to changes in mission, policy, organization,
and personnel.
11. Works effectively with peers in task forces or in other
group settings.
12. Neither too pliant nor too rigid.
13. Makes quality decisions.
14. Makes decisions readily but not without making sure of
the facts.
15. Foresees problems and takes necessary action to prevent
their becoming critical.
HIGHLY QUITE SOMEWHAT
DESCRIPTIVE DESCRIPTIVE DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
NOT
DESCRIPTIVE
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357RW602dO~6-4
EXECUTIVE/MANAGERIAL POTENTIAL APPRAISAL
NA VSO 12412/5 112.74)
THE OBJECTIVE OF EXECUTIVE AND MANAGEMENT DEVELOPMENT IS TO PROVIDE AN OPPORTUNITY FOR SELECTED EMPLOYEES AT GRADE
GS-13/15 OR EQUIVALENT TO PREPARE FOR EXECUTIVE/MANAGERIAL RESPONSIBILITIES WITHIN THE DEPARTMENT OF NAVY.
THE PURPOSE OF THIS EVALUATION IS TO ASSESS THE POTENTIAL OF APPLICANTS TO BE EXECUTIVES/MANAGERS. YOUR EVALUATION, AS A
FIRST- OR SECOND-LINE SUPERVISOR OF AN APPLICANT, WILL BE USED ALONG WITH OTHER INFORMATION TO SELECT THE FINAL GROUP OF
PARTICIPANTS.
F1
FIRST-LEVEL SUPERVISOR
OF APPLICANT
SECOND-LEVEL SUPERVISOR
OF APPLICANT
EVALUATE THE APPLICANT ON EACH OF THE LISTED CHARACTERISTICS AND THEN GIVE YOUR BEST OVERALL ASSESSMENT OF HIS' POTENTIAL FOR EXECUTIVE/
MANAGERIAL RESPONSIBILITIES. YOUR EVALUATIONS SHOULD REFLECT ONLY YOUR PERSONAL JUDGMENT, SO PLEASE DO NOT DISCUSS YOUR RATINGS WITH
OTHERS.
'MASCULINE PRONOUNS ARE USED IN THIS FORM SIMPLY TO A VOID REPETITION OF AWKWARD AND SPACE-CONSUMING LOCUTIONS. THEY IN NO WAY CONNOTE A
JUDGEMEA)kpi7p fa.rDR,eleaVe /09/24: CIA-RDP82-00357R000800200020-4
 ?A ei20Dr telease 1999/09/24: CIA-RDP82-00357R000800200020-4
40. In adversary situations, is able to negotiate effectively
to reach an acceptable solution.
42. Has a realistic perception of his own strengths and
weaknesses.
43. Self-starting to influence events.
44. Performs well under stress and pressure.
45. Knows when to touch base with his superiors before
acting and keeps them informed.
46. Cooperative in situations when a decision has been
reached with which he did not agree.
HIGHLY
DESCRIPTIVE
QUITE
DESCRIPTIVE
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
NOT
DESCRIPTIVE
NOT
OBSERVED
N/A
OVERALL, HOW WOULD YOU EVALUATE THE APPLICANT'S POTENTIAL FOR ASSUMING EXECUTIVE/MANAGERIAL RESPONSIBILITIES IN
THE REASONABLY NEAR FUTURE?
HAS OUTSTANDING POTENTIAL
HAS VERY GOOD POTENTIAL
HAS GOOD POTENTIAL
POTENTIAL IS MARGINAL
NOT A POTENTIAL EXECUTIVE/MANAGER
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R O8iO' 0Vdta'4
HIGHLY QUITE
DESCRIPTIVE DESCRIPTIVE
18. Perceives the point of view and sensitivities of others and
responds with understanding.
19. Recognizes the importance of staff development and
sees that his subordinates have appropriate developmental
opportunities.
20. Delegates appropriately-does not try to keep total control
over everything himself, but at the same time insures that
important matters are in competent hands.
21. Is knowledgeable about modern developments in data
processing to the extent of being able to see applications
of data processing in his work.
23. Plans effectively for the accomplishment of large-volume
work projects.
24. Follows through to make sure that work is on schedule.
25. Sets priorities effectively.
26. Is effective in thinking of new ideas and solutions.
27. Is reliable--you can depend on what he says.
28. Faces up to unpleasant problems and situations.
29. Gets along well with people from a variety of backgrounds.
30. Doesn't let personal antagonisms or "turf" conflicts get
in the way of program accomplishment.
31. Is good in "selling" his ideas and persuading people.
32. Is open-minded-listens to the ideas of others and is
willing to change his views.
33. Good at recognizing the key parts of complex problems-
doesn't get lost on minor points or overlook important
considerations.
34. When things go wrong, he works to fix them instead of
making excuses or trying to shift the blame.
35. Motivates people who work for him to want to do
their best.
36. Has an impressive presence and manner-commands
respect as a representative of the agency.
38. Is an effective speaker-both in formal addresses and in
question-and-answer sessions.
39. His writing is clear, correct, and well organized.
Approved For Release 1999 2
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
NOT
DESCRIPTIVE
NOT
OBSERVED
 OCMMINST 12412.
Approved For lielease 1999/09/24: CIA-RDP82-00357R000800200020-4
INSTRUCTIONS
FOLLOWING IS A LIST OF CHARACTERISTICS WHICH ARE RELATED TO SUCCESS IN SOME OR ALL MANAGERIAL POSITIONS. FROM YOUR OBSER-
VATION OF THE APPLICANT'S BEHAVIOR, DECIDE HOW WELL EACH STATEMENT DESCRIBES HIM AND PLACE A / IN THE APPROPRIATE COLUMN.
IF YOU HAVE NOT HAD AN OPPORTUNITY TO OBSERVE THE APPLICANT ON A PARTICULAR CHARACTERISTIC, CHECK THE "NOT OBSERVED"
COLUMN. IF YOU FEEL THAT THE CHARACTERISTIC DOES NOT APPLY TO THE TARGET POSITION, CHECK THE "N/A" COLUMN.
1. Continuously seeks self-improvement through training,
education, and volunteering for more difficult tasks/
assignments.
2. Determines realistic EEO and other social objective needs
and establishes affirmative action programs.
3. Has a good understanding of the Federal personnel,
budget, and contract and procurement systems.
4. Is thoroughly informed about agency goals and operations,
and is knowledgeable about the internal agency organiza-
tion.
5. Understands how the work of other parts of the agency
impinges on the work of his particular unit and knows
when and with whom to coordinate.
6. Is fully abreast of developments in labor management
relations, and understands the role of unions and other
employee organizations in his agency.
7. Is both realistic and innovative in making long-range
program plans.
8. Recognizes when reorganization is desirable and is able
to devise organizational structures which meet current
needs.
9. Establishes and uses controls to make certain work is
proceeding properly.
10. Adjusts readily to changes in mission, policy, organization,
and personnel.
11. Works effectively with peers in task forces or in other
group settings.
12. Neither too pliant nor too rigid.
13. Makes quality decisions.
14. Makes decisions readily but not without making sure of
the facts.
15. Foresees problems and takes necessary action to prevent
their becoming critical.
HIGHLY
DESCRIPTIVE
QUITE
DESCRIPTIVE
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
NOT
DESCRIPTIVE
NOT
OBSERVED
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357b01M26-4
EXECUTIVE/MANAGERIAL POTENTIAL APPRAISAL
NAVSO 1241215 (12-741
THE OBJECTIVE OF EXECUTIVE AND MANAGEMENT DEVELOPMENT IS TO PROVIDE AN OPPORTUNITY FOR SELECTED EMPLOYEES AT GRADE
GS-13/15 OR EQUIVALENT TO PREPARE FOR EXECUTIVE/MANAGERIAL RESPONSIBILITIES WITHIN THE DEPARTMENT OF NAVY.
THE PURPOSE OF THIS EVALUATION IS TO ASSESS THE POTENTIAL OF APPLICANTS TO BE EXECUTIVES/MANAGERS. YOUR EVALUATION, AS A
FIRST- OR SECOND-LINE SUPERVISOR OF AN APPLICANT, WILL BE USED ALONG WITH OTHER INFORMATION TO SELECT THE FINAL GROUP OF
PARTICIPANTS.
a
FIRST-LEVEL SUPERVISOR
OF APPLICANT
SECOND-LEVEL SUPERVISOR
OF APPLICANT
EVALUATE THE APPLICANT ON EACH OF THE LISTED CHARACTERISTICS AND THEN GIVE YOUR BEST OVERALL ASSESSMENT OF HIS' POTENTIAL FOR EXECUTIVE/
MANAGERIAL RESPONSIBILITIES. YOUR EVALUATIONS SHOULD REFLECT ONLY YOUR PERSONAL JUDGMENT, SO PLEASE DC) NOT DISCUSS YOUR RATINGS WITH
OTHERS.
CONNOTEA SIMPLY TO A VOID REPETITION OF AWKWARD AND SPACE-CONSUMING LOCUTIONS.
-MASCULINfj PRONOUNS ARE USED IN THIS
o sed 1oR~M Di99g/09/24: CIA-RDP82-00357R0008002000204
 A 1 d1 kW l elease 1999/09/24: CIA-RDP82-00357R000800200020-4
40. In adversary situations, is able to negotiate effectively
to reach an acceptable solution.
42. Has a realistic perception of his own strengths and
weaknesses.
43. Self-starting to influence events.
44. Performs well under stress and pressure.
45. Knows when to touch base with his superiors before
acting and keeps them informed.
46. Cooperative in situations when a decision has been
reached with which he did not agree.
HIGHLY
DESCRIPTIVE
QUITE
DESCRIPTIVE
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
DESCRNOT
IPTIVE
NOT
OBSERVED
N/A
OVERALL, HOW WOULD YOU EVALUATE THE APPLICANT'S POTENTIAL FOR ASSUMING EXECUTIVE/MANAGERIAL RESPONSIBILITIES IN
THE REASONABLY NEAR FUTURE?
HAS OUTSTANDING POTENTIAL
HAS VERY GOOD POTENTIAL
HAS GOOD POTENTIAL
POTENTIAL IS MARGINAL
NOT A POTENTIAL EXECUTIVE/MANAGER
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-003570N260?4
HIGHLY QUITE
DESCRIPTIVE DESCRIPTIVE
18. Perceives the point of view and sensitivities of others and
responds with understanding.
19. Recognizes the importance of staff development and
sees that his subordinates have appropriate developmental
opportunities.
20. Delegates appropriately-does not try to keep total control
over everything himself, but at the same time insures that
important matters are in competent hands.
21. Is knowledgeable about modern developments in data
processing to the extent of being able to see applications
of data processing in his work.
23. Plans effectively for the accomplishment of large-volume
work projects.
24. Follows through to make sure that work is on schedule.
25. Sets priorities effectively.
26. Is effective in thinking of new ideas and solutions.
27. Is reliable-you can depend on what he says.
28. Faces up to unpleasant problems and situations.
29. Gets along well with people from a variety of backgrounds.
30. Doesn't let personal antagonisms or "turf" conflicts get
in the way of program accomplishment.
31. Is good in "selling" his ideas and persuading people.
32. Is open-minded-listens to the ideas of others and is
willing to change his views.
33. Good at recognizing the key parts of complex problems-
doesn't get lost on minor points or overlook important
considerations.
34. When things go wrong, he works to fix them instead of
making excuses or trying to shift the blame.
35. Motivates people who work for him to want to do
their best.
36. Has an impressive presence and manner-commands
respect as a representative of the agency.
38. Is an effective speaker-both in formal addresses and in
question-and-answer sessions.
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
NOT
DESCRIPTIVE
NOT
OBSERVED
39. His writing is clear, correct, and well organized.
Approved For Release 199"12 4-. -4-
 Ap?proved~ Oorlliellease 1999/09/24: CIA-RDP82-00357R000800200020-4
INSTRUCTIONS
FOLLOWING IS A LIST OF CHARACTERISTICS WHICH ARE RELATED TO SUCCESS -IN SOME OR ALL MANAGERIAL POSITIONS. FROM YOUR OBSER-
VATION OF THE APPLICANT'S BEHAVIOR, DECIDE HOW WELL EACH STATEMENT DESCRIBES HIM AND PLACE A / IN THE APPROPRIATE COLUMN.
IF YOU HAVE NOT HAD AN OPPORTUNITY TO OBSERVE THE APPLICANT ON A PARTICULAR CHARACTERISTIC, CHECK THE "NOT OBSERVED"
COLUMN. IF YOU FEEL THAT THE CHARACTERISTIC DOES NOT APPLY TO THE TARGET POSITION, CHECK THE "N/A" COLUMN.
1. Continuously seeks self-improvement through training,
education, and volunteering for more difficult tasks/
assignments.
2. Determines realistic EEO and other social objective needs
and establishes affirmative action programs.
3. Has a good understanding of the Federal personnel,
budget, and contract and procurement systems.
4. Is thoroughly informed about agency goals and operations,
and is knowledgeable about the internal agency organiza-
tion.
5. Understands how the work of other parts of the agency
impinges on the work of his particular unit and knows
when and with whom to coordinate.
6. Is fully abreast of developments in labor management
relations, and understands the role of unions and other
employee organizations in his agency.
7. Is both realistic and innovative in making long-range
program plans.
8. Recognizes when reorganization is desirable and is able
to devise organizational structures which meet current
needs.
9. Establishes and uses controls to make certain work is
proceeding properly.
10. Adjusts readily to changes in mission, policy, organization,
and personnel.
11. Works effectively with peers in task forces or in other
group settings.
12. Neither too pliant nor too rigid.
13. Makes quality decisions.
14. Makes decisions readily but not without making sure of
the facts.
15. Foresees problems and takes necessary action to prevent
their becoming critical.
HIGHLY
DESCRIPTIVE
QUITE
DESCRIPTIVE
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
NOT
DESCRIPTIVE
NOT
OBSERVED
N/A
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
PAGE 2
 Approved For Release 1999/09/24: CIA-RDP82-003&60 d0i0-4
EXECUTIVE/MANAGERIAL POTENTIAL APPRAISAL
NAVSO 12412/5 (12-74)
THE OBJECTIVE OF EXECUTIVE AND MANAGEMENT DEVELOPMENT IS TO PROVIDE AN OPPORTUNITY FOR SELECTED EMPLOYEES AT GRADE
GS-13/15 OR EQUIVALENT TO PREPARE FOR EXECUTIVE/MANAGERIAL RESPONSIBILITIES WITHIN THE DEPARTMENT OF NAVY.
THE PURPOSE OF THIS EVALUATION IS TO ASSESS THE POTENTIAL OF APPLICANTS TO BE EXECUTIVES/MANAGERS. YOUR EVALUATION, AS A
FIRST- OR SECOND-LINE SUPERVISOR OF AN APPLICANT, WILL BE USED ALONG WITH OTHER INFORMATION TO SELECT THE FINAL GROUP OF
PARTICIPANTS.
F
FIRST-LEVEL SUPERVISOR
OF APPLICANT
SECOND-LEVEL SUPERVISOR
OF APPLICANT
EVALUATE THE APPLICANT ON EACH OF THE LISTED CHARACTERISTICS AND THEN GIVE YOUR BEST OVERALL ASSESSMENT OF HIS' POTENTIAL FOR EXECUTIVE/
MANAGERIAL RESPONSIBILITIES. YOUR EVALUATIONS SHOULD REFLECT ONLY YOUR PERSONAL JUDGMENT, SO PLEASE DO NOT DISCUSS YOUR RATINGS WITH
OTHERS.
JUDGEMENT THHPY606 I &TR L441 A999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357F 6 1dafb0 4
6. ARE THERE ANY OTHER PERTINENT FACTS AND/OR FACTORS WHICH SHOULD BE TAKEN INTO CONSIDERATION IN ASSESSING YOUR
POTENTIAL AND DEVELOPMENTAL OR CAREER GOALS?
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 OR6&Jd W8i ReIease 1999/09/24: CIA-RDP82-00357R000800200020-4
2, LEADERSHIP CAPABILITY AND POTENTIAL
DESCRIBE THOSE WORK AND NON?WORK ACTIVITIES WHICH YOU FEEL INDICATE THAT YOU HAVE OUTSTANDING LEADERSHIP CAPABILITY OR POTENTIAL:
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R000808~M6_42412.2
SELF NOMINATION
EXECUTIVE AND MANAGEMENT DEVELOPMENT PROGRAM
NAVSO 12412/4 (12-741
2. NAME TELEPHONE
ORGANIZATION CODE
3. NAME OF SUPERVISOR
PART II
THE FOLLOWING CONDITIONS MAY BE NECESSARY TO RECEIVE SERIOUS CONSIDERATION FOR CERTAIN DEVELOPMENT OPPOR-
TUNITIES. PLEASE CHECK THOSE COMMITMENTS WHICH YOU ARE WILLING TO MAKE AND NOTE ANY MODIFICATION OR CONDITIONS
WHICH ARE APPROPRIATE TO YOUR PLANS OR CIRCUMSTANCES.
SELF DEVELOPMENT: CONTRIBUTE A PORTION OF YOUR OWN RESOURCES AND TIME FOR STUDY AND
PERSONAL IMPROVEMENT.
INCREASED WORKLOAD: IN ADDITION TO YOUR PRESENT RESPONSIBILITIES, ACCEPT SPECIAL ASSIGNMENTS
WITH TASK FORCE COMMITTEES, DETAILS, OR OTHERS.
NO PROMOTION GUARANTEE: UNDERTAKE ALL DEVELOPMENTAL EFFORTS WITHOUT ANY PRIOR
COMMITMENT TO REWARD OR PROMOTION.
PART III
1.' WORK RECORD:
DESCRIBE THOSE ACHIEVEMENTS WHICH YOU THINK ARE SIGNIFICANT EVIDENCE THAT YOU HAVE A HIGHLY SUCCESSFUL RECORD OF WORK
ACCOMPLISHMENTS AND ABOUT WHICH THE SELECTING OFFICIAL SHOULD KNOW:
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 6. ARETFfE11~rAlVY ~STH For ReleasCeTS A9D 9 09c FACTORS WHICH 00357oR0009 CONSIDERATION 02 ` ASSESSING YOUR
POTENTIAL AND DEVELOPMENTAL OR CAREER GOALS?
Approved For Release 1999/09/24 : iCIA-RDP82-00357R000800200020-4
 A~W A kWkcilease 1999/09/24: CIA-RDP82-00357R000800200020-4
2. LEADERSHIP CAPABILITY AND POTENTIAL
4. DEVELOPMENT NEEDED
A. WHAT KIND OF POSITION(S) DO YOU ASPIRE TO IN THE NEXT 1 TO 5 YEARS AND 6 TO 10 YEARS?
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R000% dbb2V4~2.2
SELF NOMINATION
EXECUTIVE AND MANAGEMENT DEVELOPMENT PROGRAM
NAVSO 12412/4 (12-74)
2. NAME TELEPHONE
ORGANIZATION CODE
3. NAME OF SUPERVISOR
TUNITIES. PLEASE CHECK THOSE COMMITMENTSWHICH YOU ARE WILLING TO MAKE AND NOTE ANY MODIFICATION OR CONDITIONS
WHICH ARE APPROPRIATE TO YOUR PLANS OR CIRCUMSTANCES.
SELF DEVELOPMENT: CONTRIBUTE A PORTION OF YOUR OWN RESOURCES AND TIME FOR STUDY AND
PERSONAL IMPROVEMENT.
INCREASED WORKLOAD: IN ADDITION TO YOUR PRESENT RESPONSIBILITIES, ACCEPT SPECIAL ASSIGNMENTS
WITH TASK FORCE COMMITTEES, DETAILS, OR OTHERS.
NO PROMOTION GUARANTEE: UNDERTAKE ALL DEVELOPMENTAL EFFORTS WITHOUT ANY PRIOR
COMMITMENT TO REWARD OR PROMOTION.
PART III
1.' WORK RECORD:
DESCRIBE THOSE ACHIEVEMENTS WHICH YOU THINK ARE SIGNIFICANT EVIDENCE THAT YOU HAVE A HIGHLY SUCCESSFUL RECORD OF WORK
ACCOMPLISHMENTS AND ABOUT WHICH THE SELECTING OFFICIAL SHOULD KNOW:
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R8bM10 a-4
5. ARE THERE ANY OTHER PERTINENT FACTS AND/OR FACTORS WHICH SHOULD BE TAKEN INTO CONSIDERATION IN ASSESSING YOUR
POTENTIAL AND DEVELOPMENTAL OR CAREER GOALS?
Approved For Release 1999/09/243: CIA-RDP82-00357R000800200020-4
 OCMMINST 12412.2
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
INSTRUCTIONS
FOLLOWING IS A LIST OF CHARACTERISTICS WHICH ARE RELATED TO SUCCESS IN SOME OR ALL MANAGERIAL POSITIONS. FROM YOUR OBSER
VATION OF THE APPLICANT'S BEHAVIOR, DECIDE HOW WELL EACH STATEMENT DESCRIBES HIM AND PLACE A \/ IN THE APPROPRIATE COLUMN.
IF YOU HAVE NOT HAD AN OPPORTUNITY TO OBSERVE THE APPLICANT ON A PARTICULAR CHARACTERISTIC, CHECK THE "NOT OBSERVED"
COLUMN. I F YOU FEEL THAT THE CHARACTERISTIC DOES NOT APPLY TO THE TARGET POSITION, CHECK THE "N/A" COLUMN.
1. Continuously seeks self-improvement through training,
education, and volunteering for more difficult tasks/
assignments.
2. Determines realistic EEO and other social objective needs
and establishes affirmative action programs.
3. Has a good understanding of the Federal personnel,
budget, and contract and procurement systems.
4. Is thoroughly informed about agency goals and operations,
and is knowledgeable about the internal agency organiza-
tion.
5. Understands how the work of other parts of the agency
impinges on the work of his particular unit and knows
when and with whom to coordinate.
6. Is fully abreast of developments in labor management
relations, and understands the role of unions and other
employee organizations in his agency.
7. Is both realistic and innovative in making long-range
program plans.
8. Recognizes when reorganization is desirable and is able
to devise organizational structures which meet current
needs.
9. Establishes and uses controls to make certain work is
proceeding properly.
10. Adjusts readily to changes in mission, policy, organization,
and personnel.
11. Works effectively with peers in task forces or in other
group settings.
12, Neither too pliant nor too rigid.
13. Makes quality decisions.
14. Makes decisions readily but not without making sure of
the facts.
15. Foresees problems and takes necessary action to prevent
their becoming critical.
HIGHLY
DESCRIPTIVE
QUITE
DESCRIPTIVE
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
NOT
DESCRIPTIVE
NOT
OBSERVED
N/A
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-003ffkW6i0 o6O220-4
EXECUTIVE/MANAGERIAL POTENTIAL APPRAISAL
NA VSO 12412/5 112.74)
THE OBJECTIVE OF EXECUTIVE AND MANAGEMENT DEVELOPMENT IS TO PROVIDE AN OPPORTUNITY FOR SELECTED EMPLOYEES AT GRADE
GS-13/15 OR EQUIVALENT TO PREPARE FOR EXECUTIVE/MANAGERIAL RESPONSIBILITIES WITHIN THE DEPARTMENT OF NAVY.
THE PURPOSE OF THIS EVALUATION IS TO ASSESS THE POTENTIAL OF APPLICANTS TO BE EXECUTIVES/MANAGERS. YOUR EVALUATION, AS A
FIRST- OR SECOND-LINE SUPERVISOR OF AN APPLICANT, WILL BE USED ALONG WITH OTHER INFORMATION TO SELECT THE FINAL GROUP OF
PARTICIPANTS.
FIRST-LEVEL SUPERVISOR H OF SECOND-LEVEL SUPERVISOR
OF APPLICANT u OF APPLICANT
EVALUATE THE APPLICANT ON EACH OF THE LISTED CHARACTERISTICS AND THEN GIVE YOUR BEST OVERALL ASSESSMENT OF HIS' POTENTIAL FOR EXECUTIVE/
MANAGERIAL RESPONSIBILITIES. YOUR EVALUATIONS SHOULD REFLECT ONLY YOUR PERSONAL JUDGMENT, SO PLEASE DO NOT DISCUSS YOUR RATINGS WITH
OTHERS.
`MASCULINE PRONOUNS ARE USED IN THIS FORM SIMPLY TO A VOID REPETITION OF AWKWARD AND SPA CE-CONSUMING LOCUTIONS. THEY IN NO WAY CONNOTE A
JUDGEMENT T tI VCl,I v RdICAbC 1 99/09/24: CIA-RDP82-00357R000800200020-4
 OCMMINST 12412.2
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
HIGHLY QUITE
DESCRIPTIVE DESCRIPTIVE
18. Perceives the point of view and sensitivities of others and
responds with understanding.
19. Recognizes the importance of staff development and
sees that his subordinates have appropriate developmental
opportunities.
20. Delegates appropriately-does not try to keep total control
over everything himself, but at the same time insures that
important matters are in compettint hands.
21. Is knowledgeable about modern developments in data
processing to the extent of being able to see applications
of data processing in his work.
23. Plans effectively for the accomplishment of large-volume
work projects.
24. Follows through to make sure that work is on schedule.
25. Sets priorities effectively.
26. Is effective in thinking of new ideas and solutions.
27. Is reliable-you can depend on what he says.
28. Faces up to unpleasant problems and situations.
29. Gets along well with people from a variety of backgrounds.
30. Doesn't let personal antagonisms or "turf" conflicts get
in the way of program accomplishment.
32. Is open-minded-listens to the ideas of others and is
willing to change his views.
33. Good at recognizing the key parts of complex problems--
doesn't get lost on minor points or overlook important
considerations.
34. When things go wrong, he works to fix them instead of
making excuses or trying to shift the blame.
35. Motivates people who work for him to want to do
their best.
36. Has an impressive presence and manner-commands
respect as a representative of the agency.
38. Is an effective speaker-both in formal addresses and in
question-and-answer sessions.
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
NOT
DESCRIPTIVE
NOT
OBSERVED
39. His writing is clear, correct, and well organized. I I I I
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 ApprovecrForel'ease 1999/09/24: CIA-RDP82-00357R000800200020-4
40. In adversary situations, is able to negotiate effectively
to reach an acceptable solution.
42. Has a realistic perception of his own strengths and
weaknesses.
43. Self-starting to influence events.
44. Performs well under stress and pressure.
45. Knows when to touch base with his superiors before
acting and keeps them informed.
46. Cooperative in situations when a decision has been
reached with which he did not agree.
HIGHLY
DESCRIPTIVE
QUITE
DESCRIPTIVE
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY
D ESC RRIPTIVE
DESCRNOT
IPTIVE
NOT
OBSERVED
N/A
OVERALL, HOW WOULD YOU EVALUATE THE APPLICANT'S POTENTIAL FOR ASSUMING EXECUTIVE/MANAGERIAL RESPONSIBILITIES IN
THE REASONABLY NEAR FUTURE?
HAS OUTSTANDING POTENTIAL
HAS VERY GOOD POTENTIAL
HAS GOOD POTENTIAL
POTENTIAL IS MARGINAL
NOT A POTENTIAL EXECUTIVE/MANAGER
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357FM2b1024
HIGHLY QUITE
DESCRIPTIVE DESCRIPTIVE
18. Perceives the point of view and sensitivities of others and
responds with understanding.
19. Recognizes the importance of staff development and
sees that his subordinates have appropriate developmental
opportunities.
20. Delegates appropriately-does not try to keep total control
over everything himself, but at the same time insures that
important matters are in competent hands.
21. Is knowledgeable about modern developments in data
processing to the extent of being able to see applications
of data processing in his work.
23. Plans effectively for the accomplishment of large-volume
work projects.
24. Follows through to make sure that work is on schedule.
25. Sets priorities effectively.
26. Is'effective in thinking of new ideas and solutions.
27. Is reliable-you can depend on what he says.
28. Faces up to unpleasant problems and situations.
29. Gets along well with people from a variety of backgrounds.
30. Doesn't let personal antagonisms or "turf" conflicts get
in the way of program accomplishment.
31. Is good in "selling" his ideas and persuading people.
32. Is open-minded-listens to the ideas of others and is
willing to change his views.
33. Good at recognizing the key parts of complex problems-
doesn't get lost on minor points or overlook important
considerations.
34. When things go wrong, he works to fix them instead of
making excuses or trying to shift the blame.
35. Motivates people who work for him to want to do
their best.
36. Has an impressive presence and manner-commands
respect as a representative of the agency.
38. Is an effective speaker-both in formal addresses and in
question-and-answer sessions.
is clear, correct, and well organized.
Approved For Release 1 ~9 CIA-
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
NOT NOT
DESCRIPTIVE OBSERVED
 J CC
$ ReIease 1999/09/24: CIA-RDP82-00357R000800200020-4
40. In adversary situations, is able to negotiate effectively
to reach an acceptable solution.
42. Has a realistic perception of his own strengths and
weaknesses.
43. Self-starting to influence events.
44. Performs well under stress and pressure.
45. Knows when to touch base with his superiors before
acting and keeps them informed.
46. Cooperative in situations when a decision has been
reached with which he did not agree.
HIGHLY
DESCRIPTIVE
QUITE
DESCRIPTIVE
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
NOT
DESCRIPTIVE
NOT
OBSERVED
NIA
OVERALL, HOW WOULD YOU EVALUATE THE APPLICANT'S POTENTIAL FOR ASSUMING EXECUTIVE/MANAGERIAL RESPONSIBILITIES IN
THE REASONABLY NEAR FUTURE?
HAS OUTSTANDING POTENTIAL
HAS VERY GOOD POTENTIAL
HAS GOOD POTENTIAL
POTENTIAL IS MARGINAL
NOT A POTENTIAL EXECUTIVE/MANAGER
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R0000820200Q~?~024
EXECUTIVE/MANAGERIAL POTENTIAL APPRAISAL
NAVSO 12412/5 112-74)
THE OBJECTIVE OF EXECUTIVE AND MANAGEMENT DEVELOPMENT IS TO PROVIDE AN OPPORTUNITY FOR SELECTED EMPLOYEES AT GRADE
GS-13/15 OR EQUIVALENT TO PREPARE FOR EXECUTIVE/MANAGERIAL RESPONSIBILITIES WITHIN THE DEPARTMENT OF NAVY.
THE PURPOSE OF THIS EVALUATION IS TO ASSESS THE POTENTIAL OF APPLICANTS TO BE EXECUTIVES/MANAGERS. YOUR EVALUATION, AS A
FIRST- OR SECOND-LINE SUPERVISOR OF AN APPLICANT, WILL BE USED ALONG WITH OTHER INFORMATION TO SELECT THE FINAL GROUP OF
PARTICIPANTS.
FIRST-LEVEL SUPERVISOR
OF APPLICANT
SECOND-LEVEL SUPERVISOR
OF APPLICANT
EVALUATE THE APPLICANT ON EACH OF THE LISTED CHARACTERISTICS AND THEN GIVE YOUR BEST OVERALL ASSESSMENT OF HIS' POTENTIAL FOR EXECUTIVE/
MANAGERIAL RESPONSIBILITIES. YOUR EVALUATIONS SHOULD REFLECT ONLY YOUR PERSONAL JUDGMENT, SO PLEASE DO NOT DISCUSS YOUR RATINGS WITH
OTHERS.
YJUOGEMENTIM O P MCI dD I M E IN 24 ?Fet AdRl9f ?W 0 020 Y NNOTE A
 Aroved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
OCI. INST 12412.2
INSTRUCTIONS
FOLLOWING IS A LIST OF CHARACTERISTICS WHICH ARE RELATED TO SUCCESS IN SOME OR ALL MANAGERIAL POSITIONS. FROM YOUR OBSER-
VATION OF THf-APP'LICANT'S BEHAVIOR, DECIDE HOW WELL EACH STATEMENT DESCRIBES-HIM AND PLACE A V IN THE APPROPRIATE COLUMN.
W YOU HAVE NIOT HAD AN OPPORTUNITY TO OBSERVE THE APPLICANT ON A PARTICULAR CHARACTERISTIC, CHECK THE NOT OBSERVED"
COOLLRON. IF YOU FEEL THAT THE CHARACTERISTIC DOES NOT APPLY TO THE TARGET POSITION, CHECK THE "N/A" COLUMN.
HIGHLY QUITE
DESCRIPTIVE DESCRIPTIVE
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY NOT NOT NIA
DESCRIPTIVE DESCRIPTIVE OBSERVED
1. Continuously seeks self-improvement through training,
education, and volunteering for more difficult tasks/
assignments.
2. Determines realistic EEO and other social objective needs
and establishes affirmative action programs.
3. Has a good understanding of the Federal personnel,
budget, and contract and procurement systems.
4. Is thoroughly informed about agency goals and operations,
and is knowledgeable about the internal agency organiza-
tion.
5. Understands how the work of other parts of the agency
impinges on the work of his particular unit and knows
when and with whom to coordinate.
6. Is fully abreast of developments in labor management
relations, and understands the role of unions and other
employee organizations in his agency.
7. Is both realistic and innovative in making long-range
program plans.
8. Recognizes when reorganization is desirable and is able
to devise organizational structures which meet current
needs.
9. Establishes and uses controls to make certain work is
proceeding properly.
10. Adjusts readily to changes in mission, policy, organization,
and personnel.
11. Works effectively with peers in task forces or in other
group settings.
12. Neither too pliant nor too rigid.
13. Makes quality decisions.
14. Makes decisions readily but not without making sure of
the facts.
15. Foresees problems and takes necessary action to prevent
their becoming critical.
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-0035aR?pg2QQQO-4
18. Perceives the point of view and sensitivities of others and
responds with understanding.
19. Recognizes the importance of staff development and
sees that his subordinates have appropriate developmental
opportunities.
?
20. Delegates appropriately-does not try to keep total control
over everything himself, but at the same time insures that
important matters are in competent hands.
21. Is knowledgeable about modern developments in data
processing to the extent of being able to see applications
of data processing in his work.
23. Plans effectively for the accomplishment of large-volume
work projects.
24. Follows through to make sure that work is on schedule.
25. Sets priorities effectively.
26. Is effective in thinking of new ideas and solutions.
27. Is reliable-you can depend on what he says.
28. Faces up to unpleasant problems and situations.
29. Gets along well with people from a variety of backgrounds.
30. Doesn't let personal antagonisms or "turf" conflicts get
in the way of program accomplishment.
32. Is open-minded-listens to the ideas of others and is
willing to change his views.
33. Good at recognizing the key parts of complex problems-
doesn't get lost on minor points or overlook important
considerations.
34. When things go wrong, he works to fix them instead of
making excuses or trying to shift the blame.
35. Motivates people who work for him to want to do
their best.
36. Has an impressive presence and manner-commands
respect as a representative of the agency.
38. Is an effective speaker-both in formal addresses and in
question-and-answer sessions.
39. His writing is clpa0,pat` gr,~d~yre]I- ffbl c}e Iease
HIGHLY QUITE SOMEWHAT
DESCRIPTIVE DESCRIPTIVE DESCRIPTIVE
1999/09A24 : CIA
?RDPM
ONLY
SLIGHTLY
DESCRIPTIVE
NOT
DESCRIPTIVE
00357 RQ008002200020-41
 AWjWyAg 1999/09/24: CIA-RDP82-00357R000800200020-4
40. In adversary situations, is able to negotiate effectively
to reach an acceptable solution.
42. Has a realistic perception of his own strengths and
weaknesses.
43. Self-starting to influence events.
44. Performs well under stress and pressure.
45. Knows when to touch base with his superiors before
acting and keeps them informed.
46. Cooperative in situations when a decision has been
reached with which he did not agree.
HIGHLY
DESCRIPTIVE
QUITE
DESCRIPTIVE
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
NOT
DESCRIPTIVE
NOT
OBSERVED
N/A
OVERALL, HOW WOULD YOU EVALUATE THE APPLICANT'S POTENTIAL FOR ASSUMING EXECUTIVE/MANAGERIAL RESPONSIBILITIES IN
THE REASONABLY NEAR FUTURE?
HAS OUTSTANDING POTENTIAL
HAS VERY GOOD POTENTIAL
HAS GOOD POTENTIAL
POTENTIAL IS MARGINAL
NOT A POTENTIAL EXECUTIVE/MANAGER
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 OCMMINST 12412.2
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
EXECUTIVE/MANAGERIAL POTENTIAL APPRAISAL
THE OBJECTIVE OF EXECUTIVE AND MANAGEMENT DEVELOPMENT IS TO PROVIDE AN OPPORTUNITY FOR SELECTED EMPLOYEES AT GRACE
GS-13/15 OR EQUIVALENT TO PREPARE FOR EXECUTIVE/MANAGERIAL RESPONSIBILITIES WITHIN THE DEPARTMENT OF NAVY.
THE PURPOSE OF THIS EVALUATION IS TO ASSESS THE POTENTIAL OF APPLICANTS TO BE EXECUTIVES/MANAGERS. YOUR EVALUATION, AS A
FIRST- OR SECOND-LINE SUPERVISOR OF AN APPLICANT, WILL BE USED ALONG WITH OTHER INFORMATION TO SELECT THE FINAL GROUP OF
PARTICIPANTS.
(11 APPLICANT'S NAME (LAST, FIRST, MII
(2) APPLICANT'S SSN
(31 APPLICANT'S POSITION TITLE, SERIES AND GRADE
(4) AGENCY-BUREAU-DIVISION
(5) RATER'S NAME iLAST, rIRST, MII
(8) RATER'S POSITION TITLE
(7) NO. MONTHS SUPERVISED APPLICANT
(81 DATE OF APPRAISAL
FIRST-LEVEL SUPERVISOR
OF APPLICANT
SECOND-LEVEL SUPERVISOR
OF APPLICANT
EVALUATE THE APPLICANT ON EACH OF THE LISTED CHARACTERISTICS AND THEN GIVE YOUR BEST OVERALL ASSESSMENT OF HIS' POTENTIAL FOR EXECUTIVE/
MANAGERIAL RESPONSIBILITIES. YOUR EVALUATIONS SHOULD REFLECT ONLY YOUR PERSONAL JUDGMENT, SO PLEASE DO NOT DISCUSS YOUR RATINGS WITH
OTHERS.
"MASCULINE PRONOUNS ARE USED IN THIS FORM SIMPLY TO AVOID REPETITION OF AWKWARD AND SPACE-CONSUMING LOCUTIONS. THEY IN NO WAY CONNOTE A
JUDGEMENT THAT PROSPECTIVE CANDIDATES SHOULD BE MALE.
PAGE 1 Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 OCMMINST 12412.2
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
INSTRUCTIONS
FOLLOWING IS A LIST OF CHARACTERISTICS WHICH ARE RELATED TO SUCCESS IN SOME OR ALL MANAGERIAL POSITIONS. FROM YOUR OBSER-
VATION OF THE APPLICANT'S B-EHAVIOR, DECIDE HOW WELL EACH STATEMENT DESCRIES HIM AND PLACE A'I IN THE APPROPRIATE COLUMN.
IF YOU HAVE NOT HAD AN OPPORTUNITY TO OBSERVE THE APPLICANT ON A PARTICULAR CHARACTERISTIC, CHECK THE "NOT OBSERVED"
COLUMN. IF YOU FEEL THAT THE CHARACTERISTIC DOES NOT APPLY TO THE TARGET POSITION, CHECK THE "N/A" COLUMN.
HIGHLY
DESCRIPTIVE
1. Continuously seeks self-improvement through training,
education, and volunteering for more difficult tasks/
assignments.
2. Determines realistic EEO and other social objective needs
and establishes affirmative action programs.
3. Has a good understanding of the Federal personnel,
budget, and contract and procurement systems.
4. Is thoroughly informed about agency goals and operations,
and is knowledgeable about the internal agency organiza-
tion.
5. Understands how the work of other parts of the agency
impinges on the work of his particular unit and knows
when and with whom to coordinate.
6. Is fully abreast of developments in labor management
relations, and understands the role of unions and other
employee organizations in his agency.
7. Is both realistic and innovative in making long-range
program plans.
8. Recognizes when reorganization is desirable and is able
to devise organizational structures which meet current
needs.
9. Establishes and uses controls to make certain work is
proceeding properly.
10. Adjusts readily to changes in mission, policy, organization,
and personnel.
11. Works effectively with peers in task forces or in other
group settings.
12. Neither too pliant nor too rigid.
13. Makes quality decisions.
14. Makes decisions readily but not without making sure of
the facts.
15. Foresees problems and takes necessary action to prevent
their becoming critical.
QUITE
DESCRIPTIVE
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
NOT NOT
DESCRIPTIVE OBSERVED
N/A
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4 PAGE 2
 Approved For Release 1999/09/24: CIA-RDP82-0035b g c 22g442Q-4
HIGHLY
DESCRIPTIVE
QUITE SOMEWHAT
DESCRIPTIVE DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
NOT NOT
DESCRIPTIVE OBSERVED
18. Perceives the point of view and sensitivities of others and
responds with understanding.
19. Recognizes the importance of staff development and
sees that his subordinates have appropriate developmental
opportunities.
20. Delegates appropriately-does not try to keep total control
over everything himself, but at the same time insures that
important matters are in competent hands.
21. Is knowledgeable about modern developments in data
processing to the extent of being able to see applications
of data processing in his work.
23. Plans effectively for the accomplishment of large-volume
work projects.
24. Follows through to make sure that work is on schedule.
25. Sets priorities effectively.
26. Is effective in thinking of new ideas and solutions.
27. Is reliable-you can depend on what he says.
28. Faces up to unpleasant problems and situations.
29. Gets along well with people from a variety of backgrounds.
30. Doesn't let personal antagonisms or "turf" conflicts get
in the way of program accomplishment.
31. Is good in "selling" his ideas and persuading people.
32. Is open-minded-listens to the ideas of others and is
willing to change his views.
33. Good at recognizing the key parts of complex problems-
doesn't get lost on minor points or overlook important
considerations.
34. When things go wrong, he works to fix them instead of
making excuses or trying to shift the blame.
35. Motivates people who work for him to want to do
their best.
36. Has an impressive presence and manner-commands
respect as a representative of the agency.
38. Is an effective speaker -both in formal addresses and in
question-and-answer sessions.
39. His writing is clA veffl c nReIease 1999/09 24:C I -RDP82-00357 000800 00020-
 Ap w thForiIJease 1999/09/24: CIA-RDP82-00357R000800200020-4
40. In adversary situations, is able to negotiate effectively
to reach an acceptable solution.
42. Has a realistic perception of his own strengths and
weaknesses.
43. Self-starting to influence events.
44. Performs well under stress and pressure.
45. Knows when to touch base with his superiors before
acting and keeps them informed.
46. Cooperative in situations when a decision has been
reached with which he did not agree.
HIGHLY
DESCRIPTIVE
QUITE
DESCRIPTIVE
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
NOT
DESCRIPTIVE
NOT
OBSERVED
N/A
OVERALL, HOW WOULD YOU EVALUATE THE APPLICANT'S POTENTIAL FOR ASSUMING EXECUTIVE./MANAGERIAL RESPONSIBILITIES IN
THE REASONABLY NEAR FUTURE?
HAS OUTSTANDING POTENTIAL
HAS VERY GOOD POTENTIAL
HAS GOOD POTENTIAL
POTENTIAL IS MARGINAL
NOT A POTENTIAL EXECUTIVE/MANAGER
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R000800
HIGHLY
DESCRIPTIVE
18. Perceives the point of view and sensitivities of others and
responds with understanding.
19. Recognizes the importance of staff development and
sees that his subordinates have appropriate developmental
opportunities.
20. Delegates appropriately-does not try to keep total control
over everything himself, but at the same time insures that
important matters are in competent hands.
21. Is knowledgeable about modern developments in data
processing to the extent of being able to see applications
of data processing in his work.
23. Plans effectively for the accomplishment of large-volume
work projects.
24. Follows through to make sure that work is on schedule.
25. Sets priorities effectively.
26. Is effective in thinking of new ideas and solutions.
27. Is reliable-you can depend on what he says.
28. Faces up to unpleasant problems and situations.
29. Gets along well with people from a variety of backgrounds.
30. Doesn't let personal antagonisms or "turf" conflicts get
in the way of program accomplishment.
32. Is open-minded-listens to the ideas of others and is
willing to change his views.
33. Good at recognizing the key parts of complex problems-
doesn't get lost on minor points or overlook important
considerations.
34. When things go wrong, he works to fix them instead of
making excuses or trying to shift the blame.
35. Motivates people who work for him to want to do
their best.
36. Has an impressive presence and manner-commands
respect as a representative of the agency.
38. Is an effective speaker-both in formal addresses and in
question-and-answer sessions.
QUITE
DESCRIPTIVE
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
200020-4
NOT
DESCRIPTIVE
MOT
IS EAVED
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4 PAGE 3
 Approved For Release 19
40. In adversary situations, is able to negotiate effectively
to reach an acceptable solution.
42. Has a realistic perception of his own strengths and
weaknesses.
43. Self-starting to influence events.
44. Performs well under stress and pressure.
45. Knows when to touch base with his superiors before
acting and keeps them informed.
46. Cooperative in situations when a decision has been
reached with which he did not agree.
109124
HIGHLY
DESCRIPTIVE
QUITE
DESCRIPTIVE
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
NOT
DESCRIPTIVE
NOT
OBSERVED
N/A
OVERALL, HOW WOULD YOU EVALUATE THE APPLICANT'S POTENTIAL FOR ASSUMING EXECUTIVE/MANAGERIAL RESPONSIBILITIES IN
THE REASONABLY NEAR FUTURE?
HAS OUTSTANDING POTENTIAL
HAS VERY GOOD POTENTIAL
HAS GOOD POTENTIAL
POTENTIAL IS MARGINAL
NOT A POTENTIAL EXECUTIVE/MANAGER
: CIA-RDP82-00357R000800200020-4
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4 PAGE 4
 EXECUTIVE/MANA'6EFilr2%N QrA5pj,g,Lse 1999/09/24: CIA-RDP82-00357R000800200020-4
NAVSO 12412/5 (12.74)
THE OBJECTIVE OF EXECUTIVE AND MANAGEMENT DEVELOPMENT IS TO PROVIDE AN OPPORTUNITY FOR SELECTED EMPLOYEES AT GRADE
GS-13/15 OR EQUIVALENT TO PREPARE FOR EXECUTIVE/MANAGERIAL RESPONSIBILITIES WITHIN THE DEPARTMENT OF NAVY.
THE PURPOSE OF THIS EVALUATION IS TO ASSESS THE POTENTIAL OF APPLICANTS TO BE EXECUTIVES/MANAGERS. YOUR EVALUATION, AS A
FIRST- OR SECOND-LINE SUPERVISOR OF AN APPLICANT, WILL BE USED ALONG WITH OTHER INFORMATION TO SELECT THE FINAL GROUP OF
PARTICIPANTS.
(1) APPLICANT'S NAME (LAST, FIRST, MI)
(2) APPLICANT'S SSN
(3) APPLICANT'S POSITION TITLE, SERIES AND GRADE
(4) AGENCY-BUREAU-DIVISION
(5) RATER'S NAME (LAST, FIRST, MI)
(6) RATER'S POSITION TITLE
(7) NO. MONTHS SUPERVISED APPLICANT
(8) DATE OF APPRAISAL
FIRST-LEVEL SUPERVISOR
OF APPLICANT
SECOND-LEVEL SUPERVISOR
OF APPLICANT
EVALUATE THE APPLICANT ON EACH OF THE LISTED CHARACTERISTICS AND THEN GIVE YOUR BEST OVERALL ASSESSMENT OF HIS' POTENTIAL FOR EXECUTIVE/
MANAGERIAL RESPONSIBILITIES. YOUR EVALUATIONS SHOULD REFLECT ONLY YOUR PERSONAL JUDGMENT, SO PLEASE DO NOT DISCUSS YOUR RATINGS WITH
OTHERS.
`MASCULINE PRONOUNS ARE USED IN THIS FORM SIMPLY TO AVOID REPETITION OF AWKWARD AND SPACE-CONSUMING LOCUTIONS. THEY IN NO WAY CONNOTE A
JUDGEMENT THAT PROSPECTIVE CANDIDATES SHOULD BE MALE.
PAGE 1 Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 OCMMINST 12412.2
Approved For Release 1999/09/24IN CIATRNDP82-00357R000800200020-4
FOLLOWING IS A LIST OF CHARACTERISTICS WHICH ARE RELATED TO SUCCESS IN SOME OR ALL MANAGERIAL POSITIONS. FROM YOUR OBSER-
VATION OF THE APPLICANT'S BEHAVIOR, DECIDE HOW WELL EACH STATEMENT DESCRIBES HIM AND PLACE A IN THE APPROPRIATE COLUMN.
IF YOU HAVE NOT HAD AN OPPORTUNITY TO OBSERVE THE APPLICANT ON A PARTICULAR CHARACTERISTIC, CHECK THE "NOT OBSERVED"
COLUMN. IF YOU FEEL THAT THE CHARACTERISTIC DOES NOT APPLY TO THE TARGET POSITION, CHECK THE "N/A" COLUMN.
HIGHLY
DESCRIPTIVE
1. Continuously seeks self-improvement through training,
education, and volunteering for more difficult tasks/
assignments.
2. Determines realistic EEO and other social objective needs
and establishes affirmative action programs.
3. Has a good understanding of the Federal personnel,
budget, and contract and procurement systems.
4. Is thoroughly informed about agency goals and operations,
and is knowledgeable about the internal agency organiza-
tion.
5. Understands how the work of other parts of the agency
impinges on the work of his particular unit and knows
when and with whom to coordinate.
6. Is fully abreast of developments in labor management
relations, and understands the role of unions and other
employee organizations in his agency.
7. Is both realistic and innovative in making long-range
program plans.
8. Recognizes when reorganization is desirable and is able
to devise organizational structures which meet current
needs.
9. Establishes and uses controls to make certain work is
proceeding properly.
10. Adjusts readily to changes in mission, policy, organization,
and personnel.
11. Works effectively with peers in task forces or in other
group settings.
12. Neither too pliant nor too rigid.
13. Makes quality decisions.
14. Makes decisions readily but not without making sure of
the facts.
15. Foresees problems and takes necessary action to prevent
their becoming critical.
QUITE
DESCRIPTIVE
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
NOT
DESCRIPTIVE
NOT
OBSERVED NIA
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4 PAGE 2
 ~gW 1dfi19r2Release 1999/09/24: CIA-RDP82-00357R000800200020-4
INSTRUCTIONS
POt L69MMNG IS A LIST Of CHARACTERISTICS WHICH ARE RELATED TO SUCCESS IN SOME OR ALL MANAGERIAL POSITIONS. FROM YOUR OBSER-
VAT1O11?Of TH9 A L#CANT'S BEHAVIOR, DECIDE HOW WELL EACH STATEMENT DESCRIBES HIM AND PLACE A / IN THE APPROPRIATE COLUMN.
I4 YOU HAVE WT HAD AN OPPORTUNITY TO OBSERVE THE APPLICANT ON A PARTICULAR CHARACTERISTIC, CHECK THE "NOT OBSERVED"
CO&.U PI. If YOU FEEL THAT THE CHARACTERISTIC DOES NOT APPLY TO THE TARGET POSITION, CHECK THE "N/A" COLUMN.
1. Continuously seeks self-improvement through training,
***cation, and volunteering for more difficult tasks/
aav *ments,
2. Determines realistic EEO and other social objective needs
a*d establishes affirmative action programs.
3. Has a good understanding of the Federal personnel,
bra e't, and contract and procurement systems.
A Is thoroughly informed about agency goals and operations,
seal is knowledgeable about the internal agency organiza-
tion.
5. Understands how the work of other parts of the agency
impinges on the work of his particular unit and knows
when and with whom to coordinate.
Is fully aireast of developments in labor management
reiations, and understands the role of unions and other
employee organizations in his agency.
7. Is both realistic and innovative in making long-range
program plans.
8. Recognizes when reorganization is desirable and is able
to devise organizational structures which meet current
needs.
9. Establishes and uses controls to make certain work is
proceeding properly.
10. Adjusts readily to changes in mission, policy, organization,
and personnel.
11. Works effectively with peers in task forces or in other
group settings.
12. Neither too pliant nor too rigid.
13. Makes quality decisions.
14. Makes decisions readily but not without making sure of
the facts.
15. Foresees problems and takes necessary action to prevent
their becoming critical.
HIGHLY
DESCRIPTIVE
QUITE I SOMEWHAT
DESCRIPTIVE DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
NOT NOT
DESCRIPTIVE OBSERVED
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R~~ qq12ggq p
EXECUTIVE/MANAGERIAL POTENTIAL APPRAISAL
NAVSO 12412/5 (12-74)
THE OBJECTIVE OF EXECUTIVE AND MANAGEMENT DEVELOPMENT IS TO PROVIDE AN OPPORTUNITY FOR SELECTED EMPLOYEES AT GRADE
GS-13/15 OR EQUIVALENT TO PREPARE FOR EXECUTIVE/MANAGERIAL RESPONSIBILITIES WITHIN THE DEPARTMENT OF NAVY.
THE PURPOSE OF THIS EVALUATION IS TO ASSESS THE POTENTIAL OF APPLICANTS TO BE EXECUTIVES/MANAGERS. YOUR EVALUATION, AS A
FIRST- OR SECOND-LINE SUPERVISOR OF AN APPLICANT, WILL BE USED ALONG WITH OTHER INFORMATION TO SELECT THE FINAL GROUP OF
PARTICIPANTS.
12) APPLICANT'S SSN
14) AGENCY-BUREAU-DIVISION
(6) RATER'S POSITION TITLE
FIRST-LEVEL SUPERVISOR SECOND-LEVEL SUPERVISOR
OF APPLICANT OF APPLICANT
EVALUATE THE APPLICANT ON EACH OF THE LISTED CHARACTERISTICS AND THEN GIVE YOUR BEST OVERALL ASSESSMENT OF HIS' POTENTIAL FOR EXECUTIVE/
MANAGERIAL RESPONSIBILITIES. YOUR EVALUATIONS SHOULD REFLECT ONLY YOUR PERSONAL JUDGMENT, SO PLEASE DO NOT DISCUSS YOUR RATINGS WITH
OTHERS.
BE N9f E7724rvGtA"R LTr82POOJ RVDwatf2uuLVWAYCONNOTEA
*MASCUL/A- RA R7F TiFo R@te DI \7
 Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
HIGHLY QUITE SOMEWHAT
DESCRIPTIVE DESCRIPTIVE DESCRIPTIVE
18. Perceives the point of view and sensitivities of others and
responds with understanding.
19. Recognizes the importance of staff development and
sees that his subordinates have appropriate developmental
opportunities.
20. Delegates appropriately-does not try to keep total control
over everything himself, but at the same time insures that
important matters are in competent hands.
21. Is knowledgeable about modern developments in data
processing to the extent of being able to see applications
of data processing in his work.
23. Plans effectively for the accomplishment of large-volume
work projects.
24. Follows through to make sure that work is on schedule.
25. Sets priorities effectively.
26. Is effective in thinking of new ideas and solutions.
27. Is reliable-you can depend on what he says.
28. Faces up to unpleasant problems and situations.
29. Gets along well with people from a variety of backgrounds.
30. Doesn't let personal antagonisms or "turf" conflicts get
in the way of program accomplishment.
31. Is good in "selling" his ideas and persuading people.
32. Is open-minded-listens to the ideas of others and is
willing to change his views.
33. Good at recognizing the key parts of complex problems-
doesn't get lost on minor points or overlook important
considerations.
34. When things go wrong, he works to fix them instead of
making excuses or trying to shift the blame.
35. Motivates people who work for him to want to do
their best.
36. Has an impressive presence and manner-commands
respect as a representative of the agency.
38. Is an effective speaker-both in formal addresses and in
question-and-answer sessions.
NOT
DESCRIPTIVE
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4 PAGE 3
 OCMMINST 12412.2
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
40. In adversary situations, is able to negotiate effectively
to reach an acceptable solution.
42. Has a realistic perception of his own strengths and
weaknesses.
43. Self-starting to influence events.
44. Performs well under stress and pressure.
45. Knows when to touch base with his superiors before
acting and keeps them informed.
46. Cooperative in situations when a decision has been
reached with which he did not agree.
HIGHLY
DESCRIPTIVE
QUITE
DESCRIPTIVE
SOMEWHAT
DESCRIPTIVE
ONLY
DESCRSLIGHTLY IPTIVE
NOT
DESCRIPTIVE
NOT
OBSERVED
MIA
OVERALL, HOW WOULD YOU EVALUATE THE APPLICANT'S POTENTIAL FOR ASSUMING EXECUTIVE/MANAGERIAL RESPONSIBILITIES IN
THE REASONABLY NEAR FUTURE?
HAS OUTSTANDING POTENTIAL
HAS VERY GOOD POTENTIAL
HAS GOOD POTENTIAL
POTENTIAL IS MARGINAL
NOT A POTENTIAL EXECUTIVE/MANAGER
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4 PAGE 4
 pIg1vO4F9r2ReIease 1999/09/24: CIA-RDP82-00357R000800200020-4
INSTRUCTIONS
FOLLOWING IS A LIST OF CHARACTERISTICS WHICH ARE RELATED TO SUCCESS IN SOME OR ALL MANAGERIAL POSITIONS. FROM YOUR OBSER-
VATION OF THE APPLICANT'S BEHAVIOR, DECIDE HOW WELL EACH STATEMENT DESCRIBES HIM AND PLACE A v' IN THE APPROPRIATE COLUMN.
IF YOU HAVE NOT HAD AN OPPORTUNITY TO OBSERVE THE APPLICANT ON A PARTICULAR CHARACTERISTIC, CHECK THE "NOT OBSERVED"
COLUMN. IF YOU FEEL THAT THE CHARACTERISTIC DOES NOT APPLY TO THE TARGET POSITION, CHECK THE "N/A" COLUMN.
1. Continuously seeks self-improvement through training,
education, and volunteering for more difficult tasks/
assignments.
2. Determines realistic EEO and other social objective needs
and establishes affirmative action programs.
3. Has a good understanding of the Federal personnel,
budget, and contract and procurement systems.
4. Is thoroughly informed about agency goals and operations,
and is knowledgeable about the internal agency organiza-
tion.
5. Understands how th. work of other parts of the agency
impinges on the work of his particular unit and knows
when and with whom to coordinate.
6. Is fully abreast of developments in labor management
relations, and understands the role of unions and other
employee organizations in his agency.
7. Is both realistic and innovative in making long-range
program plans.
8. Recognizes when reorganization is desirable and is able
to devise organizational structures which meet current
needs.
9. Establishes and uses controls to make certain work is
proceeding properly.
10. Adjusts readily to changes in mission, policy, organization,
and personnel.
11. Works effectively with peers in task forces or in other
group settings.
12. Neither too pliant nor too rigid.
13. Makes quality decisions.
14. Makes decisions readily but not without making sure of
the facts.
15. Foresees problems and takes necessary action to prevent
their becoming critical.
HIGHLY
DESCRIPTIVE
QUITE
DESCRIPTIVE
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
NOT
DESCRIPTIVE
NOT
OBSERVED
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357R WQWQQQ?Q-4
EXECUTIVE/MANAGERIAL POTENTIAL APPRAISAL
NAVSO 12412/5 (12.74)
THE OBJECTIVE OF EXECUTIVE AND MANAGEMENT DEVELOPMENT IS TO PROVIDE AN OPPORTUNITY FOR SELECTED EMPLOYEES AT GRADE
GS-13/15 OR EQUIVALENT TO PREPARE FOR EXECUTIVE/MANAGERIAL RESPONSIBILITIES WITHIN THE DEPARTMENT OF NAVY.
THE PURPOSE OF THIS EVALUATION IS TO ASSESS THE POTENTIAL OF APPLICANTS TO BE EXECUTIVES/MANAGERS. YOUR EVALUATION, AS A
FIRST- OR SECOND-LINE SUPERVISOR OF AN APPLICANT, WILL BE USED ALONG WITH OTHER INFORMATION TO SELECT THE FINAL GROUP OF
PARTICIPANTS.
FIRST-LEVEL SUPERVISOR I SECOND-LEVEL SUPERVISOR
OF APPLICANT I OF APPLICANT
EVALUATE THE APPLICANT ON EACH OF THE LISTED CHARACTERISTICS AND THEN GIVE YOUR BEST OVERALL ASSESSMENT OF HIS' POTENTIAL FOR EXECUTIVE/
MANAGERIAL RESPONSIBILITIES. YOUR EVALUATIONS SHOULD REFLECT ONLY YOUR PERSONAL JUDGMENT, SO PLEASE DO NOT DISCUSS YOUR RATINGS WITH
OTHERS.
Y CONNOTE
*MASC ME,9TYHITPPROOSP EFpT1%%A WLDW 9/L~F/ -'CPAA1'[LJr sMrSVIqObVtVVLV6V20- A
 App? eldiForiR Jease 1999/09/24: CIA-RDP82-00357R000800200020-4
40. In adversary situations, is able to negotiate effectively
to reach an acceptable solution.
42. Has a realistic perception of his own strengths and
weaknesses.
43. Self-starting to influence events.
44. Performs well under stress and pressure.
45. Knows when to touch base with his superiors before
acting and keeps them informed.
46. Cooperative in situations when a decision has been
reached with which he did not agree.
HIGHLY
DESCRIPTIVE
QUITE
DESCRIPTIVE
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
NOT
DESCRIPTIVE
NOT
OBSERVED
N/A
OVERALL, HOW WOULD YOU EVALUATE THE APPLICANT'S POTENTIAL FOR ASSUMING EXECUTIVE/MANAGERIAL RESPONSIBILITIES IN
THE REASONABLY NEAR FUTURE?
HAS OUTSTANDING POTENTIAL
HAS VERY GOOD POTENTIAL
HAS GOOD POTENTIAL
POTENTIAL IS MARGINAL
NOT A POTENTIAL EXECUTIVE/MANAGER
RATER'S SIGNATURE DATE
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-0035a 99 09? pp20-4
HIGHLY QUITE
DESCRIPTIVE DESCRIPTIVE
18. Perceives the point of view and sensitivities of others and
responds with understanding.
19. Recognizes the importance of staff development and
sees that his subordinates have appropriate developmental
opportunities.
20. Delegates appropriately-does not try to keep total control
over everything himself, but at the same time insures that
important matters are in competent hands.
21. Is knowledgeable about modern developments in data
processing to the extent of being able to see applications
of data processing in his work.
23. Plans effectively for the accomplishment of large-volume
work projects.
24. Follows through to make sure that work is on schedule.
25. Sets priorities effectively.
26. Is effective in thinking of new ideas and solutions.
27. Is reliable-you can depend on what he says.
28. Faces up to unpleasant problems and situations.
29. Gets along wellwith people from a variety of backgrounds.
30. Doesn't let personal antagonisms or "turf" conflicts get
in the way of program accomplishment.
32. Is open-minded-listens to the ideas of others and is
willing to change his views.
33. Good at recognizing the key parts of complex problems-
doesn't get lost on minor points or overlook important
considerations.
34. When things go wrong, he works to fix them instead of
making excuses or trying to shift the blame.
35. Motivates people who work for him to want to do
their best.
36. Has an impressive presence and manner-commands
respect as a representative of the agency.
38. Is an effective speaker-both in formal addresses and in
question-and-answer sessions.
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
NOT
DESCRIPTIVE
39. His writing iAipp gRe4ease 1 ~99/09/24: CIA-~ DP82-00357R0 080020
NOT
OBSERVED
0020-4
 AgqMo FQfllIqease 1999/09/24: CIA-RDP82-00357R000800200020-4
40. In adversary situations, is able to negotiate effectively
to reach an acceptable solution.
41. Has a high level of energy.
42. Has a realistic perception of his own strengths and
weaknesses.
43. Self-starting to influence events.
44. Performs well under stress and pressure.
45. Knows when to touch base with his superiors before
acting and keeps them informed.
46. Cooperative in situations when a decision has been
reached with which he did not agree.
HIGHLY
DESCRIPTIVE
QUITE
DESCRIPTIVE
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
NOT
DESCRIPTIVE
NOT
OBSERVED
N/A
OVERALL, HOW WOULD YOU EVALUATE THE APPLICANT'S POTENTIAL FOR ASSUMING EXECUTIVE/MANAGERIAL RESPONSIBILITIES IN
THE REASONABLY NEAR FUTURE?
HAS OUTSTANDING POTENTIAL
HAS VERY GOOD POTENTIAL
HAS GOOD POTENTIAL
POTENTIAL IS MARGINAL
NOT A POTENTIAL EXECUTIVE/MANAGER
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-0035T q?.901QQ2p-4
18. Perceives the point of view and sensitivities of others and
responds with understanding.
19. Recognizes the importance of staff development and
sees that his subordinates have appropriate developmental
opportunities.
'20. Delegates appropriately-does not try to keep total control
over everything himself, but at the same time insures that
important matters are in competent hands.
21. Is knowledgeable about modern developments in data
processing to the extent of being able to see applications
of data processing in his work.
23. Plans effectively for the accomplishment of large-volume
work projects.
24. Follows through to make sure that work is on schedule.
25. Sets priorities effectively.
26. Is effective in thinking of new ideas and solutions.
27. Is reliable-you can depend on what he says.
28. Faces up to unpleasant problems and situations.
29. Gets along well with people from a variety of backgrounds.
30. Doesn't let personal antagonisms or "turf" conflicts get
in the way of program accomplishment.
32. Is open-minded-listens to the ideas of others and is
willing to change his views.
33. Good at recognizing the key parts of complex problems-
doesn't get lost on minor points or overlook important
considerations.
34. When things go wrong, he works to fix them instead of
making excusesor trying to shift the blame.
35. Motivates people who work for him to want to do
their best.
36. Has an impressive presence and manner-commands
respect as a representative of the agency.
38. Is an effective speaker-both in formal addresses and in
question-and-answer sessions.
39. His writing iA roved Fors e4ease 1
SOMEWHAT
DESCRIPTIVE
ONLY
SLIGHTLY
DESCRIPTIVE
NOT
DESCRIPTIVE
DP82-00357R000800200020-4
 K rgq4F,?r2ReIease 1999/09/24: CIA-RDP82-00357R000800200020-4
INSTRUCTIONS
FOLLOWING IS A LIST OF CHARACTERISTICS WHICH ARE RELATED TO SIJCCESS IN SOME OR ALL MANAGERIAL POSITIONS. FROM YOUR OBSER-
VATION OF THE APPLICANT'S BEHAVIOR, DECIDE HOW WELL EACH STATEMENT DESCRIBES HIM AND PLACE A / IN THE APPROPRIATE COLUMN.
IF YOU HAVE NOT HAD AN OPPORTUNITY TO OBSERVE THE APPLICANT ON A PARTICULAR CHARACTERISTIC, CHECK THE "NOT OBSERVED"
COLUMN. IF YOU FEEL THAT THE CHARACTERISTIC DOES NOT APPLY TO THE TARGET POSITION, CHECK THE "N/A" COLUMN.
1. Continuously seeks self-improvement through training,
education, and volunteering for more difficult tasks/
assignments.
2. Determines realistic EEO and other social objective needs
and establishes affirmative action programs.
3. Has a good understanding of the Federal personnel,
budget, and contract and procurement systems.
4. Is thoroughly informed about agency goals and operations,
and is knowledgeable about the internal agency organiza-
tion.
5. Understands how the work of other parts of the agency
impinges on the work of his particular unit and knows
when and with whom to coordinate.
6. Is fully abreast of developments in labor management
relations, and understands the role of unions and other
employee organizations in his agency.
7. Is both realistic and innovative in making long-range
program plans.
8. Recognizes when reorganization is desirable and is able
to devise organizational structures which meet current
needs.
9. Establishes and uses controls to make certain work is
proceeding properly.
10. Adjusts readily to changes in mission, policy, organization,
and personnel.
11. Works effectively with peers in task forces or in other
group settings.
12. Neither too pliant nor too rigid.
13. Makes quality decisions.
14. Makes decisions readily but not without making sure of
the facts.
15. Foresees problems and takes necessary action to prevent
their becoming critical.
HIGHLY
DESCRIPTIVE
QUITE
DESCRIPTIVE
SOMEWHAT
DESCRIPTIVE
ONLY
DESCSLIGHTLYRIPTIVE
NOT
DESCRIPTIVE
NOT
OBSERVED
N/A
Approved For Release 1999/09/24: CIA-RDP82-00357R000800200020-4
 Approved For Release 1999/09/24: CIA-RDP82-00357E 9 g92pp2024
EXECUTIVE/MANAGERIAL POTENTIAL APPRAISAL
NAVSO 12412/5 (12-74)
THE OBJECTIVE OF EXECUTIVE AND MANAGEMENT DEVELOPMENT IS TO PROVIDE AN OPPORTUNITY FOR SELECTED EMPLOYEES AT GRADE
GS-13/15 OR EQUIVALENT TO PREPARE FOR EXECUTIVE/MANAGERIAL RESPONSIBILITIES WITHIN THE DEPARTMENT OF NAVY.
THE PURPOSE OF THIS EVALUATION IS TO ASSESS THE POTENTIAL OF APPLICANTS TO BE EXECUTIVES/MANAGERS. YOUR EVALUATION, AS A
FIRST- OR SECOND-LINE SUPERVISOR OF AN APPLICANT, WILL BE USED ALONG WITH OTHER INFORMATION TO SELECT THE FINAL GROUP OF
PARTICIPANTS.
FIRST-LEVEL SUPERVISOR
OF APPLICANT
SECOND-LEVEL SUPERVISOR
OF APPLICANT
EVALUATE THE APPLICANT ON EACH OF THELISTED CHARACTERISTICS AND THEN GIVE YOUR BEST OVERALL ASSESSMENT OF HIS' POTENTIAL FOR EXECUTIVE/
MANAGERIAL RESPONSIBILITIES. YOUR EVALUATIONS SHOULD REFLECT ONLY YOUR PERSONAL JUDGMENT, SO PLEASE DO NOT DISCUSS YOUR RATINGS WITH
OTHERS.
f1
OSP CAND ~ aLD B E. ?~7 ~~F N ZI I/`1-Rr 2-T V JJ / RV V V o~0 0 VV LV -~F ONNOTE A
A PR
`~UDGEMEN