MEMORANDUM FOR:(Sanitized)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP84-00780R000600250028-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 33
• Document Creation Date: December 15, 2016
• Document Release Date: August 18, 2003
• Sequence Number: 28
• Publication Date: April 20, 1964
• Content Type: MF

-G i S T R
4
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F I L E , - -'
2 0 APR W14
Roy:
I attended tie first running of the proV:amn for re-
orientation for supervisors on 10 April and have little to offer in the way A
substantive suggestions for improvement. I think the subject was well covered,
and I have no suggestion for ade4ticns.
I have hear3 a nwnber of su stit that sam
set the st for the session at an oarly point in the presentations. This nay
be a slid point for those who are riot well aware cf the purposes
before they arrive.
Whoever ht s the upat on the present timetable for
11:10 to 11:45 would, I believe, have a better audi nce if a break is eater its `red
ession and the one which it follows. There were a few glee ty and
many restless persons among t ho e.
I was impressed with the heel session and have 1 eard
many favorable comments; some ai st ng that the time allotted the pas=1 be
increased substantially. I do not agree with these suggestions. I think tl-a
panel was a hilt in the progra:.n; but, I believe, naxtt nci effective tir=h3
was allotted to it; more time prtly would result in facetioxsc or silly xalze;e -
tions. Two suestions in the panel session which I hope never come to I as >
are: (a) a supervisor' a handbook, and (b) a cihaage in the fitness reports about
every four years.
I believe that voil &upervisors be%Ofit greatly freait
a session such as this . Many of them heard for the first time the poilicie,
principles, and attitudes of senior Agency o fichti.3 which, I susiect, are not
always the same as those which. they tear daily fr in their own supervise.-s.
I believe that sesdtons like this where the duties a is
ell as the authorities and responsibilities of the s rvisors are stressed do
ce his job than the detailed do's and don't's in regulations,
handbooks, etc., wbich I believe ttmd to grater down the authority and fun :tion
of the sx rvisor.
EO-DD/S:VRT:nft (17 Apr 64)
Distribution:
Orig -,Adse
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id not stay .tot the unit. briefing
wry bad pvL iy at-tended it. the tine tb
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8. We believe
1". WW, therefore,
/4i
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L D I N G
REMARKS:
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or Release
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WHICH MAY BE USED.
 / 64`20
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D ~ - , . S R F C T S T R I
7 April 1964
MEMORANDUM FOR: (See below)
As you know, the first running of the Supervisory
gram will be in the auditorium on Friday. 10 April
to the schedule for t day's prograa
remely anxious to critique and evaluate
this first presentation so that we can decide what changes will be destrale
for subsequent presentations to the remialader of the Agency's supervisor a .
hil, this first presentation is for I)0/S aupervisora. I should sppr'ectatf,
your designating three people to attend the entire presentation and to ad-
vise you and the Director of Training as noon t red1ter as possible of
any changes they recommend for subsequent presentations. I hope that
you will designate senior personnel whose judgment would be valuable to
all of us to attempting to make this important and time-consuming course
as valuable as possible to all of our supervisors.
I should very mud
can work with them In the total evaluation of
L. K. White
Dstmty Director
for Support
DD/S :LKW :jrf
Distribution:
0 DD/I w/att
1 - DD/P w/att
1 - A-DD/S&T w/att
e t' - 4PPt8v to F; te/e ase 2003/09/04
1 - DD/S chrono
CrztE T
downgrading and
derlxsilcatw
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 SECRET ~j
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R: (See below)
Y 8?
7 April 196:
As you know, the first running of the Supervisory
Responsibilities Program will be In the auditorium on Friday. 10 April
1964. 1 attach hereto the schedule for the day's program.
We are extremely anxious to critique and evaluate
this first presentation so that we can decide what changes will be desirable
for subsequent presentations to the remainder of the Agency's supervisors.
While this first presentation is for DD/S supervisors, t should appreciatu
your designating someone to attend the entire presentation and to advise
you and the Director of Training as soon thereafter as possible of any
changes he recommends for subsequent presentations. I hope that you
will designate a senior person whose judgment would be valuable to all of
us in attempting to make this important and time-consuming. course as
valuable as possible to all of our supervisors.
l should very much apprecia giving
of your representative to extension before 10 April
so that we can work with him in the total evaluation ,ram.
L. K. White
Deputy Director
for Support
Att
DD/S:LKW:jrf
Distribution:
0 - OGC w/att
1 - IG
i'- DD/S subject w/att SECRET
1 - DD/S chrono
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0900
-0915
0915
Deputy
Via:
'tor
,0
- 311#5
ur
pane-t
(cam by utiv.
Oawtmuor
- Pixector Of
rtori
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 DD/ 64'9.059
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DD BEG i 3 T A Y
7 k
RANDUM FOR: Director of Ce ,municatl n.
of Finance
SUBJECT
a you know, the first running of the course for allat
ed on Friday, 10 April 19", in the auditorium.
2, It will be necessary for us to evaluate this presentation very
fully in order to determine what changes are desirables for successive l '-
se ntations for other DD/S supervisors and also to determine whether thit or
reindactrination course would be more appropriate
for the remainder of the supervisors in the Agency .
3. We will look to the DD/S Moe Heads to
Training not later than 20 April 1964 with a summary critique represent ti
the views of the supervisors from their respective components. We are in-
terested in any constructive comments you may have to offer. As a minimum,
however, they should include the reaction of your supervisors as to whetlier
of the course should be expanded, reduced, or changed in vonie
Is the course too long or too short? If either, what sugesticyns
u have for fees in the schedule? What was the general reaction
your supervisors to this presentation? Did they find It merely
tremely useful, or was it a waster of time? Was it worth the time and effort taken
ent and to attend? Was there a pattern of reaction among your sup
For example, was there a general reaction that could be attributed to
senior supervisors as opposed to junior supervisors!
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flET
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4. 1 leave entirely to your discretlvn what Internal procedures you
thin your office to ensure that your Individual supex7mrs
tation; in such a way as to enable you to Comply with
L. K. White
DD/S:LKW:fp
Distribution:
O D/CO
1 .. ea following adse
1 ., DD/S chrono
DD/S subject
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SECRET
 Approved
F
Approved
g%l ft% 41P
I DP - oul
TO: O/j/S
ROOM NO. BUILDING
REMARKS:
FROM:
O
FFxxer;1T)ir
.
RO0 O
orelease 4a0t104 : CIA-RDP81
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1FES55 241
REPLACES FORM 36 8
WHICH MAY BE USED.
 Approved For Release 2003/ A-RDP84-00780R=?'60a45Q2X2611
MEMORANDUM FOR: Mr. Kirkpatrick
7 April 1964
F I L E -lux"
r r /
We are delighted that the Director has agreed
to open our Supervisory Responsibilities Program on Friday.
I hope that you will live up to your personal
promise to sit through the entire day and suggest that, in addition, you
might like to have one other senior officer also attend, possibly some-
one from John Clarke's office. I have invited non-DD/S observers as
follows: DD/P--3; DD/S&T--3; DD/I--3; IG--1; and OGC--1. Based
upon their critiques, as well as our own, we can then decide what
changes, if any, are desirable for subsequent presentations.
Incidentally, the schedule has changed slightly
from the one I gave you a few days ago. A copy of the updated and,
I hope, final version is attached.
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Excluded from antamat c
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 Approved For Release 2003/09/04: CIA-RDP84-00780R000600250028
Reorientation for Supervisors
April 10, 1964
Auditorium
0900
0915
Director of Central Intelligence
0915
- 1000
Deputy Director for Support
1000
- 1020
Break
1020
- 1110
Chief, Medical Staff
1710
- 1145
Director of Finance
1145
- 1300
Lunch
1300
- 1400
Security Staff Officer
1'x00
- 1450
Director of Personnel.
1450
- 1510
Break
1510
- 1615
Panel
(Chaired by Executive Director
Comptroller
Yambers - Director of Security,
Director of Personnel, Director
of Finance, Chief, Mad.ical Staff)
XERO XERO 'XERO
COFY ~ COPy
'+S COPY (\
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Ilu
Im,
D D I S R E G I S T R%
F I L E'-
DD/S A
t ff,, Oifim
O.-DD/S : MRW : jbb (7 Apr 64 )
Distribution:
0&1-Mse
1 - DDS chrono
= DDS subject
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 ^ UNCLASS I Fft roved r R61UNK 2003/09/04: CIA-RDF S -Ot KWW0028-1 SECRET
USE ONLY
ROUTING AND RECORD SHEET
Supervisory Responsibilities Pr Wram
Deputy Director for Support
TO: (Officer designation, room number, and
building)
1 Executive Director-
Comptroller 7059
OFFICER'S
INITIALS
3 APR 1964
COMMENTS (Number each comment to show from w am
to whom. Draw a line across column after each comm nt.)
Kirk:
I am attaching a c?apy of the
Supervisory Responsit 111ties Frog an
for 10 April 1964 as w=3l1 as a sub es
ted speech.
I an sure you reef ilze that the re
is ago" deal of skeeptcism, eves
cyn4.cism, about this Program, wl at
it is likely to accomplish, etc.
I therefore believe than it is fttpo: -
tant for either the Director or De},uty
Director personally to kick it off.
Since General Carterrill not rett rn
until 9 April, I hope *, can persu ide
Mr. McCone to do this for us.
I repeat, I think that it is extreme ty
important that either te or Caner it
Caner open the Progrz m .
2 Atts.
13.
14.
15.
Dr)/S:LKW:sbo
Distribution :
0 Adse w/0&2cc of atts.
1 - DD/S chrono
?i - DD/S subject w/cc of alts.
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FORM 610 USE EDITIO S ? SECRET ^ CONFIDENTIAL ^ USE E
3~-62 ONLY ^ LdNCLASSIFIED
 Approved For Release 2003/09/04: CIA-RDP84-0078OR000600250028-1
SUPBRVIS3RY RE' )Pod, k1L1TIEs PROGRAM
10 April 1964
0915-1000
1000-1050
1050-1110
130-1200
1200-W00
1300-1330
1330-1415
1415-1430
1430-1600
Director of Ceitttal Intelligence or
3)eputy Director of Central Intelligence
Deputy Dir'sctor for Support
Director of Personnel
Break
Director of Security
Lunch
Director of Fiance
Chief, Mecical Staff - -
Pa el - C hairwi by Executive Director
Members: Director of Pere nnel, Director of
eca city. Director of Fiance, and Chief,
Medical staff
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 Approved For Release 2003/0910U'n4IA-RDP84-00780R000600250028-1
Ladles and Gentlemen: You have been asked to come here this
morning because I have directed that all supervisory personnel be
reindoctrinated in and reminded of the broad scope of their responsi-
bilities as supervisors in the CIA.
Several weeks ago I directed that a program be developed which
would: (1) bring to our supervisors at all levels an increased aware-
ness of their responsibilities beyond that of work accomplishment;
(2) impress upon them the danger of failing to meet their responsibilities;
and (3) help to insure understanding of Agency policies, authorities, and
facilities pertinent to the execution of these responsibilities.
In these next six or seven hours there will be a aeries of presentat ons
especially designed to acquaint you with those somewhat less obvious ateas
of your responsibilities. Because we are an organization of many special-
ists it is very often difficult for us as supervisors to fully appreciate
those aspects of our responsibilities which lit outside the technical
requirements and specialization of our daily work. By this I m
the area specialists, the case officers, the linguists, the economists,
and the scientists tend to devote their energies and interests to the basic
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 Approved For Release 2003/09/ ': tit 1RDP84-0078OR000600250028-1
requirements of the work itself. Some of the other responsibilities of
supervisors, such as the most efZective utilisation, training, and
development of personnel., the maintenance of security; the proper
handling of funds; the maintenance of suitable standards of fitness and
conduct, often seem to be only vaguely in the conscious concern of some
supervisors and further they seem to think that theme can all be left to
staff elements or support offices such as Personnel, Training, Security,
the Medical Staff, and so on. It t.s true that these offices are competem
and prepared to render many services, but its also true that all of these
factors are part of the responsibilities of each supervisor.
This program and this emphasis today does not represent any chaise
or anything new in the way of polciees or responsibilities. Indeed, the
same principles of conduct and responsibility have been stated many this.=es
and in many ways. Our official directives, hantdlks, notices, etc . ,
have treated all of theme considerations in careful detail. Nonetheless,
we are all aware that there have been and a tinue to be too many casee
where waste and serious difficulties have arisen directly attributable tc
irresponsible supervision or at least inattention to supervisory responithtlittes .
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For example, it recurringly comes to my attention that from time to t
the personal conduct or job performance of an employee is so deficient
that it is at least highly question:eble whether he is suitable for continued
employment in CIA. In few instances is the deficiency or transgression
a spontaneous or isolated affair; rather, investigation usually discloser
a lengthy process of deterioration in performance and/or moral fiber.
Far too frequently there is evidence that supervisors at all levels have
not taken reasonable corrective action to guide, criticize, and discipline.
In some instances most serious defects have been quietly tolerated or
even concealed for misguided reasons of compassion or friendship with
inadequate regard for the vital interest of the Agency and the Oovernmetnt.
Agency regulations and procedures for the official investigation and
handling of these matters, if complied with, should attaure discreet,
equitable, and effective solutions to any questions of employee suitability
that may arise.
As many of you know, I have been most impressed with and have
taken great pride in the professional competence of this agency. Before
Congressional committees and other appropriate audiences I have many
times taken the opportunity to cite figures and incidents which describe
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the professional training, kill, and accomplishments of our personnel .
Now it is my desire that we do everything possible to achieve comparable
excellence in our supervisory and managerial abilities. The fact that pie
have outstanding personnel assets and an impressive history of accom
plishment places on us even greater responsibilities as supervisors.
Not only must we continua to live up to our past record; we must expec,
and be prepared for greater challenges. We cannot expect more persaamnel
or more funds to meet new demands. The burden rests heavily then on
the supervisors to promote new growth and new levels of competence
through improved organizational and personal excellence. We must,
therefore, be relentless in our efforts to achieve the highest standards
of ability and behavior. We must also demand the most responsible,
the most effective supervision. We must make more use of our ability
to discharge from the Agency the incompetent, the irresponsible, the
morally deficient and any others who weaken our ability or endanger
our security. If our mechanisms!. policies, and procedures are inadesptate
to your tasks, it is your responsibility to help find better methods and
approaches. There can be no compromise of integrity, fairness, or
justice in our dealings with either our personnel or our public trust.
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iq-
CC
oAET
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These are some of the reasons why I have directed that all
supervisors from the Deputy Directors on down through all levels of
supervision be brought together to have impressed on them a greater
awareness of their total responsibility, keener appreciation of the
necessity for meeting these responsibilities, and an increased under-
standing of the capabilities within the Agency that are available for your
assistance. I want to stress a few simple principles which will be
repeated and elaborated on in the oncoming discussions. The first
principle I want to stress is that we must at all levels think in terms
of the Agency's mission--the Agency's goal-'and that we must subordinate
our personal and compartmental pride and prejudices to the greater taus
of the Agency. Our actions must be dictated by the best interests of the
Agency. We cannot tolerate delays, wastes, or conflicts based on
parochialism, "empire building", or any other form of subjectivity or
pettiness. A second principle that I wish to stress is that all supervisory
tasks and responsibilities must be faced up to no matter how unpleasant
they might be. To evade, avoid, or cover up potential conflict can anly
undermine the whole organization. The third point that I want to impress
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EE
SEC
 Approved For Release 2003/ A-RDP84-0078OR000600250028-1
deeply is that the burden of professional and personal excellence of our
entire organization rests heavily on your shoulders and that you must be
continuously aware of the fact that you are at all times, by both comml
lion and omission, setting examples and training your subordinates.
Our growth from here on must be in the form of higher standards.
improved skills, and greater competence. We must, therefore, demd
more responsible, more able, supervision.
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D D / S REGISTRY',:
F I L #
Roy:
Broyhill
I have sent copies of the attached
speech to Emmett Echols, John Tiet,jen,
Bob Fuchs, and Bob Bannerman and have
requested any suggestions that they care
to offer. I should very much appreciate
your constructive criticism as moon as
possible. I must put this to bad and get
on with some other work pretty soon.
LK'N
3 APR 1964
Deputy Director for Support
7D26 HQ
0
DD/S:LKW:jrf
Distribution:
0,.- Adse w/cy of DD/S speech to Supervisors Course
vi - DD/S subject
1 - DD/S chrono
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 Approved For Release 2003/09/04: CIA-RDP84-00780R000600250028-1
ST
AT
SPA-DD/S
7D02 HQ
This is probably not the final version,
but it is pretty close to what I propose to
say at the Supervisors Course. I should
appreciate your reading it and giving me
your candid suggestions for improvement
or change as soon as possible.
LKW
STAT
3 APR 1964
Deputy Director for Support
7D26 HQ 0
DD/S:LKW:jrf
Distribution:
0 - ea, to SPA-DD/S, SSA-DD/S, EO-DD/S w/cy of DD/S speech
,.,to Supervisors Course
- DD/S subject
1 - DD/S chrono
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 Approved For Release 2003/09/04: CIA-RDP84-0078OR000600250028-1
Director of Personnel
5E56 HQ
Eck:
While the attached speech is probably
not the final version of what I propose to
say at the Supervisors Course, it is
probably pretty close. I thought that it
might be helpful to you and others to try
to make sure that we have an integr >ted
presentation, and I should appreciate any
suggestions or comments you may have.
Please get them to me as soon as possible.
LICW
3 APR 196L
Deputy Director for Support
AT
7D26 HQ
DD/S:LKW : jrf
Distribution :
0 ea. to D/Pers, D/S, C/MS, D/F w/cy of DD/S speech
to Supervisors Course
d- DD/S subject
1 - DD/S chrono
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 oved aI as9 O ?ki tQW8~+06~&0RAtAQ@00250
App
App
UNCLASSIFIED CONFIDENTIAL SECRET
CENTRAL INTELLIGENCE AGENCY
OFFICIAL ROUTING SLIP
TO
NAME AND ADDRESS
DATE
INITIALS
2
3
,,
4
5
6
ACTION
DIRECT REPLY
PREPARE REPLY
APPROVAL
DISPATCH
RECOMMENDATION
COMMENT
FILE
RETURN
CONCURRENCE
INFORMATION
SIGNATURE
Remarks :
FOLD HERE TO RETURN TO SENDER
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DATE
CONF IA
FORM 650. 237 Use previous editions (40)
rt U. S. GOVERNMENT PRINTING OFFICE: 1961 0-587282
82
 Approved For Release 2003/09/04; CIA-RDP84-0078OR000600250028-1
DRAFT
1 April 1964
Ladies and Gentlemen: You have been asked to come here this morning
because I have directed that all supervisory personnel be reindoctrinited
in and reminded of the broad scope of their responsibilities as supervisors
in the CIA.
Several weeks ago I directed
% ulyd: (1) bring to our supervisors
at all levels an Increased awareness of their responsibilities beyond that
of work accomplishment; (2) Impress upon them the danger of failing to meet
these responsibilities; and (3) help to insure understanding of agency
policies, authorities, and facilities pertinent to the execution of these
responsibilities.
in these next six or seven hours there will be a series of presentations
especially designed to acquaint you with those somewhat less obvious areas
of your responsibilities. Because we are an organization of many specialists
it Is very often difficult for us as supervisors to fully appreciate those
aspects of our responsibilities which lie outside of the technical require-
Approved For Release 2003/09/04,1-RDP84-00780R000600?50028-
 Approved For Release 2003/09/04: CIA-RDP84-0078OR000600250028-1
ments and specialization of our daily work. By this I mean that the
area-specialists, the case officers, the linguists, the economists,
and the scientists tend to devote their energies and Interests to the
basic requirements of the work itself. Some of the other responsibilities
of supervisors, such as the most effective utilization, training, and
.development of personnel; the maintenance of security; the proper handling
of funds; the maintenance of suitable standards of fitness and conduct,
often seem to be only vaguely in the conscious concern of some supervisors
and furtherAthat these can all be left to staff elements or support offices
such as Personnel, Training, Security, Medical Staff, and so on. It is
true that these offices are competent and prepared to render many services,
but It's also true that all of these factors are part of the responsibilities
of each supervisor. This program and this emphasis today does not represent
any change or anything new in the way of policies or responsibilities.
Indeed the same principles of conduct and responsibility have been stated
ice'
many times andJ\many ways. Our official directives, handbooks, notices, etc.
Approved For Release 2003/09/04: CIA-RDP84-00780R000600250028-1
.- x , s
 Approved For Release 2003/09/04: CIA-RDP84-0078OR000600250028-1
-3-
have treated all of these considerations in careful detail. None-
theless, we are all aware that there have been and continue to be too
many cases where waste and serious difficulties have arisen directly
attributable to Irresponsible supervision or at least Inattention to
supervisory responsibilities. For example, it recurringly comes to my
attention that from time to time the personal conduct or Job performance
of an employee is so deficient that It is at least highly questionable
whether he is suitable for continued employment in CIA. In few instances
is the deficiency or transgression a spontaneous or Isolated affair; rather,
investigation usually discloses a lengthy process of deterioration ire
performance and/or moral fiber. Far too frequently there is evidence that
supervisors at all levels have not taken reasonable corrective action to
guide, criticize, and discipline. In some Instances most serious defects
have been quietly tolerated or even concealed for misguided reasons of
compassion or friendship with inadequate regard for the vital interest of
the Agency and the Government.
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 Approved For Release 2003/09/04: CIA-RDP84-0078OR000600250028-1
-14-
Agency regulations and procedures for the official investigation
and handling of these matters, if complied with, should assure discreet,
equitable, and effective solution to any questions of employee suitability
that may arise.
As many of you know, I have been most impressed with and have taken
great pride in the professional competence of this agency. Before Con-
gressional Committees and other appropriate audiences I haveAmany timos
taken the opportunity to cite figures and incidents which describe the
professional training, skill, and accomplishments of our personnel. Now
it is my desire that we do everything possible to achieve comparable excellence
in our supervisory and managerial abilities. The fact that we have outstanding
personnel assets and an impressive history of accomplishment places on us
even greater responsibilities as supervisors. Not only must we continue
to live up to our past record; we must expect and be prepared for greater
challenges. We cannot expect more personnel nor more funds to meet new
demands. The burden rests heavily then on the supervisors to promote new
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growth and new levels of competence through improved organizational
and personal excellence. We must, therefore, be relentless in our efforts
to achieve the highest standards of ability and behavior. We must also
demand the most responsible, the most effective supervision. We must
make more use of our ability to discharge from the agency the incompetent,
the irresponsible, the morally deficient and any others who weaken our
ability or endanger our security. If our mechanism- policies and pro-
cedures are inadequate to your tasks, it is your responsibility to help
find better methods and approaches. There can be no compromise of Integrity,
fairness, or justice in our dealings with either our personnel or our public
trust.
These are some of the reasons why I have directed that all supervisors
from the deputy directors on down through all levels of supervision be
brought together to have impressed on them a greater awareness of their
total responsibility, keener appreciation of the necessity for meeting
these responsibilities, and an increased understanding of the capabilities
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within the agency that are available for your assistance. I want to
stress a few simple principles which will be repeated and elaborated on
In the oncoming discussions. The first principle I want to stress is that
we must at all levels think in terms of the agency's mission -- the agency's
goal -- and that we must subordinate our personal and compartmental pride
and prejudices to the greater tasks of the agency. Our actions must be
dictated by the best interests of the agency. We cannot tolerate delays,
wastes or conflicts based on parochialism, "empire building" nor any other
form of subjectivity or pettiness. A second principle that I wish to stress
is that all supervisory tasks and responsibilities must be faced up to no
matter how unpleasant they may be. To evade, avoid, or cover up potential
conflict can only undermine the whole organization. The third point that
I want to Impress deeply is that the burden of professional and personal
excellence of our entire organization rests heavily on your shoulders and
that you must be continuously aware of the fact that you are at all times,
by both commission and omission, setting examples and training your subordinates.
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Our growth from here on must be in the form of higher standards,
improved skills, and greater competence. We must, therefore, demand
more responsible, more able supervision.
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