OPERATIONAL CHECK LIST

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86B00885R000901030003-1
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 6
• Document Creation Date: December 22, 2016
• Document Release Date: November 6, 2009
• Sequence Number: 3
• Publication Date: April 16, 1984
• Content Type: MEMO

Sanitized Copy Approved for Release 2009/11/06: CIA-RDP86B00885R000901030003-1
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DATE
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16 April 1984
MEMORANDUM FOR: Director of Central Intelligence
Special Assistant/Office of the DDO
SUBJECT: Operational Check List
1. Our task force met this morning to review the draft I
prepared last week and the material you enclosed with your
note. We made some minor revisions to the check list to round
it out and to accurately and completely reflect the key themes
in the suggestions made by the employees. We felt that the DI
and the DS&T were under-represented in the draft, but that now
has been corrected.
2. You may be interested to know that our DI
representative, has been appointed chairman of a
task force to follow up on DI action items and further
recommendations being made within the DI as part of the follow
up process.
3. Please let me know if you would like us to do anything
further on the check list. I also am very interested in how
you plan to convey it to the work force.
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Protect the United States, through the provision of
ample warning, from surprise armed attack (from
terrorist bombing to nuclear war).
o Collect, analyze and appropriately disseminate Foreign
Intelligence in support of National interests related
to the full range of threats around the world to U. S.
interests and to U. S. relations with other
governments.
o Engage in authorized special activities in support of
U. S. foreign policy objectives and combat anti-U. S.
activities by hostile foreign powers.
ORGANIZATION
o Keep our energy and our resources focused on the
Agency's mission.
o Organize to adapt to fast-moving situations; ensure
quick reaction when needed; be able to redirect
resources quickly and effectively to respond to crisis
conditions.
o Develop a workforce with multiple skills which can be
redeployed quickly as issues or crises arise.
o Strive to minimize management layering.
o Keep abreast of state-of-the-art collection,
processing, analysis, and production techniques and
make them available to do our job.
ETHICS
o Set high standards of patriotism and respect for the
laws and Constitution of the United States. Protect
the lives and identities of our sources and assets,
most of whom are not protected by U. S. law, and are
violating the laws of their nations.
0 Recognize in our corporate affairs the absolute
primacy of national loyalty and personal values over
personal loyalties and the desire for personal gain.
Recognize that loyalty and values are worthless
without the courage to act in their light.
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o Strive for fairness and a generosity of spirit in our
internal affairs.
o Continue to stress security, both individually and
technologically. Consider the security investment as
a proportionate part of the human and technological
investments and always make it.
o Demand prudent use of government funds.
o Resolve actual and potential conflicts-of-interest.
PEOPLE
o Hire the best, and expect the best in performance,
integrity, and commitment to the organization.
o Recognize that some experimenters, risk takers, free
thinkers, and free spirits just might be the kinds of
people that a dynamic organization needs. .
o Make the Agency an attractive place to work for the
highly capable people we want.
o Give individuals responsibility throughout their
careers and hold them accountable for it; people
mature best, find career satisfaction, build self
confidence, and work hard to advance when they are
given real responsibilities.
o Give individuals freedom to act and take risks,
recognizing there will be some failures.
o Stress cooperation and teamwork as key factors in
individual and organizational performance.
o Continually strive for equity in performance
evaluation systems and communicate it to the employees.
o Pay the staff in accordance with their skills and
contributions. Specifically reward exceptional
performance appropriately, as it occurs, particularly
of those who have accepted major responsibility.
a Individually and corporately invest in a strong and
well-managed, career-long, educational program, and
tailor it to each individual.
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o Give those whose skills have been diminished in value
by professional and technological advances a chance to
find renewed value through an educational investment.
o Maintain a sense of humor and encourage the same among
your people.
o Use the DCI's special authorities to establish
personnel systems responsive to the nature of the
Agency. Pursue this course with consistency.
MANAGEMENT
o Delegate responsibility to the lowest possible level.
o Set goals, define tasks, establish plans, and monitor
and measure progress.
o Be accountable and demand accountability.
o Display confidence in people. Take some risks by
trusting your people to do their jobs. Minimize
second-guessing.
o Foster participation and a sense of belonging to the
Agency family.
o Devote time to expanding an individual's ability to
contribute.
o Never let a pressure towards mediocrity develop. Do
not make, or let others make, people who do more look
foolish; - reward the outstanding employee.
MEASURE OF RESULTS
o Measure the impact of our product on policy decisions.
o Continually assess our ability to meet customer needs.
o Be alert to the barometer of demands for more
intelligence and the esteem in which CIA is held by
consumers and the Community.
o Analyze failure as well as success. Learn from
mistakes.
o Ask employees and consumers what they think.
Communicate.
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STANDARDS
o Produce finished intelligence that is objective and
free of political bias. The product must be timely,
relevant and accurate.
o Strive for excellence by staying insatiable for
excellence.
o Strive to be the best service in a world with other
very good intelligence services.
0 Do not be content to rest on laurels, no matter how
well earned.
0 Believe in innovation - be willing to take some
failures in stride.
0 Know which pieces of the past to honor and preserve
while moving into the future.
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