FOLLOW-UP TO DCI SPEECH

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86B00885R000901030006-8
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 150
• Document Creation Date: December 22, 2016
• Document Release Date: November 17, 2009
• Sequence Number: 6
• Publication Date: February 16, 1984
• Content Type: MEMO

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SECRET
1B FEB 1984
MEMORANDUM FOR: Chief, Policy and Coordination Staff
SUBJECT: Follow-up to DCI Speech
REFERENCE: DDO Memo to Divisions and Staffs,
dated 25 January 1984
1. Following are thoughts ofl labroad
and in Headquarters, synthesized to avoid repetition.
2. Excellence. Our Stations identified the elements of
excellence in the DO's profession as follows:
--Unerring devotion to present the truth as we can best
understand it.
--Acceptance of our responsibilities to our human
sources, mindful of their security, their well-being and
their intrinsic dignity.
--The organization's strength and source of integrity are
people. Care and attention are required to select, train,
manage and reward this, our most precious asset.
3. Expanding on these basic themes, excellence in our
profession derives from the fact the Directorate is small, highly
motivated, internally competitive, responsive, and attracts high
caliber officers despite modest material reward. The DO must
focus resources on what is truly important to national security in
order to satisfy intelligence needs while retaining the qualities
of size, motivation, flexibility and dynamism.
4. Goals, Principles and Standards. Following the model of
the DDO exemplar, below are the views of our personnel:
SECRET
25X1
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SECRET
SUBJECT: Follow-up to DCI Speech
--Goals: The provision of timely, accurate and comprehensive
intelligence, collected from those in power as well as
opposition groups. Development of a broad-based capabilit
for covert action to promote U.S. interests.
--Principles: Each Agency employee is subject to the laws and
Constitution of the U.S., but due to the specialized nature of
DO operations, and risks incurred, there exists a set of
ethics tailored to our unique profession. Foremost is
protection of lives and identities of our sources and assets,
most of whom are not protected by U.S. law, and are violating
laws of their nations.
--Standards: Personnel are the key to the Directorate.
Insuring t at individuals are nurtured and their value
recognized is critical to maintaining highly qualified
personnel. The selection process must be free of political
influences and fads, and the DO must also reflect a cross
section of our population and its diverse values and beliefs.
Once selected, DO personnel must receive the best
possible training. Their managers must encourage optimum
performance, reward innovation and excellence and recognize
the value of each person. DO leadership must demonstrate that
each individual is contributing to an important task in the
national interest, that employees have room to improve and
advance as their abilities and performance merit and that each
individual has opportunities to be heard.
Training for field officers must be realistic and pre-
clude placing an unreasonable burden on Stations to provide 25X1
"on-the-job" training in addition to their other duties.
Promotion and remuneration-policies must reflect the
Agency's unique mission.
DO personnel are dedicated and content to serve
wit out material rewards, but the Directorate reward policy
must offer tangible recognition.
Poor performers must be weeded out or placed in positions
appropriate to their talents. Mediocrity in management
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9 SECRET 0
SUBJECT: Follow-up to DCI Speech
should not be tolerated. Career planning should reward
performance but should also reflect the fact that a good
case officer does not necessarily make a good manager.
In order to build elan, finally, competence, ethical
standards and integrity must be recognized and fostered.
Within the limitations of security, the Agency must
publicize, recognize, and honor its heros and successes.
"Esprit de corps" needs to be nurtured consciously and
continually. Too often we take for granted the superior
qualities and performances of our personnel and colleagues;
and, perhaps it is their nature to continue to perform to this
standard with little or no recognition or approbation.
Superior performance also can be enhanced by systematic
re.cognition.
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ADMINISTRATIVE - INTERNAL USE ONLY
15 FEB 1984
MEMORANDUM FOR: Chief, Policy and Coordination Staff
SUBJECT Follow-up to DCI Speech
REFERENCE Memorandum from DDO, Same Subject,
dated 25 January 1984
STAT
STAT
1. Per reference, attached is a revised statement of
goals and objectives for the Agency, derived from discussions
within 0 as well as a separate statement developed by two
=officers who worked with others outside 0 who have
previously taken the course Program on Creative Management
(POCM). Also, attached is a brief statement containing
additional suggestions.
a. Provide high quality foreign intelligence on a
timely basis in a form which will be useful to a broad
range of government consumers, particularly to the
President of the United States; act as the coordinator of
all such U.S. Government activity abroad.
b. Support U.S. foreign policy through the conduct of
approved special activities.
c. Provide counter-intelligence to protect against
hostile activities of foreign organizations whose
interests are inimical to the United States Government.
Our activities are conducted under the Constitution,
the laws of the United States Government and officially
approved policies and directives. Within this framework
we must maintain the highest possible level of integrity
in our performance and in our professional and personal
conduct.
ADMINISTRATIVE - INTERNAL USE ONLY
STAT
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III. Organization
Careful selection and officially encouraged
professional growth of our people will continue to be the
most vital ingredient in the success of our mission.
Excellence, potential as well as demonstrated, must be the
overriding consideration in the initial recruitment of our
staff as well as individual progression within the
organization. To encourage the attractiveness of a career
in the Agency and the level of commitment we must have,
management policies, procedures and techniques must be
further developed, using the DCI's special authorities
where appropriate, to provide appropriate recognition and
a stimulating and rewarding work environment for our
personnel. Informality, flexibility and risk taking have
been the hallmarks of our organization's success.
Increased bureaucratic requirements must not be permitted
to undermine these keys to our enthusiasm, creativity and
initiative. Because of the unique status of the Agency's
mission and its importance to the security of the United
States, it is critically important that we recruit and
recognize by promotion and increased responsibility only
those who have the potential for and/or have demonstrated
performance which epitomizes "excellence".
2. Additional thoughts.
a. There are a number of ways to stimulate creativity,
enthusiasm and initiative and to provide adequate recognition
for organization personnel. Pay and other similar benefits
which adequately recognize the unique nature of Agency work -
particularly overseas work - are obviously highly important.
An additional factor often overlooked by senior management is
the professional stimulation which can be achieved by utilizing
Peters' and Waterman's (In Search of Excellence) management
tool known as MBWA (Management By Walking Around). Some (not
all) of our senior managers are never seen by the troops. To
increase such contact substantially can have a tremendously
positive effect on organization morale and effectiveness. The
optimum is to provide as much two way contact as possible:
senior officers making frequent contact with junior levels in
the areas where the subordinates do their work; and mid and
senior level officers encouraging the participation of more
junior personnel in presentations and discussions with more
senior levels. The latter is particularly valuable in
developing enthusiasm among young and mid-level leadership.
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b. Overseas service has always been recognized as unique,
difficult and especially challenging. It is obviously becoming
more so today and families are becoming increasingly uneasy
about accepting the risks that such a career entails,
especially in certain parts of the world. While it would not
require a big effort, an annual Spouse Appreciation Day for
those involved in overseas work might be worth considering as
one way of providing increased spouse recognition.
c. More needs to be done to establish a continuing
recognition in the Congress of the necessity for excellence in
the nation's premier foreign intelligence organization as well
as of the level of resources needed to maintain this standard.
Too often the best technological tools are available in private
industry considerably before they are being used in the Agency;
more importantly, requirements are often thrust upon the Agency
at a much faster pace than qualified personnel become available
to handle them. In the DO it often takes three years to hire,
train and put a new operations officer into the field.
Congress needs to realize, as the country's first line of
defense, that excellence (and sufficient resources) must be
maintained in the Agency in all kinds of weather.
STAT
Attachment:
As stated above H/W'
ADMINISRATIVE - INTERNAL USE ONLY
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We are the finest intelligence service in the world. We
overcome the inherent contradiction of a secret intelligence
organization in a free society through personal discipline and
integrity. Our most important resources are talented, creative
and dedicated people from varying backgrounds. We meet our goals
through maximum utilization of the talents of our people and
through the exploitation of state of the art technology. We
produce the highest quality intelligence without politicization.
We stand by our motto--Ye shall. know the truth and the truth shall
make you free.
Working within the guidelines of our constitution and laws,
our mission is to provide U. S. Government elements with:
o high quality, timely intelligence necessary to protect
national security interests,
o counter-intelligence to protect against hostile
activities of foreign intelligence and security services
and international terrorists groups,
o capability to support U. S. foreign policy through
special activities that supplement diplomacy,
o effective coordination of the U. S. foreign intelligence
effort.
To accomplish our mission we must develop and maintain a
positive work environment which fosters both individual and.
organizational integrity, discipline, creativity, productivity and
commitment.
The challenge of being the best intelligence service in the
world requires that we make unusual demands on our people. We
recruit only the best for our service, and through training
enhance the skills and expertise unique to the intelligence
profession, encouraging the overall development of the individual
and commitment to the organization. We promote excellence through
a reciprocal agreement which challenges our personnel to be
creative, supports intelligent risk-taking, and rewards
resourcefulness, integrity and loyalty. Fostering and maintaining
the excellence of the Agency requires that managers provide
strong, courageous, innovative leadership to motivate our people
to meet individual and organizational goals.
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CONFIDENTIAL ?
15 February 1984
MEMORANDUM FOR: Chief, PCS
SUBJECT: Response to Request for a Statement of
Goals, Principles and Standards for CIA
The Staff has surveyed its personnel and submits as
attachments herewith two alternative drafts, in response
to the request for comments on the "Statement of Goals,
Principles and Standards for CIA" of 24 January 1984. One
follows,with modifications, the format and general approach
of the original statement. The other is a more concise,
more strictly defined approach to dealing with the same
issue. I thought you deserved to see them both.
2 Atts: A/S {Uncl}
CONFIDENTIAL.
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BELIEFS
- CIA is the best intelligence service in the world.
- CIA plays a major and necessary role in the defense of
our national security.
CIA can do its work successfully under the guidance and
scrutiny o.frduly elected representatives of our democratic
society.
- CIA's greatest strength is its people; they are dedicated
to the highest ideals of public service.
GOALS
- To provide the timely, accurate.and objective information
required by our policy-makers and the earliest warning
possible of foreign threats to our national security.
- To adapt to change and new requirements, including such
special covert activities as are lawfully directed by the
President.
- To achieve the highest standards of professional excellence
PRINCIPLES
- We will recruit the very best people available, encourage
their initiative and creativity, reward their achievements
and demand efficiency and accountability.
- We will maintain the highest standards of personal and
institutional integrity.
- We will protect the secret sources and methods which enable
us to do our job.
- We will seek the best technology available to solve existing
intelligence problems and develop new technologies for the
future.
- We will act in.strict compliance with the laws of our country
and the policies and directives of our government, avoiding
any involvement in the domestic affairs of our country.
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Purpose: To provide the accurate, objective and timely
intelligence needed by a broad range of consumers.and to carry
out covert activity as lawfully directed by.the President.
Ethics: Our activities are conducted under the Consti-
tution and laws of the United States. The secrecy of our work
places a special obligation on every member of the Agency to
be aware of and respect the letter and spirit of our laws and
to manifest the highest degree of integrity. in performance and
conduct. Only thus can we retain the public and private support
essential to the attainment of our goals.
Organization: CIA is made up of interdependent components
that draw on a variety of disciplines to meet constantly
changing national intelligence requirements.
Management: CIA's management style is to foster initiative
and creativity at all levels. It allows the individual great
freedom of action in attaining established goals while demanding
efficiency and accountability in their pursuit. Fairness and
candor characterize the handling of personnel.
People: The Agency draws its strength from the quality of
its people and sustains that quality by recognizing achievement
and affording opportunities for personal and professional growth.
Employees are selected and retained on the basis of their loyalty
to the United States, their integrity, and their professional
competence, actual or potential. Training and assignments at ho.me?
and abroad foster their skills. Managers are selected on the
basis of their integrity, judgment, performance, and commitment
to excellence.
Measure of Results: CIA measures achievement by the degree
to which it meets the intelligence needs of the nation, through
the relevance, timeliness and objectivity of the intelligence
support it provides. The Agency's accomplishments depend on
the creativity and dedication of its people in utilizing
technology and human resources to collect, analyze and disseminate
information, and in exercising judgment in its use. The
resources needed by the Agency are provided by the President,
the Congress, and members of the public, and reflect their
assessment of the value of the results produced.
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STAT
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Purpose
- To provide accurate, comprehensive, unbiased intelligence
in timely fashion to Executive Branch consumers while main-
taining independence as a guarantee for excellence in this
endeavor.
- To collect information and conduct activities to protect
against the activities of foreign intelligence and security
services and international terrorist organizations directed
against the United States and cooperating foreign governments.
- To coordinate the foreign intelligence and counterintelli-
gence activities abroad of other agencies and organizations of
the US Government.
- To conduct Special Activities of a covert nature at the
request of the President and National Security Council in
support of national security.
Organization - The CIA consists of operating components which,
though autonomous, are interrelated and articulated in order to
produce the product which is the purpose for which the Agency
exists.
Ethics - Our activities are conducted under the Constitution
and laws of the United States. Because of the classified
nature of these activities, we must police ourselves and
conduct ourselves in'such a way as to justify completely the
trust imposed in us by the citizens of the United States, whom
we serve.
People - CIA's people, whether clerical or supergrade, are the
root source of its capabilities. The special nature of CIA's
work requires a kind of elite; many seek employment, but only a
few are chosen. The Agency can only be as good as the people
it hires. Dedication and a desire to serve are motivations
crucial to a vibrant, effective organization and should be
recognized; talent and ability are encouraged; integrity is
rewarded.
Management - Recognizes the validity of the maxim, "loyalty up
and loyalty down"; the two-way street of responsibility.
Management puts a high value on integrity, realizing that lack
of integrity is fatal to the existence of the Agency. Manage-
ment does not lose sight of the importance of the impulse to
serve one's country which is the motivation of the professional
civil servant. Management delegates responsibility, promotes
latitude of action within the law, and stands by its people.
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Measure of Results - CIA is a service organization. The
measure of results is governed by the satisfaction of the
customers for its services. Highest quality of output is the
best guarantee of satisfaction, and is the result of the
combination of the efforts of dedicated professionals and
modern technological capabilities. Unless the results of the
Agency's efforts-are found to justify the sizeable expenditure
of public funds, it can and should be replaced by some other
organization better able to serve the national interest.
Standards - We guarantee:
- highest ethics and total integrity
- highest quality performance
- a product we can stand behind
- maximum utilization of our employees' talents
- independence in our judgments and resistance to external
influences.
- effective utilization of modern technology
- flexibility to meet any challenge
- total dedication to serve the nation as the premier
intelligence organization.
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STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
Objectives: Provide the U.S. Government an accurate,
timely understanding of key events in and prospects for the
world outside the United States.
Provide the U.S. Government a non-attributable capability
to affect events outside the United States.
Principles: The talents and dedication of agency personnel
are the elements on which all Agency accomplishments depend.
Therefore, it is to their quality and performance that we must
devote singular attention.
Agency management defines specific purposes and concrete
targets; provides the resources needed; inspires personnel to
achieve those set purposes; and engenders loyalty to the
organization and its goals by its loyalty to Agency personnel.
Agency personnel accomplish established purposes through
the widest possible la't'itude in creat.ing solutions; through
innovation, imagination,. energy,.disci,pline and.dedicatio?n.
Intellectual, personal and financial integrity constitute
the sine qua non of an effective agency. In practice this
means. t, a.t o j.ect.i.vi.ty in an,alysjs and! in all agency func-tion's
must be preserved against personal or political bias from
within or without the. Agency.
Essential attributes of Agency personnel at all levels are
courage, pride, optimism, thoroughness, accuracy, discernment
and sound judgment.
A manager's success is defined by the quality of
subordinates' work and by the growth and development of each
subordinate's professional skills and essential attributes.
It is the responsibility of each employee to pursue
excellence in-each facet of his or her work. It is the
responsibility of Agency managers to define excellence and to
guide, train and catalyze in each subordinate both the
capability and the sustained desire to. achieve excellent
results.
Disciplined action and the accomplishment of concrete tasks
will be a permanent bias of this organization.
STAT
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Organization: The ability to adjust to change and to all
manner of challenge will guide the structure of the Agency.
A sustained management objective is to achieve a full,
informed and effective integration of the several capabilities
of all components of the Agency and, in a larger sense, to
.encourage integration within the Intelligence Community.
Movement among components will be encouraged and rewarded
to broaden and enhance the ability of individual employees to
comprehend and exploit agency-wide capabilities.
STAT
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STAT
STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
Introductory Statement: CIA has historically held a
position unique in Government because of the very nature of its
mission. This uniqueness and special purpose in furthering
national interests have attracted personnal who are special and
a "cut above" in talent and dedication. These qualities have
engendered an organizational spirit, a sense of purpose, and a
reputation for excellence that have created a style and
identity which, if perpetuated, will not only advance the
interests of CIA but, more importantly, the Government it
serves. The following organizational goals are intended to
further these essential CIA objectives.
Purpose: To provide timely, thorough, sound, and objective
information to those individuals and agencies tasked with the
formulation of our Government's foreign policy. Tb.w.atrd this
end we must identify, attract, and utilize a talented and
discreet body of professionals working in conjunction. with the
most advanced intelliigence cohlect-ion', te.chno`logi,es~ availa.ble?.
Our mission will be undertaken in, a, jud~iciou;s -and; ethiical
manner. The demonstrated effectiveness of our services will
ensure our placement as the world's pre:-eminent intelligence.
organization.
People and Ethics: CIA's most important resource' is i'tsi
people, a group'o= diverse individuals who demonstrate
imagination, discipline, hard work, and high integrity in
achieving standards of excellence needed to protect national
security and to advance democratic goals. An atmosphere of
excellence and commitment is fostered and maintained at CIA by
rewarding exemplary performance and encouraging the growth of
skills through training, travel, and career-enhancing
assignments. A high degree of integrity and organizational
loyalty is demanded and attained through equitable assignment
policies, organizational encouragement of innovative thinking,
and promotion of quality performance.
Organization and Management: The complexities of the CIA
mission require an organizational structure that is not only
flexible but which recognizes the necessity for
compartmentation. Above all, however, is recognition that
common purpose is overriding and that objectives can best be
obtained by working in a goal-oriented environment which
fosters cooperation. An administrative structure exists to
support in a positive way the achievement of established and
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short-term goals. This structure recognizes. achievement,
rewards excellence, and reinforces a team approach to
problem-solving. There is a commitment to quality and a sense
of pride -- creating a truly professional organization
characterized by people who take very seriously what they do
without taking themselves too seriously. There is an
atmosphere that provides opportunity for diverse people to
experience high levels of achievement.
Performance: Since organizational performance is an
aggregate re lection of individual contributions, standards of
excellence will be normative at all levels. Standards will be
established in an atmosphere of total objectivity. Within the
constraints of a public sector organization, those who meet
these criteria on a sustained basis can expect reward,
recognition, and respect.
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STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
Purpose. To provide accurate, comprehensive intelligence
support to a broad range of consumers in a timely manner and in
a form to be of greatest utility. No matter what job we have
or the nature of our immediate tasks, our independent and
collective efforts are all directed towards this purpose.
Ethical Working Environment. All official activities that
contribute to our purpose are conducted under the Constitution,
laws and presidential executive orders. Further, these
official activities are conducted by individuals of the highest
personal integrity who recognize the necessity for mutual trust
among all employees and realize that even the appearance of
less than ethical behavior at top levels will impact at the
bottom.
Organization and Communication. The!CIA is made up of
operating elements that are critically dependent on one another
to support their individual and joint activities. Each
element's departmental and national res'ponstbi.li'ti;es will be
respected for their contribution to they, Agency's: purp&ste acid
each, in turn, will contribute to-and make use of :the,role. and,
performance of other relevant elements..Within the co'nstr'aints
of the compartmented nature of the Agency and good' security
practices, managers of all elements will ensure that their
personnel have the fullest possible understanding. of- h'o.w. t'heir
particular element contributes to the overall purpose.
Security. All personnel should incorporate the highest
standards of good security practices in their official and
private lives. Anything less impacts adversely on the Agency's
ability to achieve its purpose.
People. CIA's people are the root source of its
capa ib lities. The strength of the organization is dependent on
the high professional and personal qualities of its people, and
its future is related to their opportunities for career
growth. Innate and learned skills are recognized through
challenging assignments, the performance of which are candidly
evaluated, and through appropriate training and travel. New
managers are selected for their own excellence and enthusiasm
and for their ability to promote these qualities in others.
Management. CIA's operating style is to foster innovations
and creativity by allowing the individual great freedom of
action in attaining well-defined objectives, while requiring
efficiency, accountability, and results at all levels. If our
employees are to exercise initiative, flexibility, judgment and
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informed risk-taking, they should be provided all possible
guidance and support as these skills are sharpened. In tasking
Agency employees, management's role in clearly communicating
the current objectives of the Agency is vital as is its
responsibility for fostering an open in-house atmosphere in
which personnel can resolve disagreements or obtain
clarification without fear of reprisal. In utilizing the most
effective technical means to accomplish the mission, management
must ensure that the people affected are kept informed as to
how the advancing technologies affect them and their
assignments.
Measure of Results. Business organizations measure results
in pro its, return on investment and capital growth required to
deliver the expanded and improved service which further
increases profit and capital value. This is achieved by
meeting the needs of customers more satisfactorily than
alternative sources. As a public service monopoly, this
organization does not have profitability and capital value to
measure its results. Our bottom line comes in the satisfaction
of our customers in the value, relevance, and timeliness of the
intelligence and operational inputs they receive. Those
results come from the qualities of our people and their
creativity, dedication, and success in utilizing technological
and human resources to collect, ana-lyze and apply information
and judgment to foster the security-andprosperity off the
United States. The resources needed to,achieve those-results
come from the way the President and'the.Congress assess and
value these results. The public's assessment of CIA is,made
without the opportunity to review the resul-ts; however, if
t,oday's CIA -- staffed by highly skilled, highly productive
people imbued with the highest ethics and integrity --
approaches recognition as the best intelligence service in the
world, this perception will not be lost on the public. An
Agency thus perceived by its customers and the public should
have few problems in continuing to attract employees who will
maintain and even exceed current standards.
Standards. We seek to exemplify in everything we do:
-- performance of the highest quality;
-- ethics and integrity of the highest order;
-- development of outstanding skills, confidence, and
personal resources in our people;
-- utilization of the most effective technologies;
-- capability and flexibility to meet tough and sudden
challenges;
-- leadership and recognition as the best intelligence
service in the world;
- commitment to truth and objectivity.
STAT
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STAT
Statement of Goals, Principles and Standards for CIA
Purpose. To provide accurate, comprehensive intelligence
support to a broad range of consumers in a timely manner and in
a form to be of greatest utility. No matter what job we have
or the nature of our immediate tasks, our independent and
collective efforts are to be directed towards this purpose.
Organization. CIA is to be made up of operating elements
that are critically dependent on one another to support their
individual and joint activities. Each element's departmental
and national responsibilities are to be respected and, in turn,
will undertake to contribute to and make use of the role and
performance of other relevant elements.
Ethics. Our activities are to be conducted under the
constitution and laws of the U.S. The nature of our work is to
be such that every member of, the organization must be aware of
and sensitive to. the H letvter. ;anal: sp)i~r.Gif of this- legal context,
and manifest the.hi&e=st deg?r-?ee,: of~?in=tteg.i:ty- i.n' performance and
conduct.
People. C.IA's: p,eo.p1F.e are the roo.t. source of its
capabilities. The strength of the organization is dependent on
the quality of its people, and its feu-cure is related ta't'he
opportunities it affords for their professional and personal
growth. People are to be in jobs. commens,ura.-te with their
capabilities and interests and at grades appropriate to their
duties and responsibilities. People are to be rewarded for a
job well done, and skills are to be recognized and fostered
through training, travel, and assignments. The promotion
system is to be uniform throughout CIA.
Management. Management personnel are to be selected for
their ability to inspire enthusiasm and to promote excellence
based on their own performance. Managers are to foster
initiatives and creativity by allowing the individual great
freedom of action in attaining well-defined objectives, while
requiring efficiency, accountability, and results at all
levels. There will be close contact between management and
working level personnel to allow for better communication of
ideas and proposals from all levels. Middle and upper level
managers are to walk frequently through the work areas of their
components, talk informally to people, and become a familiar
face, thus becoming an approachable person to whom one might
present innovative ideas.
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?
STAT
Measure of Results. As a public service, CIA does not have
profitability and capital value as a business does to measure
its results. CIA's results are in the satisfaction of its
customers in the value, relevance, and timeliness of the
intelligence and operational inputs they receive. Resources
needed to achieve those results come from the way the
President, the Congress and the public assess and value these
results. Given the need for security and compartmentation,
there will be limitations in what can be made known, even
within the organization, about CIA's accomplishments.
Nevertheless, CIA is to have a measure of results that not only
shows what the entire organization has accomplished but allows
individual employees to identify personally with the
accomplishments. This measure will allow CIA to honestly judge
its progress or lack of it. To this aim, there will be
periodic reviews of accomplishments presented by management to
assembled components to highlight the work; of employees from
the clerical level through top management.
Standards. We seek to exemplify in everything we do:
--performance o:f- the h:ighes.t qual.it~y
--ethics and integrity of the-h?ighestorder;
--development of outstanding. skills, c.onf'i'dence, and
personal resources in our people;
--utilization of the most effective technologies;
--capability to meet tough and sudden challenges;
--flexibility to react quickly and effectively to
differing circumstances;
--simplicity in decision making and in actions as much
as possible.
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STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
Purpose: Our mission is to collect, evaluate, analyze,
produce and disseminate foreign intelligence to a broad range
of consumers in a timely manner and in a form to be of greatest
utility. CIA strives to accomplish this task in the most
accurate, comprehensive and objective way possible, while
continuously searching for ways to improve and maximize its
available resources.
Organization: CIA is made up of a diverse and talented
group of individuals who are critically dependent upon one
another to support their individual and joint activities, but
who are also independent and highly capable of innovation. CIA
employees are acutely aware of the need for unparalleled
excellence, and through commitment and dedikcation strive for
nothing less..
Ethics: Our activities are conducted"under the
Constitution and laws of the Ur i'ted States. with, strict
adherence to a personal and profe'ssion'a-'code of conduct that
marries the importance of the overall mission to the well-;being
and security of the nation. The nature of~the work demandis
that every member of the organization live his life and perform
his duties with the utmost concern for uncompromising ho'neIsty
and integrity.
People: CIA recognizes that people are its most important
resource and encourages imagination, enthusiasm, hard work and
self-discipline, believing that the strength of the
organization is dependent upon the creation of an environment
that permits self-fulfillment and professional growth. Skills
are recognized and fostered through training, travel and
assignments, and excellence realized through the emphasis on
professional discipline. As such, CIA defines discipline as
doing what must be done, when it needs to be done, and done
with excellence consistently. To meet its personnel
requirements, CIA strives to find and place the best available
person in each position with the understanding that the
individual can achieve tangible and intangible rewards
commensurate with his performance.
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AT
Management: CIA operating style is to foster initiative
and creativity by allowing the individual great freedom of
action in attaining well-defined objectives. The organization
believes its managers should not merely be enthusiastic, but
possess the ability to exude this enthusiasm in an infectious
manner that is apparent among their associates. CIA encourages
new ideas and supports those who believe that advancement and
progress occur when opportunities are created through action
and innovation.
Measure of Results: Business organizations measure results
in pro its, return on investment and capital growth. CIA
measures its success in terms of the quality and timeliness of
the intelligence product. Quality results are often
unquantifiable, but measurable by the degree of satisfaction
expressed by CIA consumers. Although this organization's
achievements by necessity often escape the public eye,
successes abound and assist in the most noble cause of
maintaining a free and prosperous United States.
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STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
Mission: To provide the President of the United States,
senior policy makers, and a broad range of other consumers the
best and most comprehensive intelligence attainable on foreign
developments that have an impact, or may potentially have an
impact, on the national security of the United States, and to
perform such other tasks in support of U.S. policy abroad as
may be directed by the President in accordance with the
authority granted him by the Constitution and laws of the
United States. All activities of CIA are undertaken in support
of this mission.
Performance: To cherish excellence in all that we
undertake an to make CIA the finest intelligence service in
the world.
Organization: To emphasize the unity of CIA as an
organization and to; prov'id`e an internal org4nizatio.nal
structure that recognizes t- e~' crit=ical:: krrterd6pen.deri.c.e o.f C.Ik's
operating elements and the' absol.ute ne;ce.ssity:.for, t`ea,mw.ork in.
accomplishing our mission.
People: To recognize that CIA's people.are its most
important resource, and that their commitme'nt`, dedicat'ion,,
competence, creativity, and hard work are essential to the
accomplishment of our mission. To provide material benefits
second to none as recognition of the caliber, responsibility,
and sacrifice of employees at all levels and to attract the
most qualified new personnel from the public and private
sectors.
Management: To provide an operating style designed to
foster initiative and creativity at all levels by allowing the
individual great freedom of action in attaining well-defined
objectives established at higher levels, while requiring
efficiency, accountability, and results.
Ethics: To manifest the highest degree of integrity in our
performance and conduct, and to recognize that the sensitive
nature of CIA's work and the special authorities granted it
impose an obligation for ethical conduct that.goes above and
beyond that expected of other citizens. Personal integrity,
honor, and professional pride should mark our every action.
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STAT
Results: To recognize that as a public service, CIA has no
direct or quantitative means to measure its results, and that
the satisfaction of its customers with the value, relevance,
and timeliness of CIA's product can only be measured
imperfectly. In an environment where failures are usually
published for the world to see, while successes frequently are
unknown to all but a few, the only real satisfaction may be an
internal recognition that a difficult job has been well-done
and that the security and prosperity of the United States has
been protected.
Standards: CIA strives to exemplify in all it undertakes:
-- performance of the highest quality
-- ethics and integrity of the highest order
-- development of outstanding skills, confidence, and
personal resources of its people
-- capability and flexibility to meet difficult and
sudden challenges
-- utilization of the most effective technologies.
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STAT
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STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
1. The purpose of the Agency as stated in the exemplar
leaves something to be desired. If we are seeking excellence
the question of motivation must be addressed. A statement to
the effect that we "provide accurate, comprehensive and timely
intelligence support" to consumers is not going to inspire
anyone other than a bureaucrat. We believe that the KGB's coat
of arms proclaims that that organization is the "sword and the
shield of the party." In the context of Soviet society that
may appeal to some of the Soviet Union's "best and brightest."
Somehow, we should come up with an equivalent formulation which
states our purpose in a more appealing fashion. We would want
to avoid the banal, but we don't think it would be too far off
base to say that we are in the business of ? protecting the
liberty and security of the United:States of. Arrieri;car. Perhaps
a statement incorporating some of the ideals on, wh.-ic';h the
country is founded should be developed.
2. The purpose of CIA should be embodied in a c'lea-r,
concise statement. Our motto: "The truth shall m>ake you. f-r.ee"
is sup:erior to anything in references (the exemplar and: related
material). It may sound a bit pious in the 1980's,, but the
language masterfully joins the universal values of truth and
freedom.
3. In defining the comprehensive intelligence support to a
broad range of consumers, the statement should definitely
include the word "foreign" before intelligence. We should not
lose sight of the fact that our focus is truly international.
Our support to our consumers can only be of the highest quality
if we constantly maintain and improve our expertise in the
foreign countries and cultures that are our targets.
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ORGANIZATION
1. The statement should be expanded to reflect further the
importance of intercomponent relationships and communications.
It should specify that CIA is composed of distinct yet mutually
supportive components grouped according to specific functions,
and that these groupings are interdependent to a large degree,
both for support of individual activities and the conduct of
joint activities. It should indicate that each of these groups
merits respect for its unique organizational role and, in turn,
has an obligation to appreciate the role and contribute to the
performance of the other groups. Such relationships, it should
point out, reduce the amount of resources wasted by
misunderstandings while simultaneously fostering a positive
synergistic effect on each group's capability to carry out its
respective assigned responsibilities.
2. Suggested revision:
Organization. CIA is an organization of dedicated
people formed in distinct but mutually supportive groups
working in concert ~to fu.lEi1'll. ti ei;r.' pu*rpolse
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1. Suggested revision:
Ethics: Exemplary ethical behavior by CIA as an
institution, y its senior management, and by its individual
employees is the only acceptable standard. The U.S.
Constitution and laws provide appropriate legal regulation of
CIA activity, but many of the organization's critical
international decisions are not governed by U.S. legalisms.
Therefore, CIA's decision-making processes should demand a
reverence for human life and a profound respect for the
national and cultural heritage of all people in every area of
its mission.
2. Ideally every member of the organization should be
aware of and sensitive to the substance of the Constitution and
laws. In implementing such a goal, it is extremely important
that the organization's leaders and management personnel truly
be held accountable for ensuring that their own behavior and
activities conform so that they sett exajnplets.; As;i6ePfrom
personal conduct, this.: must include. in?ancial; accouvn"ta.biliay as
part of an assessment to es tab 1 i s h... the,, e.ffica'cy and;'trLlie,va1.ue
of proposed and existing operational programs,.
3. Add the following at the end of the exemplar: "Each
individual employee of CIA should also be.lie.v.e. i4?ho.l:e`11e?ar.;te:'d,ly
in the CIA mission. Without a belief in and respect for CIA's
vital role in the collection of intelligence, the employee will
not be able to give his best performance and/or enlist the
cooperation of those necessary in the performance of that duty."
4. The statement should specify that CIA personnel conduct
their activities with a clear realization that they may become
privy to information which could, but will not, be misused for
personal gain; it should specify that reporting and production
of foreign intelligence information will be accomplished in a
completely objective and unbiased manner; it should affirm
CIA's respect.for the legal and preferential rights of
individuals and organizations which may be asked to assist CIA
to accomplish its mission, whether they agree to do so or not.
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1. Suggested revision:
People: We recognize that our people are the
organization's strength, and that CIA must foster an
environment conducive to the exercise of creativity,
initiative, and imaginative ideas. CIA is committed to
equitable compensation, professional development, and personal
satisfaction. For their part, no matter their position or the
nature of their immediate tasks, CIA people are individually
and collectively committed to its purpose.
2. The scope of the statement should be broadened to
encompass the respective responsibilities of CIA to its people
and its people to CIA. It should further indicate CIA's
commitment, within security guidelines, to acquiring and
maintaining the highest possible quality workforce through a
recruiting program which is as open and informative as possible
and gives due credit to motivation and innovation. The
maintenance of the leaiest'staff possible to accomplish the
assigned mission` sh.o-ur11di a,ls.o be e.m.phasize.d'.
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MANAGEMENT
1. The statement should reflect the importance of
accomplishing the mission while adhering to a core set of
integrated management values which emphasize respect for both
the organization and its people; the achievement of excellence
in both personnel management and mission management at the
lowest possible cost through efficiency and professionalism
should be emphasized. This should be accomplished through a
management philosophy which fosters initiative and creativity
and is flexible enough to adjust to changing internal and
external conditions without losing sight of principal goals.
2. There is a feeling here that refinement of objectives
should be encouraged and accomplished in a continuing process,
with frank communication encouraged in both directions (top to
bottom and bottom to top). In addition, there should be some
reference to rewarding the individual for initiative and
creativity, for the text refers only to "allowing the
individual great freedom on action...while requiring
efficiency,..." Perception here is that rejw-a-rd cou?ld? be
position-related as well as econom.:ic, i .e?.>, ?~ g:dod -.co=lle'ctor
does not have to become a bad manager to get :ahe:ad;
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1. This statement should be amended to incorporate the
importance of sustained results over the long term and
objectivity as perceived by consumers. It is further suggested
that the stated goal of being recognized as the best
intelligence service in the world should he deleted. Since
U.S. policy makers cannot turn to another intelligence service,
and since being recognized as the best (by who and based on
what?) is such an imprecise statement, this standard tends to
fuzz the issue and detract from the focus of the rest of the
discussion.
2. CIA managers must instill an understanding at all
levels that our ultimate responsibility is to the citizens of
the United States. CIA ability to serve national interests is
a function of the public confidence in the organization.
Therefore, the relationship of CIA to U.S. citizens, the
private sector, and other governmental institutions is much
more than a public relations issue. We bear special
obligations to the public trust as a secret organization ina
free society.
3. Some reference should be made to a concern for getting
customer recognition back to the working levels involved. !Many
times this is done, but there is no mention made of it as an
objective.
4. Delete portion on business organizations and begin
with: CIA is measured in the "satisfaction of its customers in
the value ...".
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STANDARDS
1. Add: --maintenance of integrity and independence in
analysis of foreign events.
2. Add: --fostering of independence of judgement and
objectivity.
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1JU hULN IIUL
DCI's Goals Project
1., The attached material goes beyond the sco a of the
immediate project. It was submitted by those elements that
took this opportunity to think about specific ways in which the
Agency could approach its goal of excellence more closely. You
will note that the.emphasis is overwhelmingly on PEOPLE -- how
to attract, retain and reward the best.
2. This folder contains the following recommendations and
significant observations:
ORGANIZATION: Complex Problems and Simple Solutions
PEOPLE: The Professional Clerical -- An Undervalued
Resource
PEOPLE: Search for Excellence and/or Search for
PEOPLE: The Promotion System
PEOPLE: Keeping the Faith
PEOPLE: The Erosion of Benefits
MANAGEMENT: Some Commentary and Suggestions
MEASURE OF RESULTS: Relating the Statement to the
Individuals
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~' CONFIDENTIAL
ORGANIZATION: Complex Problems and Simple Solutions
An examination of the tasks involved in fulfilling our stated
purpose immediately suggests that we engage in extremely
complex problems with far-reaching consequences. We as an
agency must resist the temptation to approach these complex
problems with cumbersome, complex.methodology. We must use
available creative talent to 'solve problems in a simple
manner: Only by~this will we remain flexible, and retain our
ability to react quickly and effectively as circumstances
develop and the decision-making environment changes. To
accomplish this, it is necessary to keep the decision-making
unit as small as possible; as action-oriented as possible; and
comprised of individuals who have the knowledge, authority, and
will to act decisively. Simplicity in decision-making should
be encouraged at all levels and for all tasks. Only when our
consumers and our fellow employees recognize that we have the
ability and determination to solve complex problems with simple
solutions will we achieve an atmosphere of positive expectation
that is a necessary basis for trust in our abilities to assist
policy makers in their roles as the shapers of the world's
future. (An example of complex solutions to complex problems
is the creation of a large task force to oversee a geographic
problem and the perpetuation of that task force even in the
demise of the problem.)
CONFIDENTIAL
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CONFIDENTIAL
PEOPLE: The Professional Clerical - An Undervalued Resource
The Agency's most important resource continues to be its
people. We do not give our professional clerical employees
either the respect or the attention they deserve.
Unfortunately, the opinion of most managers-(Agency wide) is
that a new crop'of clericals comes along every year and that
there need be no special care or attention given.to the
professional growth of ..the -clericals in the Agency. No matter
how automated the Agency becomes, or perhaps especially because
of how automated our work. can become, good managers need good
secretaries and clerks.
The Director's present search for ways to make the Agency
better will probably result in many wonderful proposals for
sophisticated and esoteric methods of improving our support for
the President of the United States. I would like to suggest
that among the new programs which result from this search for
excellence there be the creation of a professional hierarchy
for the clerks and secretaries in the Agency. Members of this
professional group should be able to aspire to a journeyman
level of a GS-9 and the top members should be able to aim for
GS-13's and GS-14's.
PEOPLE: Search for Excellence and/or Search for
The fact that the organization will only be as good as its
people cannot be overemphasized. We question, however, the
cost effectiveness of hiring new people annually. Where 25X1
are these .people being utilized? Are they replacements for
more experienced intelligence officers who have left? If so,
why? Should not incentives be offered to retain experience?
There is a definite need for a two-track system allowing for
both the retention of more experienced officers and perhaps the
rotation in and out of others, providing for both healthy
turnover and assurance of knowledgeability and experience. The
opportunities for professional and personal growth should also
be expressed in improved concrete financial terms. The
question should be asked: can we continue to attract good
people to the intelligence business if there is continued
chipping away at the advantages to government service? Does
not private industry reward people commensurately? Factored
into the positive qualities desireable for the best types of
professional officers should be cultivation of independence of
thought as nothing could be more stultifying to a dynamic
organization than a band of unquestioning professionals.
CONFIDENT
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PEOPLE: The Promotion System
The promotion system in CIA does not properly and.adequately
respond to employee needs. The excellently managed companies
described in In Search of Excellence are all-known for both
timely.,and :.su icient reward (or the opposite) of employee
performance. An organization cannot have creative and superior
performance without these ingredients in its award system. It
is recommended that CIA consider adopting more responsive
methods for rewarding its employees.
--Awards should be made more consistently at all levels
within CIA, not just special bonuses to the SIS levels.
--A uniform promotion policy should be adopted for CIA.
(The difference in the systems for each component is not
equitable and is resented by those in less rewarding
components.) Standards for performance, time:in grade;
meetings of panels should be uniform.
--Bonuses should be awarded for jobs well-done, as exists
in the private section. There should be cash awards and the
process should be less cumbersome than the bureaucratic and
long-delayed procedures involved in QSI's, i.e. bonuses should
be given on a timely basis for outstanding, exceptional,
unusual performance, and they should be given almost-
immediately upon completion of the work.
--Promotions should be awarded in a timely way for superior
performance; being promoted two years later for your
outstanding performance in a previous tour can be both
embarrassing and unsatisfying.
--Compensation should be given for major job transfer,
change of assignment (job title) or related movements within
the organization; again, the response should be timely.
--Methods should be developed for continuing advancement in
a select career track, instead of a requisite movement into
management when in fact you are a star case officer.
--Innovation and creativity should be encouraged by all
.possible means.
CONFIDENT
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CU r-_1 -.r-
PEOPLE: Keeping the Faith
Hewlett-Packard's objective on "people" pertaining to
relationships' is basic and certainly would apply.to.our
Agency. "The relationships will be good if employees have
faith in the motives and integrity 'of their peers, supervisors
and the company itself." .Once this-faith is lost,.it is
difficult to restore. An. example of this failing occurred as a
result of the investigation of the-Agency following the crisis
that resulted from the Agency's In this
instance, the Agency did not remain committed to its personnel
under fire who in effect were left abandoned to fend for
themselves in their legal battles. With this action a very
important unwritten spiritual commitment that the Agency had
with employees was broken and serious damage was incurred that
cost the Agency dearly in terms of overall morale and loss of
valuable employees through early retirement. If we are to
indeed aspire to develop an elite type of organization the
spiritual commitment that we speak of above must.be'restored.
J I A L
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PEOPLE: The Erosion of Benefits
1. We believe that senior management in CIA should
promulgate objectives relating to new incentives for its
personnel throughout the organization and not limited to senior
levels. Without positive, tangible financial reinforcement of
outstanding work done at all levels in.the organization, we do,
not believe that publishing,of, overall goals rand.,objectives can
be meaningful and inspirational. The perception exists that
CIA employees have experienced a steady erosion of their
benefits as U.S. government workers in recent years. We
strongly urge that senior management take tangible steps to
provide substantive rewards throughout the organization and
publish management's intention to do so as an integral part of
goals and objectives.
2. The emphasis on people as the root source of the
Agency's capabilities is heartily approved, but there is some
perception that employees do not receive any more economic or
personal reward from this Agency than other government
employees receive, while they are asked to serve in .a much more
demanding work environment. The status and prestige once
associated with the Agency does not exist to the same degree it
used to, thus the demands become more difficult to bear
(percept.ion). Reference to opportunities for professional and
personal growth are fine, but the employees also are saying
they would like to see concern for making the economic rewards
(stay even with inflation and cost of moves) another important
part of the overall people goal. We know efforts and progress
are being made, but it is not mentioned explicitly.
U. YI tJLNTAL
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SUN I LJLN i I L
MANAGEMENT: Some Commentary and Suggestions
There is an excessive amount of stratification and lack of
interaction among the various working levels and components in
CIA. ':There is often a lack of accessibility to management at
or above the division/office chief level. Closer contact
between management and working ;level personnel would.allow for
better communication of -ideas and ;proposals coming from all
levels.
--One way to create an atmosphere encouraging this access
and interaction would be to schedule periodic meetings at which
two or three items would be presented by representatives of the
various branches of a component, with senior management in
attendance. Such meetings would also serve to increase the
interaction among the branches.
--Circles of personnel at the same level (desk officers,
secretaries, e.g.) meeting and exchanging ideas and experiences
periodically would also increase this interaction and
encourage innovation.
--Middle and upper level managers should be encouraged to
walk through the work areas of their components, talk to their
people, and become amore "familiar face," presenting the image
of an individual to whom one might present innovative ideas.
Such visits, including ones to the cafeterias and parking
areas, would also provide managers with a better feel for the
working conditions of their personnel.
In short, increased interaction among the levels would enhance
motivation and creativity as well as improve the knowledge base
from which all operate'.
Much of the day-to-day decision making within CIA appears to
occur at the division/office chief level (which might
correspond to middle management in a corporation). These
mid-level managers and their staffs respond to outside
(customer) needs and also coordinate their efforts laterally
within CIA, usually without referral to higher levels of
management. While this is healthy, this autonomy should be
extended down to managers at lower levels. All who have
managerial responsibility for components, regardless of size or
level, should have decision-making powers, for which they are
accountable, for their units. If more decision-making were
done by lower level managers, CIA would be a more dynamic
organization. These decisions could include those on
substantive projects and personnel, encompassing even hiring
and firing (or at least removal from the component).
flfl a!~inr- r'rl i 1
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UON Ii~L_ 'i I
IAL'
MEASURE OF RESULTS: Relating the Statement to the Individual
Few employees have a sense of the appreciation expressed by
consumers, especially policy makers, for, their work. Unlike
corporate America, we have no annual report which shows, by
component., contributions to corporate:' profits and losses. We
have no trips to Hawaii awarded for exceeding the basic
requirements of our jobs. We have no..employee stock plan which
allows the rank and -file to -share -.in the 'strength .and growth
achieved' by the organization.
We need a measure of results that not only shows us what the
entire organization has accomplished but allows us to identify
personally with the accomplishments. We need a means by which
we can pat ourselves on the back and cheer each other. We heed
a measure of results which allows us to honestly judge our
progress or lack of it.
Given our need for security and compartmentation, we are
somewhat limited in what we can make known, even within the
organization, about our accomplishments. Nevertheless, some
suggestions for improvements are as follows:
--Periodic reviews of accomplishments, Agency-wide,
directorate-wide, division-wide, and/or branch-wide, presented
by management to assembled components to highlight the work of
employees from the clerical level through top management.
--Security awards to highlight good security measures
performed consistently. Although we know that good security is
supposed to be the norm rather than the exception, it is human
nature to want to receive recognition for a consistently
satisfactory performance. Awards could be symbolic awards that
rotate among components, or material rewards distributed to
each employee who has contributed to a job well-done.
--Close contact, at least sometime in their careers,
between the producers (collectors) of this organization and the
consumers of this and other agencies in the Intelligence
Community. Just as the new financial analyst at IBM is
expected to make equipment sales calls, employees of our
various components must be expected to call on consumers. This
would allow for improved product quality, ongoing
clarification, update of consumer (customer) needs, and the
gratification and energy provided by continuing buyer/seller
contact.
; ;, ~r?' t..
L L i~~ it il" i1!ii
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STAT
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0C O N F I D E N T I A L ?
15 FEB 1984
MEMORANDUM FOR: Chief, Policy and Coordination Staff
FROM:
SUBJECT:
REFERENCE:
Response to DCI's Requirements in "State of the
CIA" Speech
DDO Memorandum, subject: "Follow-up to DCI
Speech," dated 25 January 1984
1. Forwarded herewith is a Statement of Goals, Principles
and Standards for CIA which represents
attempt to furnish an improved version of the initial draft
disseminated by the DCI's office on 24 January 1984. This state-
ment has been formulated from numerous suggestions and draft
statements emanating from various branch and staff components in
the Division. Please note that the People and Management sections
have been combined into a People section since one Division
component aptly observed that management, after all, is people
and it would be difficult to divide one from the other. Several
components observed that the Measure of Results section might
profitably be deleted because it is so difficult to quantify the
Agency's results and that our business is really intangible -
providing intelligence, enhancing national security, providing
advance warning of crises (and perhaps helping to avert them),
etc. The majority of Division contributors, however, felt that
some measurement of what we do needs to be made and, in the spirit
of bringing forth a goals statement which includes accountability,
we have retained this element in the statement.
2. Also submitted with the statement of goals are several of
the more thoughtful recommendations, suggestions, or deliberation
points received from Division components. The Division takes no
official position on these papers but is forwarding them in the
hopes they will be useful to those deliberating on ways and means
to improve the operations of the Agency and achieve the standard
of excellence we seek for our organization.
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STATEMENT OF GOALS, PRINCIPLES AND STANDARDS FOR CIA
Purpose. To provide accurate, comprehensive intelligence
information, analysis and support to a broad range of consumers that
is timely and best suited for: enhancing national security and
bolstering policy; maintaining the integrity of the economy and the
critical technological superiority required to ensure its growth;
helping to guard against foreign threats of all kinds, including
military, political/subversive, economic, hostile intelligence
activities, terrorism and narcotics.
Organization. CIA has a leadership role within the intelligence
community. This requires that it work closely with other members of
the community to ensure that consumer needs are well-defined and that
roles and responsibilities of community members are clearly
understood and well-coordinated. Within CIA, operating elements are
critically inter-dependent and the particular responsibilities and
contributions of each should be both respected and utilized
appropriately to achieve the goals and objectives set for the Agency.
CIA must maintain sufficient flexibility and openmindedness in its
organizational style and management of resources to ensure rapid and
effective response to fast-breaking, unforeseen challenges and
requirements.
Ethics. Our activities are conducted under the Constitution and
laws of the United States. Every member of the Agency must be
sensitive to the letter and spirit of these rules and manifest the
highest degree of integrity and moral responsibility in performance
and conduct. We should at all times exemplify the finest traditions
of service to our country.
People. CIA's people are the root source of its capabilities.
The strength of the organization is dependent on the quality,
dedication and loyalty of its people, and its future evolution is
related to the opportunities it affords for their professional and
personal growth. Excellence must be rewarded, talent nurtured and we
must aim to recognize and foster leadership and skills through
training, travel and assignments. Management personnel are selected
for their ability to inspire enthusiasm and promote excellence by
example. CIA's management must continually strive to foster
initiative and creativity, by allowing the individual freedom of
action in attaining well-defined objectives, while requiring
efficiency, accountability, and effectiveness at all levels. As the
needs of the organization are diverse, so the personnel we require
represent all strata of our nation. Academic, social and experience
backgrounds are varied but a common thread consists of selflessness
and devotion to our nation, coupled with commitment to be part of the
best intelligence service in the free world.
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Measure of Results. Our results are evaluated by consumers
within the community and the Executive Branch, and by the Congress.
We must ensure that these results are the best that collective effort
can achieve, with community input always sought. The best measure of
value is the extent of actual consumer reliance on our products and
services. Our "no surprises" policy calls for ensuring that
decision-makers do not have to act in an intelligence vacuum. The
cost of truly central intelligence service being considerable, our
resources must be marshalled with particular care and we must
constantly ensure protection of our sources and methodology.
Standards. We seek to demonstrate in everything we do:
-- performance of the highest quality;
-- ethics and integrity of the highest order;
-- outstanding skills, self-realization, and optimum use
of resources;
-- utilization of the most effective technologies;
-- capability and flexibility to meet difficult and un-
foreseen challenge;
-- a high sense of community and purpose that transcends
Directorate concerns;
-- leadership and recognition as the best intelligence
service in the world.
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We should move towards more directed assignments for junior
and middle level officers.
We should have a restatement of the commitment of officers in
the DO to serve abroad where needed.
We should define and disseminate more policy on assignments -
length of tours, time frame for serving in the states, etc., and
adhere to these policies in a fair and equitable fashion.
We should create a pay structure that would give secretaries
more incentive to serve abroad, and afford them the opportunity for
solid secretarial training courses/seminars outside the CIA
(perhaps one or two per year).
Provide each individual the maximum opportunity for growth
through training and job assignment.
We would like to see the door open for those who qualify for
conversion to professional status. How about para-professional
status for IA's with a range of GS-09 to GS-12 or something
similar?
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? S E C R E T ?
The promotion system as practiced within the DDO is unfair to
individuals in operations training, language training, and/or
rotational assignments, given the emphasis on "recruiting" per se.
This creates morale problems for employees in operations or
language training and/or rotational assignments since they are
"uncompetitive" with their peers. Over the long haul this will
result in a paring down of the number of employees willing to take
training or rotationals, and could lead to a point where the Agency
will not have sufficient "linguists" in the future.
This problem might be solved by greater use of "incentive
awards" and "QSI's" (Quality Step Increases). Many managers un-
fortunately do not make maximum, or even sufficient, use of the
rewards systems in motivating subordinates.
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? S E C R E T ?
That senior Directorate management do more to encourage and
promote broader contacts by Division management with all Division
personnel. Division chiefs and their deputies should spend more
time out of their offices in visiting branches and staffs for
several reasons: (1) To obtain a better understanding of their
units' operational progress and problems; (2) To convey an
interest in subordinates' work and be better attuned to their needs
and contributions; (3) To become better acquainted with junior
personnel and to better appreciate their outlook and views on
clandestine work; (4) To display leadership in a way which is
personal and which reaches a greater audience; (5) To take
advantage of new ideas and suggestions put forth by small unit
leaders and members which frequently surface in such management-
initiated contacts.
Broader contacts of this nature can be both planned and
spontaneous. The point is to have the Division chief or deputy get
out among his "troops" instead of only being the ones visited.
This can have tremendous mutual benefits for those in charge and
those who are being directed. It is a form of the "MBWA" (Manage-
ment By Wandering Around) theory which is promoted by many of the
excellent business concerns in the U.S. and is quite successful in
bringing about better performance. This technique is also a way of
getting leadership to listen more intently and regularly to those
whose thoughts and ideas can often generate new procedures for the
betterment of our operational methodology.
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The "Organization" section should contain some sort of statement
that addresses the need for a much greater cross fertilization of
ideas and personnel in the four directorates, in particular between
the DO and the DI.
The "People" section is a disaster. This Agency must get out
from under the oppression of the Office of Personnel Management.
The assumption that an Intelligence Agency can be run well under
the umbrella of the Civil Service is one that needs to be recon-
sidered seriously. The distinction between clerical and
professional should be eliminated. This arbitrary distinction is a
negative, not positive approach toward personnel motivation and
development. Likewise, the Agency must be in a position so that it
can compete in the open job market in the employment of computer
and high-tech personnel. (I have found that both ODP and IMS are
impossible to work with because they are not staffed with high
quality personnel. The computer services IMS, in particular,
provides are a disgrace because there are not enough personnel and
those who are there are not very competent.)
Some thoughts on the "Management" section. The Agency suffers
seriously from the fallacy of assumed constraints, a trait most
easily demonstrated by the fact that in all likelihood most of
those who read my comments in the preceding paragraph react by
saying to themselves, "impossible." By the time a person rises to
the management level, he or she has become unconsciously inculcated
by working with the "system" to the extent that their creativity is
impaired. The Agency should also seek to move away from the
"management by memo" (or CYA) syndrome. This methodology builds
extensive delays into even the most simple of decisions, which
compounds in the aggregate into ponderous management decisions and
inefficient use of scarce secretarial resources.
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? S E C R E T ?
The CIA
Responding both to need and opportunity in a relatively few
years, the CIA has become an organization of exceptional
importance. With that accomplishment has come a heavy
responsibility to be the best intelligence organization in the
world. Confirming that image has been difficult but rewarding, for
goals have been clarified, standards set high and fundamental
principles well established. All these give assurance that the
Agency can be truly central in the fullest sense of the word.
Effective coordination of the Intelligence Community's efforts
requires strong leadership on the CIA's part. That leadership
comes from excellence in product and service in support of national
security interests. Such excellence comes principally from our
people, whose high quality is tapped through enlightened
management that maintains the Agency's pioneering spirit. Only
by adapting and using the best in management techniques and
experience, will the Agency continue to attract and hold the best
talent available.
Basic philosophy counts most for the CIA's success--not just
"can do," but "can do right!" Right in terms of adherence to the
law, and right in terms of responsiveness to the democratic system
in which we operate.
As burgeoning demand for its products and services causes the
CIA to increase its basic capabilities, we must maintain those
attributes of smallness that have served so well over the years:
not action vs. rules, however, but action and rules; risk taking,
yes, but with careful weighing of return; and finally self-
discipline to go with constant concern for the consumer.
With enlightened management the key to meeting future demands,
improved internal communication becomes our watchword. The values
of our employees must be closely shared by spanning generations
of life and professional experience both. The decentralization
that characterizes our organization facilitates such interpersonal
communication, and our strong central authority provides the
impetus. Communication that is truly two-way will help to bring
out the creativity and commitment that bring high productivity.
The same open communication will ensure continuation of the core
integrity that drives CIA's quest for truth.
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0 S E C R- E T ?
Freedom from politicization is ensured not by rules alone but
by full understanding of our mission and appreciation of its
uniqueness. Such understanding comes with time and training, and
the latter must be very full indeed. Not only do our employees
need to know their business, they must also know their country--its
involvements and its requirements.
We must, and we can, develop and maintain leadership and
management of the highest quality and a unique work environment
characterized by acceptance and achievement of singularly high
standards. The synergism that is CIA remains the ultimate
guarantor of our future.
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STAT
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i 0
15 February 1984
MEMORANDUM FOR: Chief, Policy and Coordination Staff
SUBJECT: Goals and Principles of the CIA
Attached is suggestion for the
statement of Goals and Principles of the CIA, as requested by
the Deputy Director for Operations.
Attachment
As stated
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is ?
STATEMENT OF GOALS
AND
PRINCIPLES OF THE CIA
Goals
To provide advance warning of possible attacks against the
United States and our allies;
. To provide the accurate, timely and comprehensive foreign
intelligence needed by the President and other decision makers
to conduct an enlightened foreign policy;
To combat the threats posed by terrorists and hostile
intelligence services to our national interests;
To provide the United States Government with a covert
capacity to defend U.S. interests abroad as directed by the
President; and
To provide an independent foreign reporting facility which
is neither subject to political pressures nor has policy
positions to defend.
Principles
We loyally serve a democratic nation. Our activities are
conducted under the Constitution, laws, and executive orders of
the United States. Our actions are ordered by the President
and other legitimate authorities. What we do is subject to
internal review and to oversight by outside bodies established
by the executive and legislative branches.
Our mission is to protect the people of the United States.
If we fail our duty--if we do not provide warning, information,
analysis, defense--we imperil the nation.
We anticipate new requirements and tasks and we are pre-
pared to respond quickly and securely to new assignments; we
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also recognize the need to establish priorities for all tasks
assigned to us and to ensure that just as there is competition
for resources, there should be competition among requirements.
We are granted broad latitude in accomplishing our
mission. Our means are varied, constantly changing,
unconventional--and frequently controversial. While no intel-
ligence agency can operate in the sunshine of public scrutiny,
no employee may take advantage of secrecy for personal or
political gain.
The importance of the mission entrusted to us and the
latitude we are granted to accomplish it require that each of
us meet the highest standards of professional competence and
personal integrity.
CIA's people are the source of its capabilities. Skills
are recognized and fostered through training, travel, and
assignments. Our personnel system must be flexible,
recognizing the diversity of skills of our personnel and the
integrity, dedication, sacrifice and responsiviness demanded of
them. Agency management recognizes its special obligation to
Agency employees and undertakes to ensure that the rewards of
service are commensurate with the obligations the employees
have assumed. Managers are selected and judged on their
ability to inspire enthusiasm, assist their subordinates in
professional growth and in the accomplishment of their jobs,
and promote excellence based on their own performance.
Consistent with the guidelines of the organization, decisions
are made by the people closest to the problem and at the lowest
feasible rung on the organizational chart. People at all
levels have the same stake in the organization and its mission,
the same obligation to improve our performance, and the same
right to be treated with respect and consideration.
While the Agency is made up of many diverse components, it
is critically important that each component, whatever its
function or location, nurture its appreciation for the
responsibilities of other components and the relationship of
each element to the whole.
Our continued access to foreign information requires
protection of our sources and methods. Those who provide
information, advice, and assistance to us in confidence can
trust our ability to keep secrets. Security of operations must
be a paramount objective of all our employees.
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Covert action must be consistent with overt foreign policy
objectives ultimately backed by the political will of the
people of the United States. It should be carried out in the
most effective manner, yielding the desired results; in the
contrary situation, prompt consideration should be given to
terminating such unproductive covert action activity.
Our results are measured primarily by the satisfaction of
our main consumers, the President and his national security
cabinet secretaries and advisors, with the value, relevance,
and timeliness of the intelligence and operational products
that they receive. In delivering this service, we realize the
need to keep the costs as low as possible and our methods
within the legal framework of the United States.
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0
14 February 1984
MEMORANDUM FOR: Chief, PCS
FROM: 25X1
SUBJECT: Follow-up to DCI Speech
REFERENCE: DDO Memorandum of 25 Jan 1984, Same Subject
Attached are the comments of on"the follow-up 25X1
to the DCI's speech. Also attached are suggested
changes in the draft POCM paper, along with a copy of the
draft submitted by DO Working Group of POCM Graduates.'
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MEMORANDUM FOR:
FROM:
SUBJECT:
?
0
1. The met on 14 February 1984 to discuss the
draft statement o goals and principles prepared by the DCI's
Staff. Rather than comment on the various modifications
proposed for that particular draft, I would note that there is
a far more satisfactory formulation of purpose already prepared
by a group of Program on Creative Management graduates. I am
attaching a copy, but will be able to provide you with
additional details on this draft, should you desire any.
2. There was general agreement that the
POCM draft is an eloquent and comprehensive statement of our
missions and goals. A number of suggestions were made,
however, as to additions which would make it an even more
effective manifesto. I include them in no particular order of
priority:
--There should be greater emphasis on the responsibility of
senior management to CIA personnel. Without a greater
perception that management is making a sustained effort to
improve benefits and recognition, it will be increasingly
difficult to recruit and retain suitably qualified personnel.
--In the first paragraph, there should be an explicit
statement that the intelligence we produce is totally objective
and free of political bias. That is, the current
statement--next to last sentence in para one--is not strong
enough.
--At some point in the statement, there should be reference
to unique aspects of our organizational structure, and to the
way in which the different directorates must interact.
--There should be reference to a "one agency" concept--that
is, within constraints imposed by the need-to-know principle,
there must be maximum coordination among the various components
of the Agency.
J
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SOME SUGGESTED CHANGES IN THE POCM DRAFT BYI STAT
(FOLLOW-UP TO DCI SPEECH)
We are dedicated to being the finest intelligence service
in the world. We strive to reconcile the inherent contradiction
of a'.secret.intelligence organization in a'.free society through
personal discipline and integrity. Our most important resources
are talented, creative, and highly motivated people and the
exploitation of state-of-the-art technology. Our goal to produce
the highest quality intelligence free of politicization.
Our mission, remaining within the guidelines of our
constitution and laws and consistent with the principles on
which our democratic society"is based, is to provide U.S.
Government leaders with:
-- accurate intelligence necessary to protect
national security and to enable them to make
informed decisions, anticipate change, and
undertake effective policy planning;
-- the information and forewarning necessary to
protect U.S. interests from the hostile
activities of foreign intelligence services and
international terrorist groups;
-- support for U.S. foreign policy through special
activities to complement and/or supplement normal
diplomacy;
coordination of the U.S. foreign intelligence effort.
To accomplish our mission we must develop and maintain a
positive work environment which fosters both individual and
organizational integrity, discipline, creativity, productivity, and
commitment.
The challenge of being the best intelligence service in the
world requires that we:make-._unusual demands on our people. There-
fore we recruit only the best for our service. We promote
excellent performance by offering challenges to our personnel
to be creative, supporting responsible risk-taking, and rewarding
those who show resourcefulness, integrity, and dedication to duty.
Essential to fostering and maintaining the excellence of this
organization is the role of our managers in providing leadership
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by example and in demonstrating qualities of good judgment
and fairness that help to motivate our people.to reach their
goals.
We provide our people training for the enhancement of
skills and expertise unique to the intelligence profession,
andtto encourage the overall development of the individual
and the continuing improvement.of the organization.
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Iq
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MEMORANDUM FOR: Chief, Policy and Coordination Staff
SUBJECT: Follow-up to DCI Speech
REFERENCE: DDO's Memorandum dtd 25 January 1984; Same Subject
25X1
The following comments on the DCI's speech and his desire for an
updated and improved-goals statement for the Agency represent a
synthesis of and Headquarters reactions, as well as some of
my personal thoughts about applying the tenets of In Search of
Excellence to managing the activities of CIA. These comments are
incorporated in edited versions of the various entries of the
exemplar prepared by the DCI which was sent out in the recent
worldwide telepouch. In keeping with the example of brevity
suitable for such precepts, most of the suggested additions and
changes are fairly succinct.
A. Goals, principles, standards, and purpose: To provide
timely, accurate, comprehensive, an objective intelligence to
policymakers and to undertake other activities as directed by the
Executive Branch in support of national interests.
B. Organization: The Agency is made up of dedicated
professionals organized in operating components that are critically
dependent on one another to support their individual and joint
activities. Free, open communication between employees fosters a
sense of teamwork and is essential for accomplishing the Agency's
goals. The purpose of such communication is to ensure that the
various members of the Agency team profit from the others' input and
perspectives.
0
14 JAN 1984
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C. Ethics: Our activities are conducted under the
Constitution and according to U.S. laws. The sensitive, demanding
nature of our work is such that every member of the organization
must be aware of and obey the letter and spirit of this legal
framework, and exhibit the highest degree of integrity and
responsibility in job performance and personal conduct.
D. People: The Agency's people are its main resource and
the root of its capabilities. The strength of the organization is
dependent on the quality of its employees, their identification with
the importance of the Agency's goals and its unique place in
government, and the degree to which the organization develops the
professional potential of each employee. Employee skills are
developed through challenging assignments and training, and
accomplishments are rewarded through promotions and non-monetary
forms of management and peer recognition. Management personnel are
selected for their ability to inspire enthusiasm and promote
excellence based on their own performance.
E. Management: The Agency's operating style is to foster
initiative, creativity, and a sense of organizational responsibility
and duty among its employees. These attributes are encouraged by
allowing the individual considerable freedom of action in attaining
the organization's objectives, while requiring efficiency,
accountability, and results at all levels.
F. Measure of results: As a public service, the Agency
does not have the standard measures of profitability and capital
value available to private industry on which to measure results.
Results can be gauged by the reactions of policymakers to the
Agency's intelligence products and other activities it undertakes to
protect national interests, as well as by careful, selective use of
qualitative and quantitative standards in judging the performance of
individual employees.
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G. Standards: We seek to exemplify in everything we do:
--Performance of the highest quality
--Ethics and integrity of the highest order
--Development of outstanding skills and sense of
purpose in employees and recognition of accomplishment
--Use of the most effective technologies in gathering,
analyzing, and disseminating intelligence
--Capability and flexibility in meeting difficult,
sudden challenges
--Leadership and recognition as the best intelligence
service in the world
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STAT
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FEB 1984
MEMORANDUM FOR: Chief, Policy and Coordination Staff
SUBJECT CIA Goals and Objectives
REFERENCE DDO memorandum on this subject to DO divisions
and staffs, 25 January 1984
1. L ___]suggestions for inclusion in a statement of CIA goals 25X1
and objectives are forwarded herewith. They are the product of
thought addressed to this subject by O personnel at all organi- 25X1
zational levels in response to the DCI's 24 January message.
2. Attachments are presented under the same subject headings
used in the exemplar statement provided by Reference. They are
arranged on separate pages to assist their editing and incorpora-
tion with submissions by other components. A summary of "thoughts
and recommendations" which developed in the process of formulating
the goals submission is also attached, per the DCI's speech
request.
Attachments:
0 suggestions
Thoughts and recommendations
COIFID TI [
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Statement of Goals, Principles and Standards for CIA
Purpose:
We strive to be the best national foreign intelligence service in
the world based on criteria of intelligence accuracy, timeliness,
and relevance to the national interest; special activities and
counterintelligence effectiveness; high ethical standards; and
cost effectiveness.
We collect relevant intelligence information through human and
technical sources on issues of significance to U.S. policymakers,
especially the President and National Security Council.
We analyze this information to produce the most objective,
timely, comprehensive, and useful intelligence possible, which
must then be presented in effective forms to our broad range of
customers.
We engage in authorized covert action operations in support of
specified U.S. foreign policy objectives and combat anti-U.S.
activities by hostile foreign powers.
We undertake counterintelligence actions to protect the security
of our clandestine activities and neutralize hostile foreign
intelligence services' operations.
We facilitate the use of our intelligence product by policymakers
in current decisionmaking.
We carry out numerous support activities to help achieve our
collection, analysis, covert action, and counterintelligence
missions.
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Statement of Goals, Principles and Standards for CIA
Organization:
We are one Agency. Our operating elements are interrelated and
depend on one another. We respect each other's responsibilities
and work together toward the successful accomplishment of the
Agency's mission.
We integrate all Agency components into a cooperative and cohe-
sive working relationship to produce comprehensive and accurate
intelligence product for our customers and timely, effective
accomplishment of special activity tasks.
We encourage new ideas from the bottom up and, within the con-
straints of security, a free exchange of information.
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Statement of Goals, Principles and Standards for CIA
Ethics:
Because of the nature of our work, our moral and ethical stand-
ards must be higher than those commonly demanded of others.
We foster and reward a high degree of ethical awareness, moral
responsibility, and sensitivity to the proportionality of means
to ends.
We remain constantly aware of the moral quality of means which we
use to oppose totalitarian systems, realizing that indifference
to means can make our efforts morally indistinguishable from the
evil which they are meant to oppose.
Our activities are conducted in accordance with the Constitution
and U.S. law. Each of us must adhere to both the letter and the
spirit of the law. CIA employees have historically been held to
the highest standards of integrity. Anything less than a total
commitment to these standards is unacceptable.
Ethical conduct cannot be assured by written policies or codes;
it must be an integral part of the organization and a deeply
ingrained tradition.
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Statement of Goals, Principles and Standards for CIA
People:
CIA's mission requires special people. We are self-starters.
The mission itself renews us. We are accomplishment-oriented.
Our people are our major basic resource. We respect and support
each other and demand of ourselves the highest quality perfor-
mance and effort. We are skilled professionals at all levels.
Professional innovation and sustained quality performance are to
be both stimulated and rewarded at levels equalling or exceeding
those of the rest of government and the private sector.
We believe that the value attributed to ideas should be a
function of their quality, not of the station of the person
originating them; that truth must never be the victim of precon-
ception or political expediency; and that conformity is not to be
confused with merit.
The Agency's strength depends on the quality of its people, and
its future depends on the opportunities it affords for their
professional and personal growth. Short term expediency must not
interfere with the required capital investment in our people for
the longer term.
We have a supreme duty to protect the security of our personnel,
intelligence sources and methods, and all U.S. clandestine and
covert intelligence operations.
We take pride in our traditions, our past successes and those who
achieved them. We seek to add to this honorable tradition and
pass on our experiences to new generations of employees. We
honor and revere those who have fought and died in the line of
duty.
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Statement of Goals, Principles and Standards for CIA
Management:
Authority and responsibility reside at the lowest possible level
consistent with common sense. Creativity and individual freedom
of action are encouraged. Participation, efficiency, accounta-
bility and results are required. We manage ourselves honestly
and compassionately. We reward performance.
We make coherent intermediate and long-range plans and make
decisions based upon such plans. At least annually, we shall
define, update, and articulate the Agency's perception of future
conditions, both organizationally and worldwide, and state our
intentions for action in the context of those conditions.
Management by example is our watchword. Managers are selected
for their ability to inspire enthusiasm and to promote excellence
in pursuit of Agency goals based on their own performance.
Management understands that its obligations and responsibilities
to its employees are equal to, if not greater than, those of the
employees to management. Loyalty downward as well as loyalty
upward is our standard.
Supervisors streamline procedures and fight the tendency of large.
organizations to become complex, rigid, and slow-moving; they are
mission-oriented but sensitive to the human dimension.
We strive to maintain superiority in scientific intelligence
collection.
We seek primacy in the expeditious control and processing of
information through modern technological applications.
We are responsive to public inquiry to the extent that the
security of our personnel and operations permits.
We do not attempt to fix something which is already working
well.
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Statement of Goals, Principles and Standards for CIA
We regularly measure all activities, institutions, and personnel
in terms of their cost effectiveness and contribution to objec-
tives defined in consonance with national policy.
Our results are measurable in the satisfaction of our customers;
in the value, relevance and timeliness of the intelligence
support they receive; and in the effectiveness of our counter-
intelligence and special activities programs in supporting U.S.
Government policies.
We avoid overquantifying in measurement of task performance and
focus on the quality of our mission performance.
We do not allow increases in budget, staff, or the general level
of motion to be perceived as progress unless accompanied by
proportional increases in productivity.
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Thoughts and Recommendations
Making an office more responsive starts at the top. Senior offi-
cers should share their concerns and goals with junior officials.
There is a need to regain lost flexibility and the imperative that
we not become just another government bureaucracy. It seems that,
despite our special missions and responsibilities, we are often
treated like HUD or HHS employees.
"Professionalism" must be our watchword. All employees need to be
reminded that we are special and that our standards and responsi-
bilities are the highest. We translate this into action by treat-
ing every employee, regardless of rank, as an equal member of an
elite organization.
The other side of the coin is to demand of all employees,
regardless of rank, the highest level of performance every day.
Our decision-making structure and the accountability procedures
need to be streamlined. We need a greater willingness on the part
of senior management to delegate responsibility.
We hire the best we can, but "in the trenches" there is the
feeling that we are often being "second-guessed" by senior
managers.
Management over the past couple decades has allowed itself to
dictate requirements to its personnel without sufficient conside-
ration of the resources needed to accomplish them. Collection and
analytical shops in the Agency should never be instructed to take
actions beyond resource envelopes or required to make the engine
turn faster than it is securely able.
If the Agency performs to the highest standards it sets for
itself, it is not necessary to seek "recognition." Recognition
will come without seeking it. (See DCI's "Standards" paragraph.)
We must attempt in every way possible to avoid falling into the
pit of partisan politics. We have come dangerously close in
recent times to falling over the line.
A secretary is still viewed by many at senior levels as a second-
class citizen. This is outrageous, and the mindset must be
changed.
Cover and protection of our officers and personnel abroad is
inadequate. Our ability to operate effectively under cover can
only be improved when the attention of senior management focuses
more closely on the problem. Otherwise, some will view cover as a
joke.
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STAT
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C O N F I D E N T I A
2 February 1984
CIA GOALS, PRINCIPLES and STANDARDS
The following statement of goals, principles and standards is
based on the belief that everything the Central Intelligence
Agency is and does reflects the qualities of its people. While
intelligence targets and requirements may be established by other
government entities, the direction and initiative to get the job
done comes from within. The end product or completed action can
be an outward measure of excellence. Seldom, however, will any
one of us or any one of our customers realize the extent of
individual contribution which goes into that product. The
contribution made by each of us is the true measure of-excellence.
Collection, production and dissemination of the highest
quality of intelligence possible, while maintaining the integrity
of our organization, will continue to be our primary goals. This
requires the best effort, day-to-day, that each of us is capable
of. Only through our individual efforts can the Central
Intelligence Agency continue to provide the best possible
intelligence product to the leaders of our country and maintain
the strength to meet the challenges of the future.
PRINCIPLES:
Recognizing that our people are our most precious commodity,
we will encourage, nurture and reward them: Encourage each to
realize their potential; nurture each toward organizational as
well as personal goals; reward each for his enthusiasm,
innovativeness, involvement and ability to get the job done.
STANDARDS:
The CIA's standard of performance originates and is
perpetuated from within. The strengths of each of us have set the
the mark of performance quality. The integrity of our
Organization is built by the high standards which are the first
quality of our people. The unique abilities, honesty and personal
integrity of each of us has combined and grown stronger from our
association with each other. These high standards are truly seen
in the quality of the intelligence product of our Agency.
C O N F I D E N T I A L
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OUR MISSION
To seek, know, and understand the truth about world
situations, the conflicts, interests, and intent of nations
friendly as well as hostile to the United States; to provide this
useful and accurate information to policy makers and a broad range
of consumers to use to preserve and protect our nation's security
and econonic health. By knowing, understanding, and acting on the
information which we provide, our country will continue to be a
secure, free, and well-informed nation.
Excellence in our Agency is achieved through hiring the best
people and through the exploitation of state of the art technology.
To achieve our mission, individual and organizational honesty
and integrity must be of the highest order. We must be loyal to
the principles upon which the Agency was created. We must seek
and keep employees who are deidcated to the philosphy of ensuring
that we are the best intelligence service in the world.
We operate within the framework of the constitution and the
laws of this land, always mindful of the fact that we are public
servants of the American people. The intelligence we produce
ultimately contributes to enhancing our country's strength and
leadership among nations and exemplifies ourselves as a freedom
loving people.
Recognizing that people are our most valuable resource, the
Agency seeks to give employees a variety of opportunities to
develop their skills and further their contributions and careers.
The Agency strives to provide an atmosphere in which the
imagination, enthusiam, hard work, knowledge and self-discipline
are rewarded through opportunities for advancement, financial
growth, long-term careers and personal satisfaction. We must
provide leadership that, by example, inspires trust, generates
enthusiasm, and motivates each employee to contribute individually
and corporately with high personal integrity and professionalism.
To achieve our mission, our people will be called upon for
individual and family sacrificies. We must ensure that these
personal and family risks are recognized.
We have an obligation to provide our employees with a variety
of opportunities to develop their skills and further their
contributions and careers. Unique training needed to accomplish
our mission and the training required to develop or enhance the
skills and capabilities required for personal growth and
organizational demands will be provided. We will provide the
environment needed to perserve and promote individual dignity,
reward creativity, individual achievement and responsible
risk-taking.
STAT
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To meet the demands placed on our organization, we recruit
employees from diverse cultural backgrounds. We must, therefore,
adhere to the principles of equal opportunity and affirmative
action encouraging and rewarding excellent performances.
Results of our success are measured in how accurate, timely,
and valuable our product is. The measurements are reflected in
the sound judgments made by our policy makers and our President in
protecting the security of our nation and in our economic growth
and continued prosperity.
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Central Intelligence Agency
PURPOSE: To provide intelligence support to those who are required
to preserve and protect the national security.
In accomplishing this goal, we must all work together to ensure
that the services we provide are timely and that the information
collected, analyzed and disseminated is accurate and presented
in such a way as to be effectively utilized. Regardless of the
individual grade, position, or task, we should all strive to do
our part to achieve this purpose.
ORGANIZATION: A croup of diverse elements capable of operating
independently in individual efforts but which continually work as a
single unit to achieve a perfect product. (A secure, well informed
nation.)
Each element in an organization such as ours must accept and
carry out its own responsibilities while providing support to
the others. We respect each others departmental and national
responsibilities and yet work together to achieve the
organizational purpose.
ETHICS: Our activities as-an intelligence organization are
conducted under the Constitution and laws of the United States of
America.
Given the sensitivity of our mission, honesty and integrity
must be of the highest order. In order. for the organization to
have the respect necessary to function effectively, each
individual within the organization must be honest and loyal to
the principles upon which the Agency was created. We must be
sensitive and adhere to the spirit as well as the letter of the
law in all that we do and say. In our jobs our actions toward
national security is decreed by law, in our personal lives our
actions should be determined by our love for our, untry and our
wishes to present ourselves proudly as representdof that
country and its government.
I
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PERSONNEL: CIA's people are the root source of its capabilities.
In today's automated society, we often loose sight of the
abilities and strength of the people. It should always be
recognized that without people CIA would cease to function.
Automation helps in faster processing of the intelligence
obtained by people. CIA personnel are of the highest quality
and must remain so. The success of the organization is
dependent on continuing to provide each individual the
opportunity to grow$i personally and professionally. In order to
hire and retain the quality of personnel required by an
intelligence organization of this magnitude, positions should be
filled on the basis of ability and grade levels should be
comensurate with the position occupied. Skills should be
recognized and enhanced through training. Interests should be
fostered through travel and assignments. Management personnel
should strive to inspire enthusiasm and promote excellence by
setting a good example. Managerial ability and performance
should be of the highest quality in order to motivate others to
give their best.
MANAGEMENT: Dedicated to operating an efficient and effective
organization.
CIA style of management is to foster initiative and creativity
by allowing the individual freedom-of-action in attaining
well-defined objectives. It has already been established that
CIA was created to provide intelligence support and that we must
operate under the law. CIA encourages the individual to try new
procedures and methods without being intimidated by outdated
traditions while being aware that efficiency and results are
required.
MEASURE OF RESULTS: Respect afforded to CIA by the world-wide
Intelligence Community
Business organizations measure results in profits, we as an
organization dedicated to providing intelligence must be judged
or measured by how fast and accurately we support others. Does
the world recognize CIA as the most effective intelligence
organization? Are mistakes in analysis infrequent? Is the
information and support provided something they can use or just
something provided to get the customer "off our backs"? If the
information is accurate and timely, is it presented in such a
way as to allow for understanding and effective use?
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OBJECTIVES: To exemplify excellence as an intelligence organization.
As with industry, the formost attribute of each individual
employed by CIA should be the ability to "care" - for the job,
for how it s performed, for how others perceive your performance
and for your country and its government. With this attitude by
the individuals, everything else the organization needs to
achieve excellence will come automatically. As an organization
our performance, ethics, and integrity will be above reproach
and we will be recognized as an organization devoted to
utilizing the most effective skills and technologies and having
the capability and flexibility to meet any challenges. In
reality CIA will be recognized as being the best intelligence
service in the world.
STAT
4-T 3
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7 February 1984
MEMORANDUM FOR:I STAT
SUBJECT Follow-up to DCI Speech
1. The following contributions are forwarded for your
possible consideration for incorporation into the response STAT
to the DCI's charge in his recent address.
2. The sections on People and Management of the CIA's
Statement of Goals, Principles and Standards might be expanded
to include something on the special dynamics of CIA employees
and management style. We would suggest something along the
following lines:
People: CIA's work product has an impact on the
Government's foreign relations and security interests that
is out of all proportion to the Agency's relatively small
size. Thus, CIA employees with drive and imagination have
a unique opportunity to help protect their country's vital
interests more directly and dramatically than they might
have elsewhere in the Government. Historically, this
opportunity has been a source of incentive, pride and
satisfaction for Agency personnel.
Management: A major element in CIA's operating style
is its determination,, free of bias, combined with a "can
do" attitude which allows for a willingness to weigh
opportunities and risks in tackling controversial issues
and considering unorthodox solutions in furtherance of
CIA's mission.
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Statement of Goals, Principles,
and Standards for CIA
REFERENCE: John Stein Memorandum, "Follow-up to DCI
Speech", 25 January 1984
Herewith some suggested additions/changes as requested
(suggestions underlined):
Purpose: To provide accurate, comprehensive intelligence
support to the President of the United States, to his Cabinet
and advisors, and to a broad range of U.S. Government consumers
......................purpose.
People: CIA's people ................... assignments;
management personnel are selected for their leadership
qualities and for their ability to inspire loyalty and
enthusiasm and to promote excellence based on their own
performance and example.
Measure of Results. Business organizations measure
results . ............................Those results come from
the qualities of its people and their creativity, dedication,
and success in utilizing resources, human and other, as well as
the latest technology to collect, analyze, and apply
information and judgement ............... value these results.
Standards. We seek to exemplify in everything we do:
A strong sense of mission;
performance .............................
ethics ..................................
development of outstanding skills, confidence
personal leadership abilities, and other
personal resources in our people;
STAT
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leadership as an Agency and recognition as
the best intelligence service in the world.
STAT
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SUBJECT: Agency Goals, Principles and Standards.
Purpose
FROM:
To collect intelligence on a broad basis; to produce
information reports that are responsive to national security needs
and to undertake activities that are consonant with Presidential and
Congressional purposes.
(Note: While CIA's collection mission should be broadly
based, albeit limited by priority objectives, its reporting cannot
do justice to every conceivable consumer. Somehow, the number of
consumers must be limited in order not to extend CIA's resources
over the entire possible area consumer interests. The importance of
Congressional oversight in CA activities should be noted.)
Organization
The organizational structure of CIA emphasizes the
interdependence of all components and delegates the maximum
authority to the lowest components.
The mission of the Agency is diverse and global. It calls
for performance of duty in areas of the world that can differ vastly
from the United States in their cultural backgrounds and ethical
standards. Under those circumstances a high ethical and moral
standard is paramount and all actions must be in accord with the
letter and spirit of our Constitution and laws.
(Note: The conflict between adherence to U.S. laws and
conducting operations abroad that often are incompatible with host
country laws can only be resolved by personnel with high ethical and
moral standards.)
People
In a highly specialized and often technical environment in
which the Agency must carry out its mission, the skill of its people
is key to the success of that mission. The recognition of existing
skills and the development of skills necessary for particular
assignments is fundamental to the personnel policy of the Agency.
(Note: The Agency still regards area knowledge as an art
that can easily be acquired and is satisfied to provide language and
other training to meet minimum standards. In filling the needs of
its technical staff, however, the Agency would not consider
assignments of persons to run computers who are not expert in that
C O N F I D E N T I A L
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C O N F I D E N T I A L
field. It would regard the transfer of such a person to a
non-technical field as wasting the employees talents. On the other
hand, a person who has acquired good area knowledge in one place is
believed to be able to function as easily in another, often
unrelated area. )
Management
Management is key to engender the highest level of
performance by employees. The assignment of personnel to management
positions is based on ability, creativity, and leadership qualities.
(Note: The rotation of top managers from one position to what
often is a similar position does not produce creativity. Well worn
ideas and management styles simply are transferred to the new
position. This reduces significantly the chances that new
approaches are tried, or that entrenched methods of operation are
challenged. One minimum requirement for reassignment to another
management position should be an appropriate tour of training.)
While clearly a measure of results is customer
satisfaction, a measure of superior results would be the
anticipation of customer future needs. An intelligence activity in
particular must record not only the observable, but must alert the
customer to changes that might affect national interests.
Therefore, the Agency has to set aside resources not unlike those of
a commercial firm that are dedicated to theoretical problems. The
results of such theoretical explorations must easily be transferable
to an operating component for a determination of possible
applicability.
C O N F I D E N T I A L
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Goal: We will provide timely, reliable intelligence support to
the United States Government - to promote the security and
prosperity of our nation.
Achievement: Our success will be measured by the appraisal of
our product by U.S. policymakers and, ultimately, by the
success of our Government in achieving its foreign policy and
national security objectives.
Conduct: We will conduct our activities with uncompromising
integrity and in adherence to U.S. law.
Organization: Directorate and component autonomies will be
respected, under general guidelines that will cause us to work
closely together, as one Agency, in pursuit of common purpose.
Management Style: We will stimulate initiative and innovation
by permitting maximum individual freedom of action toward
established objectives, while requiring accountability,
cost-effectiveness and results.
Personnel Management: Supervisors will enlist talented people,
provide professional growth opportunities, inspire enthusiasm,
encourage judicious risk-taking, and ensure that excellent
performance is recognized.
Aims: We aspire to be the best intelligence service in the
world; to maintain our special espirit and pride of mission; to
employ the most capable, dedicated people; to use the most
efficacious technologies; to avoid bureaucracy; and to meet
unexpected challenges, as well as planned tasks, with a
'can-do' approach.
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AD?ISTRATIVE/INTERNAL USE O,
STAT
13 February 1984
MEMORANDUM FOR: John H. Stein
Deputy Director for Operations
FROM:
SUBJECT: DCI Request for Component Views
on Agency's Quest for Excellence
The following represents a collection of L--] solicited views
and comments regarding the DCI's quest for a statement of positive
purpose, a search for excellence and a motivating direction for
the Agency's future path. All members of were given the
opportunity to digest the DCI's speech, and the accompanying
private industry methodology, and provide individual insight into
the means, standards and characteristics which we, as a major
influential governmental body, should give forth.
contribution to this effort is spelled out in a
opinion and views, as opposed to a lengthy list of
points.
consensus of
insignificant
1. Motivation steers independent thought, creativity,
the drive to excellence, the inspiration to enthusiasm, the need
for meaningful achievement, and the promotion of a lofty ideal and
image. Consensus of views indicate that we as an Agency are remiss
in our collective ability to motivate properly through appropriate
recognition for achievement. Our bureaucratic ways, even within
the Agency, tend to stifle motivation. A need exists for a
profound analytic effort to see where we are missing the boat in
this area. The absence of the proper and effective forms of
motivation equate to less than enthusiastic performance and pride
in accomplishment.
2. Enhancement of the Agency's role and, in particular,
our public image. It is strongly felt that the public at large
possesses a poor image of the Agency, and an absolute ignorance of
what we do, generally how we do it, why, and what is our
contribution to national security and the promotion of ethical
foreign policy. Obviously the percentage, if a poll were to be
taken regarding the meaning of "Intelligence", would be rather low
indicating lack of comprehession; this would probably be the
result even if the poll were taken among the well educated. The
perception of what we are about almost does not exist, save for
the James Bond image. We are in dire need, for a long time now, of
a strong public reeducation process which would assist public
acceptance of what we attempt to do. It helps to amass proponents,
not opponents. The education process can be accomplished without
having to sacrifice sources and methods, etc.
ADMINISTRATIVE/INTERNAL USE ONLY
STAT
STAT
STAT
STAT
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AD?ISTRATIVE/INTERNAL USE ON*
3. Leadership shortcomings, Agency as well as
Governmental. No place for politics. The absence of really
strong, effective leadership among too many managers and
supervisors continues on a regular basis to undermine our ability
and talent to produce to our limits. Indecisiveness, red tape,
need for authoritarian supervision, buddy system, patronage
appointments, etc. in the area of management are not attributes
which contribute to motivation and the sense of accomplishment.
Impedes the striving to excellence. Managers and supervisors
should be assigned on the basis of their ability to manage
effectively, efficiently and with the goals and objectives of the
Agency in mind. Leadership is a prerequisite for motivation,
accomplishment, pride and team effort. We suffer from this
greatly. Too many. "leaders" are in position only thru friends, by
virtue of having been in the office for a long period. It's long
over due for us to select managers, supervisors and leaders based
on nothing but their inherent demonstrated ability to manage,
supervise and lead.
4. Objectives, standards, goals and characterics of
excellence are dimmed by Administration both parties absence of
praise for the Federal establishment, i. e. the government worker.
Continued attacks and harrassment of the federal work force by the
administration, the media, OPM, etc. does little to foster
characteristics, of excellence. Even IBM, GM and other giants of
industry would have difficulty motivating their work force, when
continually under fire from all avenues.
5. It is ~ collaborated impression that adherence to STAT
the above ingredients would immeasurably steer the Agency in the
right direction. However, more than lip service need be paid to
these lofty ideals.
STAT
T YIMTATTQ Tn7R'TVT: /TTTTLtn?TTT TTQT'. l1TTT I
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0 C 0 N F I D E N T I A4$
THE MISSION of CIA is espionage and the production of national
intelligence for the USG.
THE PURPOSE OF CIA is:
-to use clandestine and overt means to acquire foreign
intelligence and counterintelligence information and disseminate
finished secret intelligence to the USG;
-to serve as the covert action element of the USG whenever and
wherever USG sponsorship must be protected or denied.
THE GOALS OF CIA are:
-a clandestine service preeminent;
-an intelligence product unexcelled;
-a quality of performance unequalled.
C O N F I D E N T I A L
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MEMORANDUM FOR: DCI
As I am sure you will get many brillant work efficient
suggestions I am presenting a completely different idea,
but none the less important to produce the highest quality
work from a top performance employee.
To relieve office tension I would like to see the
physical fitness room completely remodeled and relocated, if
possible. Besides being in the bowels of the building,
it's among tons of dust and gas fumes from the underground
garage.
A good exercise period during the day does wonders for
your mind and body, that is, if the environment is good.
You become refreshed and relaxed even though you work out
strenously. Mentally you've had a chance to void your mind
of pressing matters, in fact in some cases brillant ideas
imerge while running around the track.
As our President, schools and even TV commercials stress,
exercise is a must in everyones life, if only we had a healthier
climate in which to enjoy our gym.
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STAT
FROM
SUBJECT
DCI Tasking
13 February 1984
While the Agency, and particularly the clandestine service
slowly navigates its way back from the abyss of the late
seventies it would indeed serve a useful purpose, as the
Director urges, to pause and reflect on our nature, goals and
direction.
The ills that plagued the CIA in the seventies stemmed as
much from internal weakness as from a growth in the complexity
and scale of the global threats that assailed us. That
weakness derived in part from a conscious, even welcome
surrender to managerial and technological values that
inexorably eclipsed individual creativity and initiative. One
unfortunate result was a general feeling that the CIA had
allowed itself to evolve into another faceless bureaucracy
where careers and paperflow became the benchmarks for success.
We lost that special quality that set us apart from the
bureaucratic mainstream. At the same time, the Public mood
soured on the Agency as a result of publicized disclosures fed
by the left and other misguided do gooders of abuse or
irresponsible behavior. The cauldron of suspicion and
mistrust in which the Agency found itself encouraged an
internal atmophere of indifference and cynicism which
emboldened the Agees, Stockwells and Snepps to 'expose' their
own twisted interpretations of events. Under the leadership of
the present administration, we have regained much of the equity
lost during the convulsions of the seventies.
In searching for a standard to guide us into the next
century, it would be wise not to unlearn these painful lessons
of the past. We should resolve to distinguish between
management and leadership. Let managers manage resources and
STAT
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leaders devise tactics and strategy. Let us never again accept
mediocrity as a convenient expedient. Above all, let us not
lose sight of the importance of the human factor in the
collection of intelligence. While technology certainly has a
major role to play in our business, it is but one of many
tools, and can never fully displace the individual. That the
Agency's most important asset is the quality of its personnel
few would dispute. Let us not fear innovation or
experimentation with new personnel management techniques. We
should not compromise our high standards for employment with
the Agency but at the same time welcome and carefully weigh the
value of new approaches in managing people.
CIA is and always has been much more than the nation's
intelligence watchdog. Its unique blend of people and diverse
skills creates an atmosphere that encourages the interaction
of some of the most talented and analytical minds in political
science and one where patient scholarly study and research is
carried out in pursuit of worldwide security. The Agency's
principal weapon is the quality of its people and a commitment
to them is the process that helps crystallize ideas into bold,
exciting programs and initiatives.
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6 February 1984
MEMORANDUM FOR: The Honorable William J. Casey
Director, Central Intelligence Agency
Your charge to foster and encourage excellence in the Agency
caused me to focus on the inculcation of excellence in our most
important asset: the Agency employee. In twenty-two years of
Agency service (half overseas), I have been struck by the dedi-
cation of the Agency employee: clericals serving many thousands
of miles from home; technicians plying their craft under diffi-
cult and dangerous circumstances; and, officers risking (and
often losing) their lives to acquire the information that is so
essential to the Agency's mission. If success equals excel-
lence, then it would appear that the Agency already possesses
an abundance of excellence in the quality of its personnel. If
this quality already exists, it is incumbent upon us to nourish
other qualities such as honesty, dedication and loyalty, if we
are to foster excellence in future generations of Agency
employees.
Historically, our employees have made sacrifices for the
privilege of serving the Agency. Most of us served proudly,
however, we are not so sure future employees will respond to
the call, unless certain conditions associated with Agency
employment change. For instance, an atmosphere of negativism
toward this Agency has had deleterious effects on morale,
initiative and productivity. Esteem, recognition and a sense
of accomplishment can help our employees stand tall in the face
of slanderous attacks from our detractors.
Hundreds of thousands of civil servants are compensated at
the same rate as Agency employees, yet no other department or
agency requires nearly as much from its employees as this
Agency. Why should General Schedule (GS) employees at the
Bureau of Mines or on the U.S. Metric Board earn the same as an
Agency employee, when we are subjected-to higher employment
standards, i.e., intensive background investigations and poly-
graph testing prior to and during employment? Furthermore,
since this Agency hires and fires on the basis of lifestyle,
employees who meet the standards for continued employment
should be rewarded accordingly. It is the view of the majority
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of my colleagues that our security procedures are necessary to
ensure the integrity of the Agency; however, we also feel that
the additional responsibilities should be acknowledged by addi-
tional compensation. The Foreign Service utilizes a special
pay scale to recognize its personnel (and they don't take poly-
graphs); why not institute a similar policy for the Agency?
During the last two decades, the Agency has been blamed for
practically every evil visited upon this planet except cancer.
We have taken abuse from the fourth estate far out of proport-
ion to our role in world affairs. As members of the-"silent
service," we are forced to "take it on the chin" and "turn the
other cheek." (I have often been tempted to defend the Agency
on issues of "illegality" or "impropriety".; however, since I
cannot reveal my Agency affiliation, I have had to suffer in
silence.) The vast majority of Agency employees (hardworking,
honest and God-fearing), are concerned about the constant carp-
ing of the press. We recognize that there are malcontents in
the Agency, and they should be exposed and expelled; nonethe-
less, the reputation of the majority should not be determined
by an unprincipled minority. In response to the public percept-
ion that we operate "outside of government," it would be good
for morale if the American public understood that we work within
the system. Such action would certainly reinforce pride in our
employees. And would not renewed excellence follow pride?
It is suggested that you institute a continuation of the
"search for excellence" theme by requesting annual recommen-
dations (perhaps in essay form) from all levels of the Agency.
Employees who distinguish themselves by providing new initia-
tives on excellence would benefit by participating in the cre-
ation of Agency philosophy concerning this important matter.
Certicates of Achievement or some other form of recognition con-
sistent with the Agency's Suggestion Awards Program could be
awarded these employees.
We appreciate this opportunity to make our views known to
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?
MEMORANDUM FOR:
FROM
SUBJECT DCI Tasking
8 February 1984
1. In the DO, I think we have created an unnecessary
bureaucracy with regard to the management of our people, one
which dampens the competitive spirit and encourages
mediocrity. In this age of limited resources, coupled with an
international arena growing in complexity and hostility, we
must do everything in our power to foster an environment where
these resources are used at peak efficiency, an environment
where it is inherent that our intelligence product be as fine
as it can be. If we indeed are "In Search of Excellence", we
should have the courage to recognize and deal with the
realities of our current personnel management system.
2. My general suggestion is to institute a system similar
to that of the Civil Service, a system which pays an employee
according to the position occupied. There are several points
to be made in this regard, affecting competition and fairness,
but above all, the strength and efficiency of CIA:
a. There is nothing more frustrating than working side
by side with an individual as many as two grades higher, both
occupying the same position, yet receiving a vast difference in
compensation. In many cases, the junior grade employee is more
productive and qualified. This difference in pay cannot be
justified.
b. The panel system drains tremendous resources and
produces a highly questionable product:
1) Personnel files used in panel deliberations are in
many cases fairy tales. Job descriptions are overblown as well
as employee performance. It is human nature that supervisors
tend to overlook the weaknesses of an employee and shy away
from officially recording those weaknesses. The supervisor who
possesses that courage and sense of duty, destroys the
employee's chances of reward while the employee of a meek
supervisor reaps the benefits.
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2) Panel members have no direct stake in the employees
they are promoting. Panel members.have a tendency to be unduly
compassionate and sympathetic, especially to employees with
long time-in-grade. This is in direct conflict with the
competitive spirit. Panel members do not have to work with
employees elevated to grades they neither earned nor were
qualified to attain. Employees with short tenure, yet higher
performance and potential, cast a wary eye on the system. The
result is mediocrity - the prospect of promotion a game of
chance.
3. There is a solution to the unproductive mire of the
panel system. We can promote the competitive spirit, put the
right people in the right positions, and free our employees to
do the kinds of things which enhance our intelligence product.
0,. An employee should be paid for the position they
occupy. The promotion system then reverts to the selection
process. When a position becomes open, who has more stake in
selecting the most qualified and deserving applicant than the
manager who must depend on that employee? Under this system,
there would remain a legitimate concern for the "old boy
network". However, I believe an awareness exists in this
agency, that any form of discrimination is not only unacceptable
but detrimental to the performance of our tasks. Sufficient
oversight exists at the branch and group level to ensure the
most deserving and most qualified are selected to fill
vacancies. The right people would be promoted.
4. The institution of this system will render two major
accomplishments:
a. The army of DO personnel who administer the current
system will be free to work on intelligence matters. Instead
of serving on panels, case officers can work on operations.
Panel support positions can be used to fill the tremendous void
in our IORA program. Our energies should be directed to our
intelligence product, not in support of an inefficient,
unproductive bureaucracy,
b. Our promotion system will be fair. As in private
industry, the best and the brightest will have the opportunity
to advance as quickly as their capabilities allow.
5. A personnel/management system should be one which not
only provides maximum opportunity and reward for its employees,
but one which serves the needs of the organization. Our current
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system does neither. Let us institute a competitive system
which lends itself to equity and accuracy in identifying the
deserving, but more importantly, one which enhances our ability
to provide our policy makers with the most accurate and timely
intelligence.
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?
CONFIDENTIAL ?
To provide accurate, objective intelligence on a wide variety
of subjects to the intelligence community and other elements of
the United States Government, and to conduct operations in
support of national policy.
The Agency is composed of a number of components that are
dependent on one another, but each component. must function with
a certain amount of independence for reasons of security and
compartmentation.
Agency employees are expected to meet the highest possible
ethical standards, both in their professional and personal
lives. They must be familiar with the laws and policies
governing our activities and be willing to abide by them
regardless of the circumstances.
Agency employees at all levels must meet high standards of
performance and personal conduct. The Agency is also dedicated
to the principles of equal employment opportunity and
advancement based on merit. It should be the policy of the
Agency to recognize the unique pressures and problems
associated with our work, and compenssate employees
accordingly. Agency employees do not enjoy the protection
afforded by the Civil Service System, and they should not be
bound by the rules governing employees in conventional
government departments.
The Agency should attempt to give all employees a variety of
assign-mr?ta a.,.; training to enhance their opportunities for
personal growth and advancement in the organization.
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CONFIDENTIAL
The structure of the Agency is such.that the management is
decentralized. High level Agency management sets policy, but
the day-to-day management of the Agency takes place at a lower
level, thereby fostering initiative and creativity at all
levels both at Headquarters and in the field. While efficiency
is always a goal, it must sometimes be sacrificed in the
interest of the security of our activities.
It is not always possible to gauge the results of our
activities. Occasionally, a particular piece of reporting or
an operation will have dramatic impact on the policy makers,
but in general our activities do not lend themselves to precise
measurement. We can only strive to satisfy the requirements
that are levied on us quickly and as efficiently as possible,
and maintain a dialogue with our customers to get constant
feedback on our performance.
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The Central Intelligence Agency is, first off, an organization
that is undeniably necessary in order to insure this nation's well-
being and security. ur primary goal is to gain the confidence and
trust of our customers and assure them that we are providing them
the best intelligence possible. Because the overall topic of this
paper is very broad, it is my opinion that very little can be
gained by my attempting to write in general terms and cover the
entire spectrum. Instead, I will focus my attention on one aspect,
that dealing with what can be done to improve the quality of our
main ingredient in the Agency, our personnel.
The Agency currently recruits young people from the best
colleges across the entire country. I have no problem with this
tactic and believe that it is necessary in order to keep a continuous
flow of fresh talent entering the organization. I believe, however,
that often times recruiters are primarily interested in filling
quotas and not enough concern is given to the types of personnel
that are hired. It is my opinion that many young people are brought
into the Agency with very little knowledge of what CIA is about or
what eff=orts or sacrifices will be required of them in order to
perform their duties in the manner that is expected of them. I
believe more attention should be given to assuring that the right
people are brought in and to making sure that new people know
exactly what will be expected of t1en and, conversely, what the can
expect of the Agency. I believe also, that we often overlook well
qualified personnel with potential who are already in place and who
should be considered for the CT program. These people have already
been tested and management has an idea of what their capabilities
are and the employees know what is expected of them. We are currently
spending a tremendous amount of money and effort in attempting to
keep this Agency staffed with qualified people. I believe we should
go one step further and make sure that those that are brought in
know what the Agency is really all about. It would prevent our
wasting huge a,nounts of money on personnel who learn too late that
the Agency is not for them, or perhaps worse, to have personnel
hang on and give sub-par performances because they really do not
enjoy this type work.
STAT
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To instill pride in the employees of this Agency more attention
must be paid to rewarding them for a job well done. In addition to
promotions, special achievement awards and QSI's could be used.
Training employees to give them the requisite skills to move
into better positions should be emphasized. The Agency has many
resources in terms of people that could be better utilized. These
same employees should be given the opportunity to move into
positions for which they are qualified rather that bringing in new
employees, CT's for example, to fill these jobs.
More attention should be given to taking employees from within
the Agency to fill our quota for CT's.
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A. WHAT WE ARE ABOUT IS: TO SERVE OUR COUNTRY.
B. WE SHOULD PRODUCE AND SEND TO THE PRESIDENT OF THE USA THE FINEST
IN INTELLIGENCE PRODUCTS AND ESTIMATES.
C. TO FOSTER AND ACCOMPLISH TH]ESE ENDS MY SUGGESTION IS THAT IN 1984
THE DCI GIVE SOME EXTRA T.L.C. TO ON-BOARD AGENCY EMPLOYEES. REALLY ENHANCE
THE MEANING OF "CAREER SERVICE". THE DCI SHOULD NEWSW RESIST ALL EFFORTS
P?jTPo V AID
TO REDUCE RETIREMENT BENEFITS, LENGTHEN SERVICE YEARS, 0 COST OF
LIVING INCREASES FOR AGENCY STAFFERS, PARTICULARLY THOSE IN CIARDS. I HAVE
31 YEARS OF AGENCY SERVICE, SIX YEARS OVERSEAS, AND STILL GOING STRONG!
DDO STAFFERS MUST PASS PHYSICAL EXAMS BEFORE DEPARTING FOR
OVERSEAS TOURS, AND ALSO ANOTHER ON RETURN TO BE QUALIFIED FOR HDQS DUTY.
HOW ABOUT SOME EXTRA AGENCY HEALTH INSURANCE, OR EXTRA BENEFITS FOR OUR
STRONG PERFORMANCE.? IN OTHER WORDS SOME WORDS INTO ACTIONS.
STAT
V
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. 0
Basically, we are accomplishing our main goal of gathering
intelligence; and, I believe we are doing a great job. However,
I make the following suggestions to help the morale of our country,
the Agency and its people:
I believe we could be more of a service to the general'public,
especially to businesses. It is hard for the DDO.to participate in
this, but the DDI has much material that is unclassified that
businesses could find useful. The general public needs to know
more about what we do,without compromising our sources, and this
would be one way to do it.
I also think we should counter (if law allows) some of the
covert action used against our country. I do not think the Soviets
(orwwhoever) should have free rein to publish anything.they want
without us making some attempt to show their hand. It's surprising
how many people believe everything they read of which they get a one-
sided view. Remember, we are what we read.
I must say that we have come a long way from the atmosphere of
the 1970's, but I think history could repeat its self, especially
underaa different administration.
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An office with high morale usually produces a better product,
and does it more efficiently, than an office with low morale. I
believe the unusually low morale in Hqs is due to inefficient handling
of personnel, notably those in lower grades who provide the backbone
of support for all operations. The system should be revamped to give
those who show promise a chance to advance to positions of responsibility.
Perhaps a trial period of six months or so in a more responsible position,
with the possibility of returning to the former position if they were
unable to perform well in the new position, would help move qualified
clerical and professional people along. Training courses for management
types are extremely difficult to get into with waiting periods sometimes
more than a year. It has been my experience in other branches of
government that if you show you can perform well in a position you
assume the position along with the accompanying grade.
We lose too many qualified people due to our archaic promotion
system which still depends largely on the evaluation of one or two
people and prevents some qualified people from progressing to better
positions. Perhaps a candidate does not excel in his or her particular
position due to lack of education or even interest but would be an
excellent performer in another position of possibly greater responsibility
where his or her interest was challenged. A trial period would provide
a'chance for some of our motivated personnel to move upward without
waiting for years for the promotion needed to qualify for the position.
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03 February 1984
SUBJECT Employee Suggestions for Agency's Pursuit
of Excellence
In the ten years that I've been with this agency I have
heard repeatedly that the people are the agency's most
important asset. I. believe this to be true and feel that in
order to reach excellence ihperformance and product we start
with our most valuable asset.- people. The following are my
comments and suggestions:
? personnel policies should be reviewed with the importance
of their effects on the staff members of prime concern.
time-in-grade should be seriously looked into- an SIS - 1
can be an SIS-2 in a year and a clerical GS-07 must wait
2 years,for example.
? training and career counseling needs to be emphasized through-
out the organization,and viewed by all as an investment in
the future. Should DO secretaries be complaining to C/CMS
that they can't attend training courses?
? incentives for assuming positions of responsibility should
be considered. The reward for supervising and managing should
be at the beginning of an assignment as opposed to somewhere
down the road.
key positions within each branch should be identified and
replacements named and trained prior to the individuals
reassignment.
in recruiting new personnel, we must look at the future
career possibilities of the person and not just present
utility. How is their writing? Can they do well on the
DAT or PET/B? If they are motivated, can we offer them a
career or just a job?
entry positions should be identified for all new staff members
to go through on the carder ladder. This will ensure broader
knowledge and experience. Also, it would provide the more
demanding positions with the best performers from the entry
positions.
in an effort to provide qualified personnel to other areas
of the DO, we must be careful so as not to leave ourselves
in a position which puts our own office's product excellence
in jeopardy.
? the physical aspects of our environment must be such as to
promote a healthy and safe atmosphere in which to excel -
overcrowding, temperatures in the ranges of discomfort (80's),
etc.
STAT
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a s
IF THE AGENCY IS TO CONTINUE ITS RAPID REBUILDING IN A
SUCCESSFUL MANNER, IT IS OF UTMOST CONCERN TO ME THAT SECURITY
PROCEDURES AS PRACTICED BY OUR PERSONNEL BE SUFFICIENTLY UPGRADED.
I AM APPALLED WHEN I READ IN A NEWSPAPER OR MAGAZINE AN ARTICLE
CONTAINING INFORMATION THAT THE DAY BEFORE WAS IN A DOCUMENT
CLASSIFIED SECRET OR EVEN TOP SECRET. WE NEED TO MAKE A CONCERTED
EFFORT TO SEEK OUT THOSE WHO DISREGARD OUR NEED FOR SECRECY
AND SWIFTLY REMOVE THEM FROM OUR AGENCY.
WE URGENTLY NEED MORE INTENSE TRAINING AND BRIEFINGS AND
RE-BRIEFINGS FOR OUR PERSONNEL IN THE AREA OF SECURITY
AND HOW TO EFFECTIVELY PRACTICE IT. I AM NOT NECESSARILY
REFERRING TO AGENT AND/OR CASE OFFICER TRADECRAFT, BUT MAINLY
JUST EVERYDAY COMMON SENSE SECURITY PRACTICES UTILIZED BY OUR
ENPLOYEES ACROSS THE BOARD. WITHOUT GOING INTO SPECIFICS SUCH
AS NON-SECURE TELEPHONE CONVERSATIONS, PUBLIC GATHERING CONVER-
SATIONS, ETC., WE SHOULD PROBABLY BREATHE A BIT OF F IRE INTO
OUR PERSONNEL. THE STING WOULD LIKELY TAKE THE BITE OUT OF OUR
LEAKY WAYS.
STAT
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This is an old unresolved problem, but I think this Agency does not
put all available resources to good use. I'"peaking mainly about the
manpower:----the unhappy, stagnating senior clericals (secretary-stenographers,
clerk-typists, clerks, etc.).,. the backbone of this Agency, whose career
opportunities are very minimal to none not to mention the low morale.
In order for this Agency to run more efficiently and to be-more
productive, serious consideration for evaluation of the above mentioned
problem and solutions for this problem need to be met. I think there should
be more training programs available to senior clericals to utilize the special
skills that they have acquired over the years so they may better serve this
Agency which in turn would boost employee morale, career opportunities,
efficiency, productivity,and:;.eliminating waste of time, money etc.
I for one feel very fortunate, after serving 16 years in the dungeon as a
secretary and admin;.asst.in various jobs, having been accepted for one such
training program sponsored by. DDO/IMS.- (Training to become a Document Analyst).
I also think that it is very important that the special training programsdeliver
promises made provided employee$are meeting requirements inordertavoid futher
waste of time, money, and energy leaving employees more disgruntled than before.
and creating the same problem over again.
STAT
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I. take PRIDE in doing a good job, in whatever capacity, which is based on
Patriotism; a dedication to a goal of fighting for freedom against anti-
U.S. Government ideals throughout the world. Although recognition for
doing this work and accomplishing my goal are not forthcoming publicly,
MY inner pride, which I inherited from my father,(who is ex-CIA) is the
reward which justifies my positive work attitude.
I believe the Agency should continue to screen applicants who want to
work here, and continue the program of hiring dependents of Agency
personnel. I also believe the Agency should continue to weed out those
persons whose workcraft and ideals do not meet the Agency standards.
These beliefs would guarantee the continued high caliber of individuals
who work for this Agency and of whom I am proud to be a part of.
STAT
L
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Instead of addressing our Organization in general terms,
I chose to focus on a particular category of employees.
There has been an obvious decline in the quality of clerical
personnel hired during the past twenty years. Having spent a
large portion of my career in this category, I have observed a
steady deterioration of this group. This topic deserves attention
and could be alleviated to a degree by spending the extra money
required to bring clericals in from out of state versus hiring
the majority locally. If we are to achieve our goals with the
forthcoming of total automation within the DDO, it will be vital
to upgrade the caliber of clerical personnel hired.
STAT
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The Agency is set up to collect intelligence information on a variety
of subject matter of.interest to the leaders and policy makers of the U.S.
.Government. We are tasked not only to gather this intelligence, but to
analyze and confirm its validity and pass it on to the end-user on a timely
basis. We are also tasked with the storage and safeguarding of this
information.
The myriad of people who are required to correlate this effort are
the main frame of the organization. These people, the intellectuals,
professionals, technicians, clericals, and secretaries, all need to feel
that they are an important part of the group effort. They need to know
that whatever the job they are doing, no matter how menial it may seem, is
important to the overall product of the Agency. They need to have a sense
of worth to the organization. The person who.sees the Agency as just a
9 to 5 job is missing the real meaning of what we are about. The job
should be viewed with a mixture of pride, professionalism, and to some
extent an underlying sense of patriotism.
To encourage new people into the Agency, as well as to keep those who
are already here, we must make the Agency a place where we are proud to work
and a place where people want to come to work. We should if at all possible
make the work place more attractive. The overall office appearance, the
old metal desks, the odds and ends of furniture, the cramped work spaces in
some areas all undermine the morale of the people. With this as a starting
point, we must move on to the people themselves. Whatever we can do to
make people feel happier about their jobs and instill in them the motivation
to meet each day as a challenge, should be a priority item. We need to
recognize those people who are carrying more than their share of the work
and take steps to lighten their load and on tho. other hand recognize those
who can be given more responsibility in order to equalize the workload.
People need to feel that they are not only part of the team, but are an equal
to any member of the team.
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CIA Goals/Objectives
- To improve its effectiveness in providing support to our country and
its government, and to free people everywhere.
- By improving its technical capabilities as well as the
productivity of its people
- To regain its position of honor and respect in the eyes of
the American people
- By achieving some significant successes, and getting proper
- T o improve its ability to develop its people, increasing their levels
of motivation, commitment, professionalism, achievement and job
satisfaction.
STAT
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STAT
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15, rEB 1984
MEMORANDUM FOR: Deputy Chief, Policy Control Staff
SUBJECT
Input to Statement of Goals, Principles and
Standards for CIA
REFERENCE DDO Memorandum dated 25 January;
Subject: Follow-up to DCI Speech
Attached, per reference requests is
suggested changes to the draft statement of goals,
principles and standards for CIA.
Attachment:
Changes to Statement
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C O N F I D E N T I A L~
Suggestions for Revision of DCI Goal Statements 25X1
CIA's mission is to provide our Government with the best
intelligence and other authorized policy support attainable.
The CIA's mission calls for especially high standards of
conduct, both individual and collective, due to the covert
nature of some of the organization's activities. Each member
must be sensitive and responsive to the letter and spirit of
the Constitutional, statutory and self-regulating framework in
which CIA accomplishes its tasks. Each should be guided by a
commitment to the highest degree of integrity, accountability
and professionalism.
ORGANIZATION
CIA is a large but interdependent family, highly motivated
to work together for superior achievement of clearly defined
and realistic goals.
The employees are the Agency's most valuable resource.
Each employee must have the maximum opportunity for
professional growth and personal reward. This environment will
continue to attract employees interested in exciting careers --
and in making unique contributions to the maintenance of our
national security.
CIA's operating style is to foster initiatives and
creativity by allowing the individual great freedom of action
in attaining well-defined objectives, while requiring
efficiency, accountability and results at all levels.
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MEASURE OF RESULTS
The Agency's success or failure will be measured by the
satisfaction of the customers -- primarily the policymakers --
with the intelligence and authorized operational activities,
which should be attained in the most timely and cost-effective
manner.
STANDARDS
This Organization is characterized by:
-- a desire to be the best intelligence service in the
world;
-- dedication, commitment, loyalty and willingness to
perform above and beyond the call of duty, when
necessary;
ethics and integrity of the highest order;
capability and flexibility to meet tough and sudden
challenges;
-- exploitation of the most effective technologies.
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STAT
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15 F E B 1984
MEMORANDUM FOR: Chief, Policy and Coordination Staff
Contribution to Director's Draft
Statement of Goals, Principles and Standards for
CIA
1. There is general agreement within the Division that the
idea of setting forth a statement of objectives is a good tact.
Most personnel have the view that the draft statement of goals or
objectives is fairly good as it stands. It should be noted that
there were those who believe the statement of goals should be more
concisely stated. In this latter vein, the view of one of our
up-and-coming young officers that the inscription in the lobby of
Headquarters building is a fully adequate statement in itself.
2. Attached as Tab B are various memoranda from
branches 25X1
All of these, we believe, should be read. Tab A is our
attempt to write a draft statement based on a composite of
3. Whatever the outcome of this exercise, it is the view of
most of us 0 that the statement of objectives for the Agency
should be concise and to the point. A statement should be read
and easily etched in everyone's mind. This is why the inscription
in the lobby to many of us sums up our goals, our objectives.
Attachments:
Tab A _I Draft statement
Tab B Memoranda/Cables
AL
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LD Ni AL ?
Goal: Provide the executive arm of the USG the best and most
timely intelligence and analysis possible that is accurate,
non-biased, and non-politicized.
People: Our personnel are a paramount commodity without whom
our goal cannot be fulfilled. We concentrate on recruiting
excellence; fostering initiative and individuality; developing and
encouraging imagination and creativity; and expect both moral and
physical courage from all levels. Well thought out risk-taking is
invited. We create an atmosphere in which the individual feels he
is part of an elite group that cares for him. We encourage a
concern among employees for each other. Managers look at employees
in a positive way, making them feel vital.
Ethics: CIA activities are subject to the laws of the United
States. Our personnel understand that any and all activities
engaged in by CIA are governed by U.S. statutes. Infringement of
such constitutes impermissible conduct unless exempted by Executive
Order. The personal integrity of our personnel in the professional
pursuit of our goals must be beyond question. We have a total
commitment to base our actions, reporting, evaluation, and
interpersonal relations on the truth.
Management: Managers emerge from the multi-discipline ranks
of successful, people-oriented, objective-targeted achievers with
established professional credentials earned against the crucible of
clearly defined criteria.
Measure of Results: Results are satisfactory when the
following questions are answered in the affirmative:
Was the needed information made available in a timely manner?
Was it correctly analyzed?
Was appropriate action taken?
Were options presented to the decision-makers?
Standards: Intelligence is a dynamic "growth industry." It
requires:
a) Performance excellence;
b) High quality training;
c) Dedicated, imaginative, motivated, and disciplined
personnel with high integrity levels.
CON"
RDD7 DAL
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IN SEARCH OF EXCELLENCE
Excellence is the byproduct of human endeavor which soars
above the ordinary and captures the imagination. Though it can
in certain respects be quantified or observed, what ultimately
constitutes excellence in the eye of the beholder defies precise
description.
Credos ,which have imbedded themselves in people's minds and
inspired them to greatness have never been long and general
statements of purpose. Rather, spare phrases, notable for their
simplicity, have moved individuals and nations forward. Looking
at our own history, Americans have lived, fought and died for
the ideals embodied by such statements, as, "Give me liberty or
give me death", "all men are created equal" and mottos, such as,
"semper fidelis", "duty, honor, country."
This gifted and diverse agency, unique of purpose and
endowed with a special trust, need not look elsewhere for its
inspiration: Inscribed in stone are all the words that are
needed to guide us -- "And you shall know the truth and the
truth shall make you free." On the facing wall are 40 stars
marking our past and future commitment to this objective.
C
1 r``nff .tl VL
LE J, N
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FEB 13 1984
FROM:
SUBJECT: CIA Statement of Goals, Principles and Standards
1. The collective view inl lis one of
general endorsement of the attached statement of goals,
principles and standards for CIA. There are several
observations which management might wish to consider as a
way of sharpening the focus of this statement with regard to
the Agency's unique role in our government:
-- The statement, if it is to be practical, may
require tailoring for each Directorate in which the
principles of the general statement are applied directly to
the specific needs of the individual Directorate.
-- CIA's role is one of exceptional challenge and
unique expectations by policymakers. Therefore, there are
unique and exceptional demands placed on individual
employees not readily required elsewhere. If CIA is to
effectively live up to its expectations, greater emphasis
must be placed on motivation and the importance of
individuality among employees. Motivation should be clearly
a part of any statement of standards.
-- The paragraphs on "people" and "management" appear
to overlap and, while what is said is worth saying, the
redundancy should be either eliminated or the two paragraphs
combined. As stated above, individuality and individual
initiative should rank with management as an important
aspect if not the secret strength of our organization.
-- With regard to the statement on "results", it is
not enough to simply measure the results if we are to obtain
the depth of support in and out of government needed to
effectively pursue our collective responsibilities. There
must be more initiative from the President and Congress in
passing along credit for successes to the public.
Obviously, the nature of our business does not lend itself
to public announcement, but on those occasions when this is
possible it should be done as a management responsibility at
the highest levels of our government.
-- Because of the extraordinary demands placed on this
Agency, every effort must be made to resist forming this
Agency in the image of all other departments and agencies
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ice' r'aL~gg~ ?
of our government. Our mission is unique; therefore, our
Agency must be uniquely constructed, staffed and managed.
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? CONFIDE TIP1 ?
10 February 1984
MEMORANDUM FOR: 25X1
Branch Personnel on the Draft CIA Goals
Statement
Views and Comments of
1. A Branch meeting was held on 8 February to discuss the CIA
goals statement. It was the general opinion of Branch Personnel
that the Draft Goals, Principles, and Standards, with the one
suggested modification noted below, are well presented. It was,
however, strongly noted by almost everyone that well-presented
goals, principles, and standards will do nothing to make this, or
any other, organization excellent, unless those goals, principles,
and standards are rigorously adhered to, and carried out in actual
practice. In fact, it was the general consensus that this Agency
already has well-enunciated and enlightened policies and
mechanisms on paper, and that the bulk of any present problems
stem from a failure to practice what is preached.
2. The suggested modification concerns the statement on
"Measure of Results." It was noted that, first and foremost, this
Agency's reporting must be truthfully accurate, non-biased, and
non-politicized. Contrary to commercial ventures, the customer in
our business is not always right. Therefore, it is suggested that
the statement be reworded to take account of the above, and to
recognize that if we allow customer satisfaction (concerning the 25X1
coincidence of our reporting with customer preconceptions) to
influence our work, we will be failing in our mission to provide
truth to the decisionmakers.
CONFI t
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0 SECRET 0
10 February 1984
MEMORANDUM FOR:
FROM:
SUBJECT:
Comments and Constructive Criticism on Draft
Statement of Goals
Suggested editing of the "Statement of Goals,
Principles and Standards for CIA".
Purpose. To provide timely, accurate,
comprehensive, useful intelligence support to the U. S.
Government and its allies.
Organization. Omit.
Ethics. Every member of the Agency must be aware
of and sensitive to the letter and spirit of the Constitution
and laws of the United States.
Management. CIA will foster initiatives and
creativity by allowing the individual great freedom of action
in attaining defined objectives, while requiring efficiency,
accountability, and results at all levels.
Measure of Results. End results of the CIA are
the value, relevance, and timeliness of the intelligence and
operations produced. Those results come from the qualities of
its people and their creativity, dedication and success in
utilizing technology and resources to collect, analyze, and
apply information and judgement to foster the security and
prosperity of the United States.
Standards. We seek
-- performance of the highest quality;
-- ethics and integrity of the highest order;
-- development of outstanding skills,
confidence, and personal resources in our
people;
-- utilization of the most effective
technologies;
-- capability and flexibility to meet tough
and sudden challenges;
-- leadership and recognition as the best
intelligence service in the world.
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r?
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13 February 1984
SUBJECT: CIA's Statement of Goals and Principles
I think the Director's idea is a good one... we need lots of
emphasis on excellence around here, and asking for help from everyone
is starting off right. I think the "Statement" as it stands is a
monumental bore, however. Can we not just once write something in
non-bureaucratic language? Take a hard look at the IBM paper. It is
about half as long as the CIA Statement, it has no high-sounding
title, it contains no phrases such as "comprehensive support" or "broad
range" or "operating elements" or "capital value." The IBM paper
writes of "managers" not "management personnel," "employees" rather
than "people," "succeed" rather than "seek to exemplify." Please for
once write something everyone in this Agency will read, something that
does not make one's eyes glaze over with the first word. Use the words
"use" and "using" instead of "utilize" and "utilization." Never use
"foster" and try to make the thing sound less like God's commands to
Moses than a statement of principles from a spy agency.
Secondly, the paragraph about employees should come second... right
after the statement on purpose, as it does in the IBM paper, showing
that the organization places its employees first. This paragraph
should state that this Agency encourages a concern among employees for
each other, that managers look at employees in a positive way rather
than looking constantly for mistakes and, most importantly, that no
person gets to be a manager who is not highly thought of by those
employees with whom he has worked or supervised. (Actually, this latter
statement obviously is not true of this Agency, but it should be.
Including it in this Statement is of utmost importance if you are to
stir up some enthusiasm for excellence at the lower levels.)
Drop the paragraph on "Organization." Whatever it is supposed to
be 'saying, and I've read it a dozen times, it definitely will glaze
one's eyes.
Possibly the following does not belong in this exercise, but there
has never been another place to put such thoughts, so here it is. There
is one fact which works against any campaign for excellence in this
Agency and that is its over-emphasis on youth. Although it is wise to
encourage and challenge young employees, too much emphasis on youth is
wrong. I believe young men at the helms of our directorates leads to
deep-seated resentment and discouragement in older employees who have
more experience and better judgment, who are more socially adept and
who truly inspire respect in others.
And finally, I want to pass on one remark I heard when this project
was first brought up in the office. It is the reason, probably more than
anything else, why IBM has succeeded so superbly--"They pay more than any
other U.S. company." Possibly our search for excellence is doomed from
the start.
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13 February 1984
SUBJECT: CIA's Statement of Goals and Principles
One does not stay in this business for the money as it just is
not there; many Agency employees would command a higher salary in private
industry, or even. in other government agencies.
If an employee is to be enthusiastic and work toward achieving
excellence in performance, he must first derive some satisfaction from
his particular job--and this comes on-the-spot; an individual employee
does not receive job satisfaction from "the way the President and the
Congress and the public assess and value (the) results" of his efforts.
It's a very long way from the basement file room to the White House and
Capital Hill: an employee needs to know his efforts do contribute and
are appreciated. This does not require a pat on the head each day, but
it does require knowledge--the knowledge of where one's particular work
fits in, that it is relevant, that it actually does. need to be done.
C0 N111
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CONFIDENT I A L
MEMORANDUM FOR:
FROM:
SUBJECT:
Draft Goals Statement for CIA as Outlined in Director's Speech
1. Attached are submissions as requested concerning Branch
personnel suggestions and thoughts on the Director's draft statement of goals
for the CIA.
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-- To sustain the CIA,as an organization of dedicated professional men
and women who continuously aspire to seek and find the truth in the
harsh realities of the world we live in.
-- To'instill within the CIA a firm understanding of its critical mission
on behalf of the people of the United States.
-- To foster and maintain a proud tradition of dedicated service and an
esprit de corps that reflect our highest values of integrity, love of
freedom and justice, and deep concern for the human condition throughout
the world.
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Re the Director's Statement of Objectives:
1. If our resources have to come from the public's assessment and
valuation of our results, then we are in trouble. Not even Congress is so
privileged.
2. I do not think leadership and recognition as the best intelligence
service in the world is a realistic objective or standard. Simply becoming the
best would be fine in and of itself. Our successes cannot and should not be
trumpeted, so on what do we make the claim? Our value is and should be
inextricably linked to the degree of success and world position of-our country
and its leaders. If it and they remain number one, then we are number one.
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3 February 1984
After spending sixteen years in the Central
Intelligence Agency, it has become apparent to me
that there are very few black people in professional
positions. There are even fewer in the higher
grade levels, meaning GS-l5 and above.
Were the problem begins is something the Agency
should take the time to investigate. There must
be some reason for so little representation in the
higher ranks.
There are enough black colleges.and universities
that are full of young black adults that are more then
qualified for a career with the Agency.
The Career Trainee Program would be a good place
to begin some workable solution. The volume of blacks
in that particular program are next to none. It is
hard to believe that it is so difficult to bring some
of these people in.
To make an honest effort to change this would
enhance the image the Agency has. There are many people
on the outside that feel the Agency is not the best
working environment for black people or any minorities
for that matter. It would enable the Agency to give a
better impression of their organization, showing they
have their employees best interest at heart.
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15 February 1984
MEMORANDUM FOR: Chief, Policy and Coordination Staff
Statement of Goals, Principles and Standards
for CIA
REFERENCE: Memorandum from the DDO, "Follow-up to DCI
Speech", dated 25 January 1984
1. All personnel inI have had an opportunity to read 25X1
reference and the "Guidance Package" which accompanied it.
2. No one disagreed with the content of the DCI's draft
"Statement of Goals, Principles and Standards for CIA". We
have taken the liberty, however, of formulating the attached
series of principles, which in our view completes and
complements his draft.
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1. Principle: The Agency is its people. Their quality,
much more than their numbers, determines the degree of our
success. Application: Don't lower selection standards. If
anything, raise them. If more people are needed, get them by
generating more applications, not by relaxing selection
criteria. Attract these applications by assigning first class
people to expand the recruitment program.
2. Principle: All employees, but particularly senior
managers, must be persons of unquestioned intellectual and
professional integrity. Application: Incorporate these
standards into promotion precepts at all levels and all
supervisory assignments.
3. Principle: The morale of all employees, their esprit
de corps and the credibility of Agency management depend on the
degree to which managers are (and are perceived by their
subordinates to be) accountable for their decisions.
Application: Develop explicit standards of accountability for
managers at all levels. Articulate and enforce sanctions which
penalize culpable failures of judgement or conduct.
4. Principle: The appearance and the fact of intellectual
objectivity are indispensable to preserving the reputation of
the intelligence product. Application: Avoid the appearance,
just as much as the fact, of using intelligence resources to
document a preconceived or ideologically inspired judgment.
Intelligence should inform judgment, not rationalize it.
5. Principle: Our success is measured primarily by the
contribution of our intelligence product to the formation of
policy. That contribution is much more a function of the
quality than the quantity of the product. Application: Agency
and DO leadership must consciously reshape the Directorate's
ethos away from a preoccupation with operations (and especially
recruiting) as an end in themselves, and toward a broader
concern for the operational product, namely, intelligence.
(Intelligence is of interest to many case officers and
operational managers only to the extent that it validates their
recruitments.)
6. Principle: Develop the courage to say: "No".
Application: Refuse tasks or assignments which are either
improper or inappropriate or beyond our capabilities.
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3 February 1984
SUBJECT: Proposed Code of.Conduct
The consensus of personnel is that the
proposed Code of Conduct, with a more positive cast,
may be a worthwhile endeavor. The draft which was
circulated seems to highlight the appropriate points..
Attached.are several suggestions from this staff
concerning the proposed-Code.
25X1
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Suggestions. for the Code of Conduct
"Circumbendibus is not a virtue"
1. The CIA will provide.U.S. policymakers with the most
accurate,. timely and comprehensive intelligence in the
world.
2. CIA management will ensure the organization is
structured, supported, and motivated to" ---most effectively
provide this intelligence.
3. Each person working,.for CIA will actively puruse
excellence in supporting the collection, analysis and
productionof this intelligence, while maintaining a
personal integrity. in total concert with the letter and
spirit of U.S. laws.
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Suggested concepts to be incorporated into the Code.
-that CIA is committed to.enhancing a cor-rect,, just and
responsible U.S. Government and that individuals working
for CIA reflect and endorse these qualities.
- recognize that the reward for working here may be
defined in terms of idealism and patriotism, rather than
solely in terms of personal or materialistic gains.
- that.the.nature.of intelligence work requires sacrifice
of public recognition for.. one's successful efforts
in the Agency, as well.as some sacrifice of-.independence
and flexibility in one's personal life.
- that the CIA is an elite cadre of federal workers,
but one which continuously.reAximes and readjusts its
mission to the needs of the USG's foreign and
security policies.
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STAT
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-4 CONFIDENTIA
MEMORANDUM FOR: Chief, PCS
VIA:
FROM:
SUBJECT: Field Regulatory Issuances
8 March 1982 25X1
1. One of the duties performed by this Office on a
continuing basis is the review of proposed new regulatory
issuances and proposed revisions of approved regulations. Most
of the items reviewed are at the Headquarters level (HR, FR,
H11B, FHB, etc.) and. they vary in number, complexity and sheer
weight. On average, we see about three or four a week. Other
components of the DO see them as well, but our concern is
pr1niarily the policy implications of these documents for DO
activities and personnel. This'may seem a rather routine
function; but we conduct our reviews also having in mind the
thwarting of possible erosions of DO equities, and exploitation
of any opportunities to make work and life in the field less
onerous from the standpoint of bureaucratic impact. In con-
ducting these reviews over the past 18 months, it a ears to the
undersigned that there is a constant assault on the Directorate
25X1
in of of the latter-mentione areas, and that many of the
regulatory issuances, although perhaps well-intentioned, par-
ticularly in the finance and logistics veins, a.re prepared with
a 'micro-management-Thou Shalt Not' mentality vs. an approach q
t at basica. y our personnel are to be trusted to use good
judgment and they are honest.. A current exercise to revise
concerning financial matters, is a case in point. 25X1
While specific modifications to the language of the draft are
being suggested, the following salient points are noted:
a) The proposed language with respect to "Advances"
reflects more concern for the green-eye-shader's ideal of
having a written description for. every operational dime
than the-security. problem of a potential station 'overrun'
situation. "Travel Advances" are addressed from a standpoint
CONFIDENTIAL
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1W qW
of 'signed travel order in hand' rather than a fast-moving
situation where that kind of a bureaucratic approach.in the
field is simply riot practical.
b) The proposed language for 'Disbursement of Advances'
is tarticularly irksome and offensive. It would have
it ..one-employee having a thorough knowledge of the activities
of anothei" as opposed to "...supervising officials having
thorough knowledge of the activities of their employees" or
some other management-related oversight language. In 'no
receipt' transactions it is stated that "measures will be
taken to ensure delivery of the advance"; as if, by implica-
tion, the delivery could be expected NOT to take place in
the normal course of events. Suggested measures to be taken
to confirm delivery include; notification to the ultimate
recipient, through an intermediary other than the individual
making delivery, of the amount of funds to be advanced,.
and/or use of operational. contacts and sources independent
of the individual undertaking delivery to establish the
amount of funds transferred. Not only does this raise the
question of field. operations officer morale, but the latter
suggestion could be taken to authorize an otherwise improper
physical. surveillance of a US person.
2. This Organization goes to great lengths to find well-
qualified, exceptional personnel of high integrity to fill. the
ranks-of its Operations Directorate. Experience may have shown
that there were a few bad apples in the barrel, and certainly
there is a need for controls and accounting procedures, ut it
appears there-is a tremendous amount of 'over kill' taking
_place. Some 25 years ago the US Marine Corps took a critical
look at its Marine Corps Manual which had grown to two full
volumes of regulation and asked: "Is this really necessary?" A
program called "Trust and Confidence" was launched. Believing
that the growth of regulatory issuances reflected 'an erosion of
confidence in its officer corps, steps were taken to reverse the
trend and an impressive array of 'do and don't' issuances were
revoked; a sizeable chunk of the Manual was done away with.
Positive steps were taken to give wide-spread dissemination to
the Program and direct implementation. There was a significant
boost in morale throughout the Corps.. Given the Administration's
announced intentions with respect to red tape, perhaps this would
be the propitious time for Senior Management in the Agency to
reassess the past trend of regulatory issuances, particularly in
the area of field administration, and rely more.on the trust and
confidence it is entitled to have in its corps of Operations
Officers.
2
CONFIDENTIAL.
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SECRET
16 February 1984
MEMORANDUM FOR: Chief, Policy and Coordination Staff
SUBJECT: Statement of Goals, Principles and Standards
for CIA
1. Discussion among) (personnel on the subject of CIA25X1
goals, principles and standards resulted in general affirmation of
the DCA's statement of 24 January 1984. There were several sugges-
tions for slight revisions in emphasis and clarity. The best of
these suggestions follow below and concern purpose, ethics and
people. We felt that the statement of standards in the DCI,'s draft
statement is complete, clear, and representative of how we feel in
this division about the work that we do.
2. Suggested revisions of the draft statement.
Statement of Principles and Goals. We are dedicated, as an organi-
zation and as individuals, to the service of our country and to the
principles on which it was founded. Whatsoever our individual roles
in CIA, our watchwords are duty, loyalty and service -- to our
country, its government and its people.
Purpose. To provide our government the best intelligence informa-
tio analysis nalysis and support we can produce, in order to contribute to
the best of our ability to the protection and security of our
country, its people, and its interests. We welcome the challenge
and strive to respond with creativity, imagination and accomplish-
ment.
Ethics. The integrity of our personnel and, by extension, the
product of their work, is of paramount importance. We subscribe to
the highest standards of ethics in the performance of our duties, in
our inter-relationships with colleagues and others with whom we
deal, and in our personal conduct.
People. CIA's only resource is its people, both those within and
without the organization itself. For all, we strive for a climate
of meaningful service, organizational appreciation, job satisfaction
and personal development. 25X1
SECRET
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