EXTRACTS FROM EMPLOYEE COMMENTS ON SUPERVISORY RESPONSIBILITIES PROGRAM

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80-01826R000300120028-0
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 8
• Document Creation Date: December 9, 2016
• Document Release Date: May 4, 2001
• Sequence Number: 28
• Content Type: REPORT

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EXTRACTS FROM EMPLOYEE COMMENTS
ON SUPERVISORY RESPONSIBILITIES PROGRAM
Employee No. I
1. My impressions from the supervisory conference were generally
favorable, perhaps because I had never seen nor heard many of the parti-
cipants. The general tone and content of the lectures were excellent.
My main criticism was that the conference still did not nail down super-
visory responsibilities. What disciplinary action has been taken against
supervisors who have shirked their basic responsibilities (for example,
in the embezzlement cases noted by Mr. Fuchs) ? What is being done
to encourage and even coerce supervisors into differentiating between
quality of performance of subordinates on fitness reports and other official
evaluations? (The panel question on forced choice rating systems was
submitted and signed by me.) I believe the comments by Col. White and
others that supervisors should accept this responsibility were pertinent
and appropriate, but that they did not go far enough.
2. A second impression was that the conference should continue to
stress the importance of improving the quality of individual performance
through supervisory action. A negative fitness report should not be
issued without proper counseling (as discussed by Col. White). By the
same token, one negative fitness report should not be allowed to blight
an employee's future prospects (see comments in subparagraph 3f). I
think this fear of giving a subordinate the "kiss of death" is one reason
why responsible and alert supervisors sometimes fail to issue realistic
fitness reports. Perhaps this point could be played up in a future
conference.
3. My impressions of the individual presentations are as follows:
a. DCI. This was the first time I and many other more senior
colleagues had ever seen or heard the DCI. I believe his appearance and
appropriate remarks added greatly to the meeting. People work for
individuals rather than names on an organization chart, and the value
of such a pep talk cannot be overestimated.
b. DDS. Col. White's comments seemed appropriate and mean-
ingful (although whether he is really a Theory Y man rather than a
Theory X man is still debatable). His specific illustrations of the parking
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problem and "open windows" problem were simple examples of a fre -
quent failure of supervisors to take responsibility for enforcing Agency
regulations and policies, particularly the mundane and unpopular ones.
I think his discussion of supervisory responsibilities should note what
steps are being taken to reward good supervisors and penalize poor
supervisors.
c. Chief, Medical Staff. Dr. Tietjen gave perhaps the best
prepared, most interesting talk of the day. Its immediate "usefulness"
may be debatable, but his invitation to the individual supervisor to step
back and examine his own physical and mental condition and attitude,
as well as those of his subordinates, was an important message. I
thought it well worth the time allotted, although it could be shortened
a bit if necessary.
d. Director of Finance. Mr. Fuchs covered vital ground, but
I don't think he was as effective as he might have been. This was partly
due to following Dr. Tietjen's "medicine show", but also due to a paro-
chial approach which might not go over effectively with representatives
of other components. His guidelines on identifying potential "embezzlers"
were appropriate, but more emphasis could be placed on the role and
responsibility of supervisors in discouraging "grey area" misuse of
government property and money, (such as representational and opera-
tional expenses, personal use of official vehicles, etc.). This question
was touched on lightly, but it should get more attention, in my opinion.
e. Security Briefing. This lecture apparently was prepared for
overall Agency consumption. It was effective.
f. Director of Personnel. Mr. Echols had the unenviable anchor
man position at the end of the afternoon. Frankly, I believe he may
have tried to cover too much ground for his audience to absorb, although
most of the topics were certainly of interest. Some visual aids might
help to focus on important points. As mentioned in my remarks on the
DDS' lecture, I believe there should be more attention to the specifics
of how a supervisor should go about identifying his outstanding and his
weakest subordinates. The present system offers little incentive
(either rewards or penalties) to the supervisor to make the tough per-
formance evaluations necessary for effective management. Under the
present system, one bad fitness report tends to cloud an employee's
future (rather than acting as a spur for future improvement), and it is
all too easy for the supervisor to record a bland rating in the low average
scale simply to avoid trouble.
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g. Panel. These questions-and-answers were interesting, but
the participants' answers were necessarily guarded. If time becomes
a problem, this session could be cut, but it should be continued if
possible.
Employee No. II
Overall Impressions:
1. Comments overheard at this meeting were favorable in terms
of having a DDS supervisors conference (first time for this group to be
so identified); comments were in the vein of recognizing that the Agency
supervisors have significant responsibilities that management can hold
them accountable which are over and above those found in non-security
organizations.
2. Surprisingly enough, the fact was that a number of participants
in the audience did not know the principals other than by name. Is the
organization that big or don't we just need more of these get-togethers?
3. The program was too long. A 6 1/2 hour conference is almost
impossible from the standpoint of keeping everyone's attention. After
lunch speakers also ought to be individuals like , the STATINTL
Security man -- a big, booming, forceful speaker. Suggest no more
than 4-5 hour session. I started to indicate next time but even this
presentation could be cut -- some overlapping. The Finance Speech
could almost be omitted for DDS and DDI supervisors - geared somewhat
toward DDP.
4. I felt that the DDS came across the footlights as a warm per-
sonality -- whereas I had always figured him to be a rather cool individual.
Had more stage presence than the others also. His speech was well
organized and in one-two fashion he outlined his management philosophy,
which I felt was well-received. I suppose no one can figure out the right'
gray area answers, especially employee-supervisory problem areas.
Recommendations:
1. I sat in the middle, on the right as you go in, and during part
of this session, I had difficulty in hearing what was being said. Recommend
a communications monitor to turn up the volume when they have a soft--
speaker.
2. Personally, I felt that Dr. Tietjen only whetted the audience:'s
appetite on the stress business. I believe that the majority of the
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audience would like a special session devoted to "stress" problems that
are being faced by our employees. Also, from the supervisory stand-
point, what are the recognizable symptoms of various stresses. It just
wasn't enough to tell that 500 person audience to "be good to yourself".
He inferred possible additional sessions later.
3. Since a couple of speakers brought the subject up -- that we
as CIA employees are part of a new social organization and order --
why shouldn't there also be an effort made to give some of this type of
philosophy to the intermediate levels (and maybe junior ones) who have
not reached supervisory positions? The older supervisors have probably
faced their adjustment problems successfully, whereas the younger ones
have yet to do so.
Employee No. III
1. I have mixed feelings as I try to summarize my observations
about the meeting attended 10 April. Based upon the "theme" of the
meeting, I was looking forward to hearing how I could enhance my know-
ledge of supervisory responsibilities and my skills in supervisory
practices. I have no argument to offer about the necessity and worth
of such meetings. I think the Agency is just late - late - late in
developing and using the supervisor, a fundamental and basic tool of
management. Such meetings are worth the time, effort, and expense
necessary to conduct sessions like the one given.
2. I came away from the meeting with the feeling that the super-
visory responsibilities as outlined by Col. White were well defined and
he left little doubt as to the role he expects supervisors to act for him.
Col. White had much to say about the "courage" required to be a good
supervisor in the management of people, but he missed a chance to
strongly urge that supervisors, from the top down, have "courage"
enough to do an agonizing re-appraisal of their own work habits and
managerial skills.
3. Dr. Tietjen's lecture was informative and interesting to me
personally. He might have more forcibly and pointedly directed his
remarks to all supervisory levels, giving examples of the kinds of
cases and the help they can offer. Dr. Tietjen left me feeling he was
talking to me as an employee rather than as a supervisor. He did
relate to, but didn't emphasize, the responsibility of the supervisor
to utilize the facilities of the medical office in identifying medical
problems of employees.
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Employee No. IV
1. Col. White's and Mr. Echols' presentations covered the theme
of the conference extremely well. The former set the tone of the con-
ference with his discussion of the concepts of management; and the latter,
working within this framework, discussed the practical aspects of
implementing the concepts. In my opinion, the substance of both pre-
sentations should be continued as is.
2. Dr. Tietjen's discussion of stress factors was excellent in
pointing out how seemingly-extraneous factors do affect an employee's
performance and in reminding supervisors that a subordinate must be
regarded as a total personality and not only in terms of his visible job
performance. However, I believe that the medical presentation would
have had additional value for the supervisor if Dr. Tietjen had discussed
the supervisor's role in assessing the physical and mental requirements
of a position and an employee's physical and mental capacities to perform
in that position. In this connection, I think it would have been of value
for Dr. Tietjen to have discussed what Medical Staff support is available
to a supervisor who discerns that a subordinate's physical or mental
condition is affecting his job performance adversely.
3. The conference, quite correctly, treated the theme at the
abstract level -- the only approach which could realistically cover the
topic in a setting of this kind. However, after listening to the questions
presented to the panel, I was left with the impression that either the
supervisors were not geared to this level of presentation or they tended
to relate the concepts to their specific experiences. The supervisors
were more anxious to come to grips with concrete supervisory problems
than to discuss supervisory responsibilities in the abstract sense. In
this connection, the nature of the questions was such that their discussion
was more appropriate to small seminar groups. It would appear then
that the value of the conference would be enhanced if it were followed
up with seminars of supervisors at the division or branch level. Such
seminars might be moderated by members of OTR's management staff.
4. I would like to hope that such a conference would provide the
basis for a more consistent and more uniform concept of supervisory
responsibility in the Agency.
Employee No. V.
1. The speeches given during the day were extremely good with
one exception. Personally, Mr. Fuch's speech had practically no message
for me. I found his talk very uninteresting -- possibly because I am
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not concerned with financial matters in the sense of his discussion.
I know it was not his intent but the speech seemed geared to an audience
of thieves and robbers. I was afraid to bend over and pick up a quarter
I saw lying under a seat.
2. Mr. Echols made a very good delivery of his speech. The
injection of a few appropriate examples (possibly in a humorous vein)
to highlight points which he was making, would have made it more
effective and meaningful.
3. While we know our responsibilities, it is a fine thing to have
an opportunity such as this program to stop and reflect on the importance
of good supervision to the Agency as well as to the individuals whom we
supervise.
Employee No. VI
1. I would like to see this course be given by someone who would be
more demonstrative; who would have more punch; and who would have
some good, old, salesmanship finesse in their delivery. When speakers
themselves do not become excited or ruffled in their presentation, but
continue to placidly turn the pages of their notes, one can hardly expect
the audience to really feel the importance of the subject matter.
2. Of the speakers, I thought Col. White walked away with the
honors. Mr. Echols" speech, what I was able to hear, was good, but
I had difficulty in hearing him; therefore, I, like others, lost much of
his presentation.
3. All in all, the course was useful but the degree of usefulness
will depend on how much I will improve in meeting my responsibilities
as supervisor in the future.
Employee No. VII
While a great deal of the information contained in the lectures was
useful, I believe too many intangibles were interspersed in the talks.
Therefore, it appears to me that the course could be reduced to a half-
day course by culling the information contained in the lectures and
presenting more concrete suggestions.
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Employee No. VIII
Believe the program could be presented in two days as it is rather
long for one who is in an office with much activity.
Employee No. IX
1. I would like to suggest that meetings of supervisors be held
occasionally, perhaps in smaller groups, especially for "beginner
supervisors", possibly grades GS-9 through 11. At such meetings
perhaps more detail regarding day-to-day activities and problems could
be discussed.
2. I would be very much interested in receiving copies of the
lectures given at the Friday meeting, if such are made available for
distribution.
Employee No. X
To briefly summarize this presentation I would say that:
1. The sound equipment should be turned up so that everyone can
hear what is being presented.
2. The speeches should be shorter, brief and concise and to the
point.
3. More use of slides, illustrations and short motion pictures.
Employee No. XI
I feel the program could be improved by:
1. Shortening the Medical presentation. The opening cartoons
were excellent and made their point well.
2. Elimination of the Finance talk. The end portion on fitne s s
reports was valuable but not heard by many. (The "75% lost").
3. More emphasis on the details of fitness reports.
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4. A better microphone arrangement for Mr. Echols and the
panel.
5. Greater use of visual aids.
Employee No. XII
Where the human will to work is concerned, which is at any level,
by all means this program should be continued. Encourage healthy human
relations at all times. There have been enough signposts to warrant it.
Efficient management dares not to leave the development of good working
human relationships to chance. Security measures will not produce har-
mony. We need more than security measures. We need productive team-
work. We need men and women working willingly together toward known
goals. Supervision is a lot of things.
Employee No. XIII
The substance of the course was very well planned; however, I think
that the younger supervisory types should be handled in a group by them-
selves where they could get more of the basic supervisory suggestions.
Eliminating some of the basic supervisory advice to the senior group
would allow more time for discussion of advanced supervision and manage-
ment with the more experienced supervisors.
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