GUIDELINES TO NRDC feb 24 2014

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Bad NewsIntroduction Building a good relationship with your boss means building trust. One way todo that is to deliver news with candor and tact. This is easy when the news isgood but difficult when it's bad.Delivering bad news is hazardous if it involves a boss who doesn't like badnews. This boss reacts to bad news by killing the messenger, guilty or not:Anna,I’ve got bad news!B a d N e w s Sc o re b o a rdAction Taken— Manny Fired— M o eQuit— Jack Demoted— J illTransferredS nook .....................Anna Maasatee,Branch ChiefTell me about it, SnookSnook Errd,New AOFigure 6-3. A good news only bossManagingbad newsWorking for a boss who doesn't like surprises doesn't entitle you to hold back.Always keep the boss informed, especially when it concerns bad news.However, don't make matters worse by mishandling the situation.When dealing with a good news only boss, take these precautions:x Make the bad news impersonal and matter-of-fact. It may lessen the chanceof a boss taking it out on you.x Consider sending bad news through management information channels,especially if it's recurring.x If not responsible for the bad news but risk reprisal for bearing it, engagesomeone to deliver it who's immune from reprisal. However, if you'reresponsible, deliver the news personally.<strong>NRDC</strong> GRC – Staff Handbook 6-22
Bad News, ContinuedPreparationTo prepare bad news for delivery, take these steps:StepAction1 Verify:x Who.x What.x Where.x When.x How.x Why.2 Alert those involved.3 Activate damage-control measures.4 Review alternatives.5 Develop a recommendation.6 Pick the right time to tell the news but don't stall.Note: This planning process requires judgment. If the news is grave and there'slittle time to react, skip these steps. Inform the boss immediately, using whatdetails you have. Remember, your boss has a boss too; it's better to give partialdetails than to leave your boss exposed to hostile fire from above.DeliveryTo deliver bad news, take these steps:StepAction1 Disclose news without fanfare--tell it as it is.2 Describe damage-control measures taken.3 Present alternatives.4 Offer a recommendation.5 When discussion ends, depart promptly.PrecautionsWhen delivering bad news, don't--x Ever say: "I've got bad news!"x Exaggerate.x Downplay impact.x Shift blame.xxxxVolunteer excuses.Offer postmortems.Bring up unrelated issues.Linger.<strong>NRDC</strong> GRC – Staff Handbook 6-23
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PREFACEDisclaimer: The NRDC-GREECE
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GUIDELINES TO CONSIDERBecome fully
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Remember the mission. Avoid tunnel
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Overview ContinuedFocusThe text foc
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InstructionsIntroduction This secti
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NotesNRDC GRC - Staff Handbookvi
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Detailed Table of Contents, Continu
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Detailed Table of Contents, Continu
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Chapter 1Organizations and Managers
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Systems Approach to Management, Con
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SubsystemsIntroduction This section
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The Five Functions of ManagementInt
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Types of ManagersIntroductionThis s
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Staff Officer RolesIntroduction Peo
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Managing and LeadingIntroduction St
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Managing Things and Leading PeopleI
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Delegation of Authority, ContinuedI
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Managing Your BossIntroduction Do y
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Chapter Summary, ContinuedKey point
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The Staff Officer’s WorldIntroduc
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AnticipationIntroduction Ability to
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InitiativeIntroduction A sharp staf
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Initiative, ContinuedKeepingactions
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Guidance, ContinuedWhen to seekguid
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Perspective, ContinuedPride,passion
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Written Sources of InformationIntro
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Providing Information and Building
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Completed Staff Work, ContinuedPrep
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Staff Doctrine, ContinuedBackground
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Chapter Summary, ContinuedKey Point
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Efficiency and EffectivenessIntrodu
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Efficiency and Effectiveness, Conti
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Step 1: Record Use of TimeIntroduct
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Step 2: Analyze ResultsIntroduction
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Step 3: Eliminate Time WastersIntro
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Step 4: Overcome Barriers, Continue
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Priorities, ContinuedVisionVision i
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Doing Things One at a TimeIntroduct
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Chapter SummaryKey points This tabl
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Chapter 4Meetings and InterviewsOve
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Preparing an AgendaIntroductionGuid
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Opening a MeetingIntroductionOpenin
Page 91 and 92: Guiding DiscussionIntroductionHow t
Page 93 and 94: Concluding a MeetingIntroductionEnd
Page 95 and 96: Interactive MeetingsIntroduction Ru
Page 97 and 98: Interactive Roles, ContinuedRecorde
Page 99 and 100: Conducting an InterviewIntroduction
Page 101 and 102: Controlling an InterviewIntroductio
Page 103: Chapter Summary, ContinuedKey point
Page 106 and 107: Problem-Solving StepsIntroductionTh
Page 108 and 109: Step 2: Gather InformationIntroduct
Page 110 and 111: Step 3: Develop AlternativesIntrodu
Page 112 and 113: Step 4: Weigh AlternativesArriving
Page 114 and 115: Adaptive Decision MakingIntroductio
Page 116 and 117: Gaining Power to Make DecisionsIntr
Page 118 and 119: Problems, Decisions, and ManagersIn
Page 120 and 121: Chapter Summary, ContinuedKey point
Page 122 and 123: Informal Organization and Grapevine
Page 124 and 125: Listening Barriers We MeetBenefits
Page 126 and 127: Overcoming Listening BarriersOverco
Page 128 and 129: Active Listening, ContinuedAsk ques
Page 130 and 131: Body Language, ContinuedExamplesWay
Page 132 and 133: PersuadingIntroductionStaff officer
Page 134 and 135: Persuading, ContinuedSelling steps(
Page 136 and 137: Overcoming Objections, ContinuedPro
Page 138 and 139: Negotiating StrategiesIntroductionT
Page 140 and 141: Negotiating Strategies, ContinuedCo
Page 144 and 145: Chapter SummaryKey points This tabl
Page 147 and 148: Chapter 7WritingOverviewIntroductio
Page 149 and 150: Standards and RulesIntroduction Thi
Page 151 and 152: Active VoiceIntroduction If you did
Page 153 and 154: Active Voice, ContinuedWhen to usep
Page 155 and 156: Eliminating Wordiness, ContinuedCut
Page 157 and 158: Smothered VerbsIntroduction Another
Page 159 and 160: PackagingIntroduction The way somet
Page 161 and 162: Readability FormulasIntroductionRea
Page 163 and 164: Editing, ContinuedRulesChecklistWhe
Page 165: Chapter Summary, ContinuedKey point
Page 168 and 169: Learning to CoordinateIntroductionD
Page 170 and 171: Informal CoordinationIntroduction T
Page 172 and 173: Coordinating PhasesIntroductionPhas
Page 174 and 175: Responding to Non-concurrencesIntro
Page 176 and 177: Decision Paper (DCC)Introduction A
Page 178 and 179: Maintaining ControlIntroduction Thi
Page 180 and 181: Suspense DatesIntroduction Suspense
Page 182 and 183: Chapter Summary, ContinuedKey point
Page 184 and 185: Military BriefingsIntroduction Comm
Page 186 and 187: Information Briefing FormatsIntrodu
Page 188 and 189: PreparationIntroduction This sectio
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Methods of Presentation, ContinuedS
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Visual Aids, ContinuedExampleThis i
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Rehearsals, ContinuedCriticsCritics
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Delivery, ContinuedInappropriateapp
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ClosingIntroduction This section di
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Chapter Summary, ContinuedKey point
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Ethics and ValuesIntroduction Insti
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Military Core ValuesIntroduction Th
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Unethical BehaviorIntroduction This
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Pressure to Produce ResultsIntroduc
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Ethical Decision Making, ContinuedG
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Chapter SummaryKey points This tabl
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Appendix A--Informal Staff Language
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Appendix B--Simpler Words and Phras
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Appendix C—Writing FormatsOvervie
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Avoid Drop-In VisitorsIntroduction
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Control Telephone UseIntroduction M
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Say No!Introduction If spread too t
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Priority ListFormatUse a format lik
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A Winning AttitudeIntroductionA win
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BrainstormingIntroductionBrainstorm
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Modified Delphi TechniqueIntroducti
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Leading Change, ContinuedIntroducti
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Leading PeopleIntroductionThis sect
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Results DrivenIntroductionThis sect
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Business AcumenIntroductionThis sec
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GUIDELINES TO NRDC feb 24 2014

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