GUIDELINES TO NRDC feb 24 2014

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Results DrivenIntroductionThis section lists core supervisory competencies required for achievingresults.AccountabilityAssures effective controls are developed and maintained to ensure integrityof the organization.Holds self and others accountable for rules and responsibilities.Ensures projects are completed on time and within budget.Monitors plans, focuses on results, and measures outcomes.Problem solvingIdentifies and analyzes problems.Distinguishes between relevant and irrelevant information to make logicaldecisions.Provides solutions to individual and organizational problems.DecisivenessExercises good judgment by making sound and well-informed decisions.Perceives the impact of decisions.Makes effective and timely decisions, even if data is limited or solutionsproduce unpleasant consequences.Proactive and achievement oriented.CustomerserviceBalances interests of a variety of clients.Readily readjusts priorities to respond to pressing and changing clientdemands.Anticipates and meets the needs of clients.Produces quality products.Committed to continuous improvement of services.<strong>NRDC</strong> GRC – Staff Handbook F-6
Results Driven, ContinuedEntrepreneurialWilling to take risks.Identifies opportunities to develop and market new products and serviceswithin or outside the organization.Initiates actions that involve deliberate risk to achieve a recognized benefitor advantage.TechnicalcredibilityUnderstands and applies procedures, requirements, regulations, and policiesrelated to expertise.Able to make sound hiring and capital resource decisions and addresstraining and development needs.Understands linkages between administrative competencies and mission.<strong>NRDC</strong> GRC – Staff Handbook F-7
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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
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Guiding DiscussionIntroductionHow t
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Concluding a MeetingIntroductionEnd
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Interactive MeetingsIntroduction Ru
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Interactive Roles, ContinuedRecorde
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Conducting an InterviewIntroduction
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Controlling an InterviewIntroductio
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Problem-Solving StepsIntroductionTh
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Step 2: Gather InformationIntroduct
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Step 3: Develop AlternativesIntrodu
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Step 4: Weigh AlternativesArriving
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Adaptive Decision MakingIntroductio
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Gaining Power to Make DecisionsIntr
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Problems, Decisions, and ManagersIn
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Informal Organization and Grapevine
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Listening Barriers We MeetBenefits
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Overcoming Listening BarriersOverco
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Active Listening, ContinuedAsk ques
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Body Language, ContinuedExamplesWay
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PersuadingIntroductionStaff officer
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Persuading, ContinuedSelling steps(
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Overcoming Objections, ContinuedPro
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Negotiating StrategiesIntroductionT
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Negotiating Strategies, ContinuedCo
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Bad NewsIntroduction Building a goo
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Chapter SummaryKey points This tabl
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Chapter 7WritingOverviewIntroductio
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Standards and RulesIntroduction Thi
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Active VoiceIntroduction If you did
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Active Voice, ContinuedWhen to usep
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Eliminating Wordiness, ContinuedCut
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Smothered VerbsIntroduction Another
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PackagingIntroduction The way somet
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Readability FormulasIntroductionRea
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Editing, ContinuedRulesChecklistWhe
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Learning to CoordinateIntroductionD
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Informal CoordinationIntroduction T
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Coordinating PhasesIntroductionPhas
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Responding to Non-concurrencesIntro
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Decision Paper (DCC)Introduction A
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Maintaining ControlIntroduction Thi
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Suspense DatesIntroduction Suspense
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Military BriefingsIntroduction Comm
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Information Briefing FormatsIntrodu
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PreparationIntroduction This sectio
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Preparation, ContinuedFocus onkey p
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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
Page 202 and 203: Chapter Summary, ContinuedKey point
Page 204 and 205: Ethics and ValuesIntroduction Insti
Page 206 and 207: Military Core ValuesIntroduction Th
Page 209 and 210: Unethical BehaviorIntroduction This
Page 211 and 212: Pressure to Produce ResultsIntroduc
Page 213 and 214: Ethical Decision Making, ContinuedG
Page 215 and 216: Chapter SummaryKey points This tabl
Page 217 and 218: Appendix A--Informal Staff Language
Page 223 and 224: Appendix B--Simpler Words and Phras
Page 231: Appendix C—Writing FormatsOvervie
Page 234 and 235: Avoid Drop-In VisitorsIntroduction
Page 236 and 237: Control Telephone UseIntroduction M
Page 238 and 239: Say No!Introduction If spread too t
Page 240 and 241: Priority ListFormatUse a format lik
Page 242 and 243: A Winning AttitudeIntroductionA win
Page 244 and 245: BrainstormingIntroductionBrainstorm
Page 246 and 247: Modified Delphi TechniqueIntroducti
Page 248 and 249: Leading Change, ContinuedIntroducti
Page 250 and 251: Leading PeopleIntroductionThis sect
Page 254: Business AcumenIntroductionThis sec
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GUIDELINES TO NRDC feb 24 2014

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