GUIDELINES TO NRDC feb 24 2014
GUIDELINES TO NRDC feb 24 2014 GUIDELINES TO NRDC feb 24 2014
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.NRDC 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.NRDC GRC – Staff Handbook F-7
- 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 219 and 220: Appendix A--Informal Staff Language
- Page 221 and 222: Appendix A--Informal Staff Language
- Page 223 and 224: Appendix B--Simpler Words and Phras
- Page 225 and 226: Appendix B--Simpler Words and Phras
- Page 227 and 228: Appendix B--Simpler Words and Phras
- Page 229 and 230: 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
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