GUIDELINES TO NRDC feb 24 2014

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Managing Things and Leading PeopleIntroduction Though a little one-sided, this statement reminds us that we manage things butlead people.Let's abolishManagementPeopledon't wantto bemanaged.They wantto be led.Whoever heardof a worldmanager?World leader?Yes--Educational leader.Political leader.Religious leader.Scout leader.Community leader.Labor leader.Business leader.They lead.They don't manage.The carrotalways winsover the stick.Ask your horse.You can lead yourhorse to water,but you can'tmanage himto drink.If you want tomanage somebody,manage yourself.Do that welland you'll beready to stopmanagingand start leading.Figure 1-7. Managing versus leading<strong>NRDC</strong> GRC – Staff Handbook 1-16
Delegation of AuthorityIntroduction Managers use a powerful tool to get things done: delegation of authority. Theycan't do everything themselves. Instead, they delegate their authority so otherscan accomplish tasks for them.Staff officers are not mere hired hands. They must be delegated enoughauthority to exercise judgment and make decisions about their work. Moreover,they interact with senior officials and need latitude to deal with them.Definitionsof termsThis table defines delegation of authority and its constituent parts:TermDefinitionDelegation of The transfer of authority to enable a subordinate toauthoritydischarge responsibility and answer for results.AuthorityPower to discharge responsibility and maintainaccountability.Responsibility The obligation to--x Perform duties of one's position.x Meet objectives within standards.Accountability The obligation to answer for how well one has--x Discharged responsibility.x Managed the authority delegated.Clarification A supervisor can delegate authority but not responsibility or accountability.Though he can hold subordinates responsible and accountable within their areas,he's still ultimately responsible for their performance.Any supervisor who shifts personal responsibility or accountability ontosubordinates is guilty of abdication.BalanceA properly delegated task contains a balanced blend of authority, responsibility,and accountability:DescriptionExampleEnough authority to--Power to--x Discharge responsibility.x Make decisions.x Produce desired results.x Assign tasks.Enough responsibility to-- Manageable workload:x Use one's talents.x Can do job without getting exhausted.x Make job challenging.x Not set up to fail.Enough accountability to-- Realistic, worthy, and attainable standards:x Be held answerable.x Poor performance not tolerated.x Meet standards.x Excellent performance rewarded.<strong>NRDC</strong> GRC – Staff Handbook 1-17
Page 2 and 3: PREFACEDisclaimer: The NRDC-GREECE
Page 4 and 5: GUIDELINES TO CONSIDERBecome fully
Page 6: Remember the mission. Avoid tunnel
Page 9 and 10: Overview ContinuedFocusThe text foc
Page 11 and 12: InstructionsIntroduction This secti
Page 13 and 14: NotesNRDC GRC - Staff Handbookvi
Page 15 and 16: Detailed Table of Contents, Continu
Page 17: Detailed Table of Contents, Continu
Page 20 and 21: Chapter 1Organizations and Managers
Page 22 and 23: Systems Approach to Management, Con
Page 25 and 26: SubsystemsIntroduction This section
Page 27 and 28: The Five Functions of ManagementInt
Page 29 and 30: Types of ManagersIntroductionThis s
Page 31 and 32: Staff Officer RolesIntroduction Peo
Page 33 and 34: Managing and LeadingIntroduction St
Page 38 and 39: Delegation of Authority, ContinuedI
Page 40 and 41: Managing Your BossIntroduction Do y
Page 42 and 43: Chapter Summary, ContinuedKey point
Page 44 and 45: The Staff Officer’s WorldIntroduc
Page 46 and 47: AnticipationIntroduction Ability to
Page 48 and 49: InitiativeIntroduction A sharp staf
Page 50 and 51: Initiative, ContinuedKeepingactions
Page 52 and 53: Guidance, ContinuedWhen to seekguid
Page 54 and 55: Perspective, ContinuedPride,passion
Page 56 and 57: Written Sources of InformationIntro
Page 58 and 59: Providing Information and Building
Page 60 and 61: Completed Staff Work, ContinuedPrep
Page 62 and 63: Staff Doctrine, ContinuedBackground
Page 64 and 65: Chapter Summary, ContinuedKey Point
Page 66 and 67: Efficiency and EffectivenessIntrodu
Page 68 and 69: Efficiency and Effectiveness, Conti
Page 70 and 71: Step 1: Record Use of TimeIntroduct
Page 72 and 73: Step 2: Analyze ResultsIntroduction
Page 74: Step 3: Eliminate Time WastersIntro
Page 77 and 78: Step 4: Overcome Barriers, Continue
Page 79 and 80: Priorities, ContinuedVisionVision i
Page 81 and 82: Doing Things One at a TimeIntroduct
Page 83 and 84: Chapter SummaryKey points This tabl
Page 85 and 86:
Chapter 4Meetings and InterviewsOve
Page 87 and 88:
Preparing an AgendaIntroductionGuid
Page 89 and 90:
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:
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 142 and 143:
Bad NewsIntroduction Building a goo
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:
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:
Page 184 and 185:
Military BriefingsIntroduction Comm
Page 186 and 187:
Information Briefing FormatsIntrodu
Page 188 and 189:
PreparationIntroduction This sectio
Page 190 and 191:
Preparation, ContinuedFocus onkey p
Page 192 and 193:
Methods of Presentation, ContinuedS
Page 194 and 195:
Visual Aids, ContinuedExampleThis i
Page 196 and 197:
Rehearsals, ContinuedCriticsCritics
Page 198 and 199:
Delivery, ContinuedInappropriateapp
Page 200 and 201:
ClosingIntroduction This section di
Page 202 and 203:
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:
Page 221 and 222:
Page 223 and 224:
Appendix B--Simpler Words and Phras
Page 225 and 226:
Page 227 and 228:
Page 229 and 230:
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 252 and 253:
Results DrivenIntroductionThis sect
Page 254:
Business AcumenIntroductionThis sec
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GUIDELINES TO NRDC feb 24 2014

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