GUIDELINES TO NRDC feb 24 2014
GUIDELINES TO NRDC feb 24 2014 GUIDELINES TO NRDC feb 24 2014
The Staff Officer’s WorldIntroductionDefinition:staff officerDefinition:actionDefinition:working anactionWhat actionreally meansThis section explains what staff officers do and what it takes to get it done.Note: We've already defined the terms, staff officer and action, but repeatthem here to refresh memory.A Staff officer (SO) is a staff member with subject-matter expertise whotakes action on behalf of senior staff officers or commanders.An action is a task usually requiring coordination and the tasking authority'sapproval in its final form. It could be a--x Simple one-time task taking five minutes with a pen, paper, and telephone.x Major project taking several months, requiring extensive correspondence,and involving dozens of players.Working (or running with) an action means doing everything required tocomplete it, including all its supporting tasks.Examples of working (or running with) an action include:x Obtaining guidance from a decision maker.x Developing a position on an issue.x Visiting offices to get concurrence (chops) on a proposal.x Negotiating with opposing players.x Making slides for a briefing.x Briefing a proposal to obtain a decision.x Preparing a letter for the CG's signature.x Drafting a message for worldwide dispatch.x Representing your command at a major conference.Over forty years ago General W. B. Palmer defined what it means to be astaff officer:An army exists for only one purpose: action. The staff exists only toproduce action. We call you [a staff] officer because we want action.All you are here for is to get something done. A paper, any word youwrite, is wasted effort unless it directly contributes to gettingsomething done. You may have a long hard task, a lot of research, a lotof conferences, a lot of concurrences: but all the time your mission isto find that solution and get something done.NRDC GRC – Staff Handbook 2-2
The Staff Officer's World, ContinuedThe staffSupervisors,senior staffofficers, andcommandersLife on aheadquartersstaffAttributesA staff exists to serve a commander and support subordinate commanders andstaffs. It frees a commander from myriad details of running a complexorganization, by managing functional areas such as personnel, logistics, orresource management. A staff also helps a commander make decisions byproviding information and making recommendations.A staff officer works for many bosses. Your relationships with other staffsexpose you to supervisors, senior staff officers, and commanders at severallevels, both inside and outside an organization. Interacting with these folks isan exciting experience and a means for professional growth.Examples:x Immediate supervisor.x Division chief.x Secretary of the General Staff (SGS).x Executive officer.xxxxChief of staff.Commanding general.Project manager.Staff officer from a sister service.Tip: When working with other bosses, always inform your immediate boss onthe situation.The staff environment in a major headquarters, while exhilarating, is alsodemanding. This atmosphere is characterized by--x A sense of urgency surrounding issues and actions.x Unexpected questions.x Proximity to flag officers and senior executives.x High volume of actions handled every day.x Necessity for extensive coordination.x Challenge and frustration of getting folks to support a position.x Crash projects.x Short deadlines and lack of resources to meet them.x In-boxes that remain full.The next four sections describe attributes required for surviving in thishighly charged environment, including ability to--x Anticipate requirements.x Display initiative.x Seek or follow guidance.x Maintain perspective.NRDC GRC – Staff Handbook 2-3
- 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 36 and 37: Managing Things and Leading PeopleI
- 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 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
The Staff Officer’s WorldIntroductionDefinition:staff officerDefinition:actionDefinition:working anactionWhat actionreally meansThis section explains what staff officers do and what it takes to get it done.Note: We've already defined the terms, staff officer and action, but repeatthem here to refresh memory.A Staff officer (SO) is a staff member with subject-matter expertise whotakes action on behalf of senior staff officers or commanders.An action is a task usually requiring coordination and the tasking authority'sapproval in its final form. It could be a--x Simple one-time task taking five minutes with a pen, paper, and telephone.x Major project taking several months, requiring extensive correspondence,and involving dozens of players.Working (or running with) an action means doing everything required tocomplete it, including all its supporting tasks.Examples of working (or running with) an action include:x Obtaining guidance from a decision maker.x Developing a position on an issue.x Visiting offices to get concurrence (chops) on a proposal.x Negotiating with opposing players.x Making slides for a briefing.x Briefing a proposal to obtain a decision.x Preparing a letter for the CG's signature.x Drafting a message for worldwide dispatch.x Representing your command at a major conference.Over forty years ago General W. B. Palmer defined what it means to be astaff officer:An army exists for only one purpose: action. The staff exists only toproduce action. We call you [a staff] officer because we want action.All you are here for is to get something done. A paper, any word youwrite, is wasted effort unless it directly contributes to gettingsomething done. You may have a long hard task, a lot of research, a lotof conferences, a lot of concurrences: but all the time your mission isto find that solution and get something done.<strong>NRDC</strong> GRC – Staff Handbook 2-2