GUIDELINES TO NRDC feb 24 2014
GUIDELINES TO NRDC feb 24 2014 GUIDELINES TO NRDC feb 24 2014
AnticipationIntroduction Ability to anticipate events helps you--x Avoid surprises.x Discover what's needed and ask for it in time.x Make future plans.x Run in the fast lane.Don't getambushedExamplesBe preparedfor sudden‘taskings’Don't beintimidatedCarrysurvivaltoolsDon't get ambushed--‘war-game’ the action:x Use checklists, SOPs, and experience to identify potential problems.x Look at things from different angles.x Identify show stoppers in advance.x Think about possible questions and answer them beforehand.x Seek advice from more experienced people.Examples of ‘war-gaming’ the action:x Send out the agenda early, so members can contact you on issues.x Do not omit an agency bearing on the problem or its solution.x Be aware of how the action affects the whole organization.x Do not fall in love with a solution; the boss may not be able to implement it.Be prepared for tasking at any time (like when your boss's boss spots you in ahallway and tasks you with an action on-the-run). Ensure you understand therequirement immediately.Otherwise, you risk the embarrassment of--x Going back to get information you should have asked for originally.x Doing the wrong work then having it rejected.x Asking for more time, because you must start over.When a fast-talking boss assigns an action, do not be intimidated:x Rephrase the requirement to confirm what's expected.x Do not be afraid; if you don't understand, ask for clarification.If later you still need more information, get on the person's calendar right awayto discuss the issue further.To keep your wits when running in the fast lane, always carry these survival tools:x Pen or pencil.x A little notebook or 3x5 cards.x List of smart questions (memorized or in a notebook). Sample on next page.NRDC GRC – Staff Handbook 2-4
Anticipation, ContinuedAsk smartquestionsWrap your arms around the action: ask questions like these:Smart questions:When is the action d ue?Who a m I writing for?Anyspecific guidance?Do y ou want to see a draft before I get chops?Who to involve in putting action together?Key people to attend decision brief?Hid denagendas?Figure 2-1. List of smart questionsNRDC GRC – Staff Handbook 2-5
- 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 44 and 45: The Staff Officer’s WorldIntroduc
- 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
Anticipation, ContinuedAsk smartquestionsWrap your arms around the action: ask questions like these:Smart questions:When is the action d ue?Who a m I writing for?Anyspecific guidance?Do y ou want to see a draft before I get chops?Who to involve in putting action together?Key people to attend decision brief?Hid denagendas?Figure 2-1. List of smart questions<strong>NRDC</strong> GRC – Staff Handbook 2-5