GUIDELINES TO NRDC feb 24 2014

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Efficiency and Effectiveness, ContinuedExampleThis is an example of the activity trap. These people are focusing on theprocess and ignoring the desired outcome:Why a r en’t wep lacing morepeople in jobs?We rate counselors onthe numbe r of interviewsthey conduct, not howmany p eople they p lacein jobs.Emp loymen t Office• Tak e a numbe r.• Wait your turn.Figure 3-2. Achieving efficiency at the expense of effectivenessConclusionThe pertinent question is not how to do things right, but how to find theright things to do, and to concentrate resources and efforts on them.--Peter F. Drucker<strong>NRDC</strong> GRC – Staff Handbook 3-4
Time and Priorities: Twin Pillars of EffectivenessIntroduction We achieve effectiveness through two vital aspects of efficiency: time andpriorities. Peter Drucker terms them as the twin pillars on which effectivenessrests. They enable one to shift from a mode of “what's happening?” to one of“let's make things happen!”E F F E C T I V E N E S ST I M EP R I O R I T I E SE F F I C I E N C YFigure 3-3. Twin pillars of effectivenessTime,priorities,leadershipPrudent management of time and priorities leads to effectiveness, and it alsobrings other benefits, especially for young staff officers. It develops selfdiscipline,foresight, and courage--what the staff leaders are made of.Managingtime andprioritiesThe rest of this section discusses ways to manage time and priorities. First, we'llcover time management. With a full workload and short deadlines, time is ourmost precious resource. Because it's so precious, fleeting, and nonrenewable, wemust manage time before managing anything else.The next four sections describe how to manage time by using these four steps:Step Action See Page1 Record Use of Time. 3-62 Analyze Results. 3-83 Eliminate Time Wasters. 3-104 Overcome Barriers. 3-11<strong>NRDC</strong> GRC – Staff Handbook 3-5
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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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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 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 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
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Problems, Decisions, and ManagersIn
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Chapter Summary, ContinuedKey point
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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
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Ethics and ValuesIntroduction Insti
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Military Core ValuesIntroduction Th
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Unethical BehaviorIntroduction This
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Pressure to Produce ResultsIntroduc
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Ethical Decision Making, ContinuedG
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Chapter SummaryKey points This tabl
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Appendix A--Informal Staff Language
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Appendix B--Simpler Words and Phras
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Appendix C—Writing FormatsOvervie
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Avoid Drop-In VisitorsIntroduction
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Control Telephone UseIntroduction M
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Say No!Introduction If spread too t
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Priority ListFormatUse a format lik
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A Winning AttitudeIntroductionA win
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BrainstormingIntroductionBrainstorm
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Modified Delphi TechniqueIntroducti
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Leading Change, ContinuedIntroducti
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Leading PeopleIntroductionThis sect
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Results DrivenIntroductionThis sect
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Business AcumenIntroductionThis sec
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GUIDELINES TO NRDC feb 24 2014

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