GUIDELINES TO NRDC feb 24 2014

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Preparing an Agenda, ContinuedSample formatThis is a typical agenda format:A G E N D AInformatio n topics:• -- -- --- -- --- - - - - - --- -- --- -- --• -- -- --- -- --- - - - - - --- -- --- -- --• -- -- --- -- --- - - - - - --- -- --- -- --Discussion topics:• -- -- --- -- --- - - - - - --- -- --- -- --• -- -- --- -- --- - - - - - --- -- --- -- --• -- -- --- -- --- - - - - - --- -- --- -- --Decision topics:• -- -- --- -- --- - - - - - --- -- --- -- --• -- -- --- -- --- - - - - - --- -- --- -- --T im e0 8 0 0 - 0 8 1 50 8 1 5 - 0 8 3 00 8 3 0 - 0 8 4 00 8 4 0 - 0 8 5 00 8 5 0 - 0 9 0 00 9 0 0 - 0 9 3 0Figure 4-1. Use an agenda to control discussion and achieve objectivesFlexibilityIf meeting frequently with a cohesive group, a formal, published agenda maynot always be necessary. Simply outline the agenda on a chart and kick off themeeting.<strong>NRDC</strong> GRC – Staff Handbook 4-4
Opening a MeetingIntroductionOpeningThis section explains how to open a meeting and adopt an appropriate leadershipstyle to conduct it.To get the meeting off to a good start, take these steps:StepAction1 Before the meeting, check the room for things you need (easel,table, chairs). Also check lighting and ventilation.2 Start on time:x Shows you mean business.x Displays courtesy to those with busy schedules.x Encourages the punctual to stay that way.x Signals to latecomers that things can go on without them.3 Open the meeting:x Set the tone by creating an open, friendly atmosphere.x Break the ice--share some good news or a humorous remark.x Introduce members if necessary.x Make administrative announcements.Note: Administrative announcements may seem trivial but arevery important, especially for out-of-towners. Knowing thelocation of telephones, rest rooms, snack bar, fax machines, andthe like makes people feel secure in a strange environment.4 State your purpose and ensure the group knows why it's there.Then briefly review the agenda:x Short overview of topics.x What you wish to achieve with each topic.Examples:x First two topics we'll throw up for discussion--all I want todayare your ideas.x On the last item we must reach a decision and assign tasks.5 Confirm that the group understands and accepts the agenda.Don't be arbitrary. Invite comments; someone may have a betteridea how to handle topics. This helps build commitment to themeeting's success.Tip: Stick to the agenda but be flexible. If discussion of a topicexceeds allotted time but is bearing fruit, consider scratchinganother topic and pressing on.<strong>NRDC</strong> GRC – Staff Handbook 4-5
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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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Detailed Table of Contents, Continu
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Chapter 1Organizations and Managers
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Systems Approach to Management, Con
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SubsystemsIntroduction This section
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The Five Functions of ManagementInt
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Types of ManagersIntroductionThis s
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Staff Officer RolesIntroduction Peo
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Managing and LeadingIntroduction St
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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 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: Preparing an AgendaIntroductionGuid
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: Chapter Summary, ContinuedKey point
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
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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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Chapter Summary, ContinuedKey point
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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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