National Defense Intelligence College Paper: Finding Leaders - Preparing the Intelligence Community for Succession Management - NSA, 9/11 Commission, CIA, NRO, DNI, Agency Culture

This unique and informative paper was produced by the National Intelligence University / National Defense Intelligence College. Topics and subjects include: the NSA, 9/11 Commission, DNI, CIA, NRO, DIA, conceptual and behavioral complexity models, qualitative analysis, stratified systems theory, employment interviews, agency culture, Likert scale, GEMSTONE program, self-assessment tools. This paper highlights and explains the stance of various agencies within the U.S. Intelligence Community toward the adoption of succession management principles, which in turn aim to foster a more systematic approach to the development of future agency and Community leaders. This work thereby offers Community managers an inter-agency perspective from a neutral but well-informed point of view.

Contents: CHAPTER 1 - OVERTURE - The motivation behind and the question driving this investigation of succession management in the Intelligence Community; CHAPTER 2 - THE PROCESS - A brief examination of literature on leaders and succession management; CHAPTER 3 - THE COMMUNITY - Making succession management relevant to the Intelligence Community through a review of statutes, regulations, and insiders' assessments of ongoing succession planning. CHAPTER 4 - WHAT TOMORROW HOLDS - Considering the environmental factors surrounding the implementation of succession management, CHAPTER 5 - CLOSING REMARKS - Thoughts on gaining support for succession management and additional areas for further investigation.

History offers many examples of ways to choose leaders. It has been the last man standing after a duel, the eloquent visionary able to incite throngs of followers to action, or the person with the most votes after a popular election. Although sometimes difficult or resulting in unpalatable leaders, these selection methods are instantly recognizable. With senior IC officials unlikely to use duels, public oratory, or popular voting to select their replacements and other Community leaders, this paper explores how some of the IC agencies have been and are performing that task. What has been the method by which individuals were readied and chosen for positions of great authority and responsibility—how were and are our IC leaders being selected? And how should they be prepared and selected in the future? This paper suggests a plan for the implementation of succession management across the Community.