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YYYYYY X. YYYYYY

Department: Department Of Defense

Agency: Defense Intelligence Agency 

Job Announcement Number:

N0000 xxxxxx xxxx , xxxx , xxxxx 000002-01-WT 

 

Supervisory Intelligence Officer (CI)

 

 

1. Establishes working relationships with senior leaders within and across other agencies and private organizations in order to advance corporate and community goals

 

As an Area Operations Manager, it is imperative that I establish and maintain  working relationships not only within my own corporate structure but also across other agencies and private organizations in order to advance corporate and community goals. For example, I interact with suppliers/vendors to ensure understanding and compliance with client requirements. Many of our clients are senior leaders within and across other agencies and private organizations. In another instance, I develop and maintain positive relationships with local Union representatives.
 
Most notably, I collaborated with the Department of Motor Vehicle Safety (MVS). My challenge was to meet with the management team, the Corporate Safety Council, technicians and union representatives in a series of meetings aimed at identifying our mutual trouble points as well as areas of mutual benefit. We were able to identify technician-drivers that were placing themselves and others in danger and because of my knowledge and understanding of Motor Vehicle Safety, I conveyed to the stakeholders the impact that Motor Vehicle Accidents has on operations specifically and the community in general. After assessing the variables that contributed to a decline in motor vehicle safety among drivers, it was determined that technician drivers were driving too close, not paying attention, and not assessing their immediate surroundings.
 
I contributed significantly to the subsequent solution to combat this problem which was the launch of an intense drivers training program along with an additional quarterly refresher training course, and proactively monitored driving habits.
 
Subsequently, the actions taken resulted in a reduction in the number of motor vehicle accidents. Collaboration with the Department of Motor Vehicle Safety and  complete employee engagement and participation produced a  decline in the MVA rate earning the team a 3Q08 accident free award.
 

2. Knowledge of the DIA Strategic Plan, to include its goals and objectives

 

I understand that the Defense Intelligence Agency, or DIA, is a major producer and manager of military intelligence for the United States Department of Defense, employing over 11,000 military and civilian employees worldwide. The Defense Intelligence Community is headed by the DIA, through its Director (who chairs the Military Intelligence Board), and coordinates the activities of the Army, Navy, Marine Corps, and Air Force intelligence components. The DIA and DIC provide military intelligence to warfighters, defense policymakers, and force planners within the Department of Defense and the United States Intelligence Community, in support of U.S. military planning and operations and weapon systems acquisition.

 

I understand that the mission of the DIA is to provide timely, objective, and cogent military intelligence to war fighters, defense planners, and defense and national security policymakers; and the vision is the integration of highly skilled intelligence professionals with leading edge technology to discover information and create knowledge that provides warning, identifies opportunities, and delivers overwhelming advantage to our warfighters, defense planners, and defense and national security policymakers.


The DIA is focused on five major strategic actions:

 

-        Strengthen human, analytic, and technological capabilities to remain ahead of our adversaries through advanced collection and analysis.

-        Build an agile, forward-looking organization able to provide Intelligence depth and warning integrated into US military operations.

-        Support unification of effort across the intelligence Community to promote horizontal integration fostering access to data and sharing of information.

-        Recruit, develop, and retain a diverse, results-oriented intelligence workforce to ensure the right skills and competencies are in place.

-        Establish high quality, modern and scalable human, technical and financial support systems to maximize all available resources.

 

In a time where the national security is threatened by insurgency, terrorism and weapons of mass destruction, are complex and multi-dimensional. They are steeped in perceptions of history and ideology, and intensified by the competition for scarce political and economic resources. Their global nature requires us to think and act with a diversity of mindset but with unity of purpose and vigilance towards the future. The DIA has identified goals that contribute to combating those threats to national security.

 

-        Goal 1-Transform the Defense Intelligence Enterprise

-        Goal 2-Achieve next generation collection capabilities

-        Goal 3-Produce the right intelligence for the right customer at the right time.

-        Goal 4-Create a knowledge-based culture.

-        Goal 5-Attract, develop and retain a results-oriented workforce.

-        Goal 6-Provide superior resource and organization management.

-        Goal 7-Sustain a culture of continuous improvement.

-        Goal 8-Provide the optimal work environment.


It is my intent to become a member of the Defense Intelligence Agency s group of highly skilled intelligence professionals with leading edge technology focused on discovering information and creating knowledge that provides warning, identifies opportunities, and delivers overwhelming advantage to our warfighters, defense planners, and national security policymakers.

 

3. Proactively seeks and applies new approaches and technologies across all levels of the organization to improve mission effectiveness

 

As the Area Operations Manager, my staff included 100+personnel within a major telecommunications company and I must proactively seek and apply new approaches and technologies across all levels of Verizon to improve mission effectiveness. One of my main approaches is ensuring that all involved parties are on the same page with the same focus and I consistently ensure that my employees are up to date on the direction the company is headed, current events, and customer comments.
 
One approach is improving mission effectiveness is that I conduct town hall meetings within my organization which fosters open conversation, also I arrange monthly staff meetings with the management team where they are encouraged to ask questions and can address their concerns, so that they can deliver the information to their direct reports.
 
Another approach to improve mission effectiveness is that I encourage one on one coaching/discussions for sensitive and time related material with both management and associates, and I am readily available in person, via phone and/or email. 
 
As appointed chairperson for Verizon Connected Solutions, Frontline Committee and an appointed member/host of the Verizon Potomac Region Diversity I strongly encourage open dialogue, I am committed to team effort, I completely supported the mission of a diverse working environment and welcome change. 
 
At the upper-management level, I conduct monthly review sessions with the General Manager, Senior Vice Presidents and Vice Presidents, in the Potomac Region where I deliver my teams accomplishments, goals, future plans, encourage feedback, and actively seek ideas.

 

4. Communicates with others not knowledgeable about one s discipline in a manner that is candid and persuasive to enable understanding and influence

 

Throughout my progressive rise from Service Representative, to Field Technician, Local Manager, and Area Operations Manager for Verizon, I ve consistently communicated with suppliers, vendors, clients, and the leaders of other organizations not knowledgeable about my discipline in a manner that is candid and persuasive to enable understanding and influence. I choose the most appropriate mode for communicating my messages and use effective language to express information clearly in well-constructed letters, proposals, reports, memos, and email. Over the years, I have been required to maintain impeccably written documents and produce detailed reports. I proofread all reports to ensure the accuracy and completeness of records, and deliver important data to the intended recipient.

 

Of course, I ensure that all of my documentation is grammatically correct, spelling error free, and reviewed for both content and format to avoid any unnecessary miscommunication. I make sure that my written words say exactly what I mean and have the ability to quickly analyze, organize, write, and revise any document. I use expressive words, keep sentences and paragraphs short, and keep thoughts simple. I format documents so that they are inviting to look at and easy to read. I use various techniques that involve the reader and create the feeling of personal communication. These factors alone contribute significantly to the influence of my written communications.

 

Verbally, I have learned that whether I am speaking with staff, management, executive, internal/external stakeholder, or upper-level senior management, it is imperative that I always show the utmost respect for people. As the leader of 100 first level associates and the facilitator of training to over 200 employees on FiOS technology it is not only important to know how to communicate orally with people, but also how to lead, train, and instruct people.

 

I communicate in a persuasive manner when convince others of the validity of my points. It is with great tact that I handle the issues of clients offering concern and identifying the underlying issues before speaking. When training associates, I offer information in a clear and concise manner that does not leave room for ambiguity. My speaking voice is clear and I pronounce words accurately as to allow for complete understanding by all who listen.

 

 

5. Develops broad-scale strategies using a long-term, anticipatory view of

internal strengths and weaknesses and external challenges and opportunities

 
To reduce inefficiencies throughout Verizon, I implement broad-scale strategies using a long-term, anticipatory view of internal strengths and weaknesses and external challenges and opportunities. A recent challenge in this area was to improve my organizations Gross Adds To Bill (GATB) results. To do this, I organized a strategy session with the Dispatch Resource Center (DRC)and my direct reports aimed at discussing roadblocks, dispatching concerns, time management and making each team aware of the others responsibilities, and this also provided for an opportunity to reinforce achievement within compliance of the corporation's Codes of Business Conduct as well as ISO 9001 Quality Standards. The fact that open dialogue was encouraged and basically required was a powerful force in stimulating the establishment of Service Level Agreements as well as allowing both teams to gain a sense of accomplishment and determination to deliver on the results. The trends and results were discussed on a weekly conference call, ultimately leading the team to month over month improvement and winning the most improved GATB award.
 
At Verizon, we have a laser focus on six key strategic imperatives: (1)grow 
revenue, (2)take share from the competition, (3)improve profitability and 
increasing margins,(4) increase productivity, (5)provide the best customer service experience, and (6) strengthen our culture. 
 
As an Area Operations Manager, I consistently look ahead at anticipated growth and future trends and so I establish and support performance objectives that are in alignment with the organizations   mission and strategic imperatives. I assess the performance of team members and coach them to deliver on the results that Verizon needs in order to stay competitive. In order for the team to be successful with the new FiOS technology product, I ensure my management employees and their associates are educated on the technology, the direct impact on the organization, and most importantly customer relations. I encourage my team to be prepared for, identify, and respond to service outages, at any given time we may be called in after regularly scheduled business hours. My required response time is 2 hours, for the entire management team. I personally call each manager at either their home or cell, explain the purpose of my call, and launch an immediate plan.
 

 

 

 

 
 
 

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