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7000. Purpose and General Discussion. In Chapters 1 through 6 the emphasis has been on operational considerations. No doubt about it, the success of the District will be measured on the efficiency with which the command can place qualified poolees on the yellow footprints, and see these young Marines graduate from the Recruit Depot! But there is another very important aspect of District level command: the functional Staff areas, and the critical support they provide to mission attainment.

1. The Challenge. The manpower market is shrinking, and will

continue to shrink over the next several years. But the fact is: there are enough available quality applicants in the marketplace to meet and exceed needs of the Marine Corps! The challenge then becomes: the Marine Corps must get its fair share.
 2. The Requirement. The Marine Corps must compete aggressively
in the quality market, and beat the other Services to the punch, getting there firstest with the mostest.
3. The Solution. Our ability to support our recruiters better
than our competitors do will play a big part in our success in this competitive market.
4. The Link to Mission. If you, the Commander, can link support
functions directly to Mission attainment, you will motivate Staff to make an enthusiastic effort for the recruiters and Mission.
5. The Staff Support Link. Staff support areas are directly
related to mission and must be presented in that light. You will find that this is a difficult connection for a lot of people to make. They have never had to do it before.  
7001. Concept of Recruiting Support. The concept of Staff support is like that in any other organization. The necessary adjustment is relating it to the recruiting environment and the Quota pressure which the recruiters face.

1. Which Areas? All of the Staff support areas are connected

to  Mission! (See Figure 7-1.) In this chapter, each of the connections will be made clear.
Staff Support Areas
Public Affairs
Figure 7-1
2. Impact on Recruiting: understanding the impact of Staff
actions on recruiting will be a learning process for most District Staff because of their lack of experience in the recruiting operations. However with guidance, and some training and awareness sessions, Staff personnel can connect their own functions to Mission and become recruiter support zealots!
               (1) The Staff Personnel  
               (2) The Recruiters 
3. Connection to Mission. In some cases making the connection
will be easy (e.g., personnel, promotions, vehicles, advertising) and in other cases more difficult (e.g., supply management, civilian employment, print media support). But all personnel must learn to think in terms of Mission support and believe that "my job makes the difference." (See Figure 7-2.)
4. Responsibility. The ultimate responsibility of instilling
this concept rests on the shoulders of the District Commander. The implementation of the policy is the responsibility of the District Executive Officer. The Staff Officers' responsibility is to develop the support structure within their Staff areas. Sometimes the connection is not obvious. A key concept in this process is innovation: innovative thinking and presentation!
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