Allwrite Fuckups 2 Flashcards
A not unreasonable phrase notes that Supervision is the act of directing and controlling the talents and actions of others in: p5
carrying out certain goals and objectives
A unique obstacle to following the established chain of command is found when: p 50
a personal, off the job friendship are involved between the persons doing the communicating
With respect to informal organizational rules and expectations, probably no one in the police organization is held in more contempt by the street cop or street supervisor than: p. 253
the deskbound Monday morning quarterback, who second guesses the actions of others
When practicing problem-solving, police first attempt to identify the problem or series of problems by breaking the situation down to its component parts. Next, they: p. 272
try to identify the actors involved, either as suspects, victims, or others touched by the situation
The supervisor’s safety counseling task may become somewhat harder when: p. 283
it comes to dealing with veteran employee who feels he or she has seen it all, done it all, and knows it all
The citizen seeks some specific things when interacting with a service provider. The average citizen expects: Reliability, Responsiveness, and p. 308
All of the above
-Reassurance
-Empathy
-Results
Basic “tricks of the trade” to apply to leave a citizen-customer with positive feelings about his or her encounter with law enforcement are: p. 310-311
1, 3, 4, 6
Treat people as individuals and use their name
Be a very good listener
Allow him or her to save face, if possible
Build trust
Coach Brad Stevens is fond of saying, “The best leaders lead by serving others.” Emotionally intelligent leaders are mindful and sensitive to: p. 8
how to set their employees up for success
Connors tells us that leading from the heart is the essence of mastering ________ and becoming an emotionally intelligent person p. 35
social skills
Affiliative leadership begins with harmony. An affiliative leader bridges communication gaps, enables managers and employees through empathy and empowerment and: p/ 48
steps in to mediate when necessary
Dr. Guy Itzchakov and Avraham Kluger say that “listening resembles a muscle. It requires training, persistence, effort, and most importantly the intention to become a good listener. It requires clearing your mind from internal and external noise – and if this isn’t possible: p.54
postponing a conversation for when you can truly listen without being distracted.”
Connors says that in order to give value to others in your organization you must first introspectively look within and be firm in your values, strategy, and goals. The transforming leader masters the fundamentals of self-awareness and then: p. 71
builds relationships with people both inside and outside the organization
Emotionally Intelligent leaders are passionate about culture because p. 89
they know winning organizations have a positive people-first culture
According to scholars at the Emotional Literacy Foundation, “The model of emotional inteeligence and diversity (EID)…encompasses the ability to feel, understand, articulate, manage, and: p. 94
apply the power of emotions to interactions across lines of difference
Pollak says that in fact, the longer I study generations in the workplace, the more similarities I find in what people want out of work. Those fundamentals – meaning, purpose, good leaders, and professional growth – don’t change. What changes is how each generation expresses those needs and: p. 7
what expectations we have about our employer’s fulfillment of them
According to James Frick, his biggest advice to organizations that want to attract a wide range of young leaders is to demonstrate that you want to partner with employees to: p. 55
create a road map for their careers