Supervising police Personnel Flashcards
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CHAPTER 1 STRENGTHS-BASED LEADERSHIP Strength #One is Character. Supervisors and leaders are judged by their?
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Character
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The number one value for a person of character is?
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Integrity
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The driving force in a persons character?
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Integrity
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Of the four myths, which one is the most commonly held?
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Myth 3. Your team needs you to put aside your individual strengths.
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A ___ vision a ____ strategy involves clear communication on part of a strength based leader.
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Clear vision and clear strategy
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A absence of ____ will push a leader to the sidelines and bench him.
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Clarity
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A _____ is an activity that makes you feel strong?
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Strength
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When we know our own strengths the entire team will benefit from them.. True or False
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True
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Is the capacity to command?
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Leadership
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In a police organization anyone can exert?
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Leadership
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Who wrote “Excellence is not an art it is a habit .. Similar leadership isn’t a art it is a capitalization of ones signature strengths?
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Aristotle
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Recent findings about supervisors who focus on either employees strengths and weakness or ignores them ? People who have the opportunity to focus on their strengths are six times more likely to be engaged in their jobs and more than 3 times as likely to report having above average life satisfaction.
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The chances of you being actively disengaged If boss ignores you 40% focus on your weaknesses 22% and focus on your strengths 1%.
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Talent x strength =
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Strength
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What is a sign of a leader and not?
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Not is control .. Yes is power, brain
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What is the sign of a supervisor ?
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Authority
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leadership is the ____ to command
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Capacity
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Chapter 2 Decisions____ is the major responsibility of a police supervisors
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Decision making
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As a supervisor the most critical part of your job is?
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Is to make decisions
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A frequent complaint in police work concerns the frustration of waiting for supervisor to make a
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Decision.
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Your success as a supervisor and a leader will be measured by your
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Timely and accurate choices.
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Two magnificent birth gifts shape and drive our decisions
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Our Freedom and power to choose and our five intelligences
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The essence of being a supervisor and leader
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Is being able to influence the choices of others
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Between stimulus and responds is a ______
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Space within a space is the freedom to stop for a split second or days.
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Each good decisions therefore should start with a
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Stop, forced space for reflections to let us clarify our goals..
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Five intelligence's that shape and drive our decisions? Physical Mental Emotional. Social Intelligence Spiritual Intelligence
Physical Intelligence helps produce timely and reliable decisions
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Mental intelligence
Mental facility analyze, reason think, use language.
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Determines our EQ that determines our success in our career.
Emotional Intelligence (EQ)
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Dr. Daniel Goldman discovered and defined EQ revealed that \_\_\_% of a leaders ability evolve EQ.
85%
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Social Intelligence SoQ.. The scientific fact remains that ___ % of a supervisors ability to lead depends on his
85 EQ and SoQ can be referred to common sense.
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SQ Spiritual Intelligence
Is what makes us human ,these five Intelligence shape our core character to Build mainstay competency and set up driving purpose..
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All three \_\_\_\_\_. \_\_\_\_\_. ______ trigger the need for reliable decisions?
Character, competency, and purpose.
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\_\_\_\_\_ is the genesis of all human relationships
Trust .. lack of trust is a disaster for police organizations
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3 Components of a trustworthy character?
Integrity , maturity, and win win behavior.
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Most often word most often searched for in the online Merriam Webster dictionary since 2006.
Integrity
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Competency is both what we perform and how well we perform it.. 3 parts of the competence side of trustworthiness ..
Technical , knowledge , teamwork.
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Is the skill and ability to accomplish supervisory tasks, means deploying your birth given talents.
Technical Competence
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Is building complementary teams in a police agency.Install work ethics
Teamwork
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5 Benefits of purpose driven leadership together they promise timely and relatable decisions..
Knowing your purposes gives more meaning to your leadership.. Knowing your purposes makes decision making easier. Knowing your purposes focuses your leadership. Knowing your purposes motivates you and those you lead. Knowing your purpose is fulfilling .
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Nine Checkpoints when approaching a decision.
1) Never make a decision that should be delegated!!
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3 compelling reasons to delegate decision making?
Empowerment , empowers others to do their job. Building trust morale etc.. Time- making good decisions is difficult and time consuming. Delegate to release the stress of trying to answer all questions. Mentoring - when you delegate you help others grow in job satisfaction. True delegation really letting go
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Checkpoint 2.. Never make a decision today that you can reasonable delay
The timing a police supervisor decision is an important as the decision itself. Don’t rush, opens up more choices as leaders..
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Checkpoint 3 Decide if the decision is yours to make.
Avoid engaging in a two front battle when it comes to decision making ...if is your decision make it or delegate the making of it.. if not but out!!
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Checkpoint 4: Take extra care with important decisions
Could the decision cause serious physical emotional injury .. If yes take your time answering and extra care. Jeopardize important relationships! Undermine or damage reputations or credibility . Affect the values and vision of the department.
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Checkpoint 5 Enforce the rules.
Failure to enforce rules just to be popular can quickly bring that leader to ruin.
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Checkpoint ::6 See the big picture!
Not seeing the big picture when approaching a decision is called Focus Illusions! We tend to over look other important characteristics!!
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Checkpoint 7: Use your Personal Experience.
You have to acquire a lot of diversified police work.
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Checkpoint 8: Wanting Versus Liking!
Ask why do you want to promote to sgt..
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Checkpoint 9: Satisfying Not Maximizing.
As a sergeant don’t Fret about getting the one and only best decision all the time, and always evaluate each outcome of each decision on its own merit rather than against others..
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Two decision making styles ??
Satisfying and maximizing..Satisfiers are individuals who have A minimum threshold for what is acceptable to them. Maximizers —- those who strive to squeeze the very best out of every decision.
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The Decision Making Process: Seven Steps.
Step 1 Heart. When making a tough decision he will listen to his heart.
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Step 2 Self Discipline
Is paying the price to make the decisions into reality. It is willpower embodied. Dealing with the hard pragmatic brutal facts.
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Step 3: Confidence
Confidence depends on you : Applying the nine checkpoints when making a decision. Knowing your strengths , and strengths of your team and knowing your purpose.
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Step 4 Participation
Get opinions from others , feedback , but you still make the final decision. Consider the values needs, and desires of those to be affected.
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Step 5 Chance
This step is referred to as a slippery rock .. Every decision has element of risk or chance. You can significantly reduce your chance of slipping by strong analysis , focus, and most of all allowing others to participate in the process.
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Step 6 Intuition
Important tool used in making a decision taking a risk is that of personal insight intuition. Making decisions on gut feelings.snapped decisions.
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Step 7 Future
Step requires looking ahead —foresight .. Decisions can only influence the present and the future not the past.
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Decision == Moment+ Owned Character
D means a need or reason to make a decision . Moment stands for the space that we need to take to make best choice. OWNED means once made decisions is made by you. All of this is orchestrated by you Character.
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An amazing \_\_\_% of a leaders abilities involve EQ..
85%
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Is the basic of all human relationships?
Trust
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The first step in the decision making process deals with
Heart.
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Chapter 3 Values page 25.
The MOST important decision that you and I have is: what are my values? Our beliefs, attitudes destiny, and integrity depend on the decisions we make about our values.
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4 very critical functions for police agencies , their employees, police supervisor , strength based leaders.
Compass. Those values that serve us as a compass are ethical values.. walk the talk, our integrity. Set your compass towards the community which will have big rewards.
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Communication
Understands other people values and ours as well then we can really communicate.
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Purposes
Our last values have determined our purposes . Understand and appreciate human values because they serve as a purpose and an end or a goal.
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Strengths
Focus on your strengths not your weakness. All that we value becomes part of us. And thus we are what we value and lead others.
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What is a Value?
Is an enduring belief that a specific goal and means of attaining that goal are very important..
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Recent scientific evidence reports what % that genetics shape broad patterns of human behavior.
Reports 40 to 50 %.
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Our value programming periods can be categorized as imprinting
Which is first six to 7 years a large amount of mental and values development takes place.
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Modeling
From the age of 7-14, the process of value identification with parents expands. Identify with with gangs or playgroups. Involvement with media , school.
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Socialization
Between 13and 20 years of age. Intense socialization with peers. It is during this period that we achieve full physical maturity and a dominant value system.
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Our values can be changed by two ways?
Significant Emotional events.. SEE’s unplanned ,undirected manner. Being Fired, promoted, injured or winning an athletic contest. And Profound Dissatisfaction. To be successful in this most difficult of transitions -psychological growth requires a special combination of inner and to a degree outer circumstances.
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A person must possess 3 attributes if he is to make a substantial psychological step forward.
The individual must be deeply dissatisfied, otherwise why change. Must possess much psychological and physical injury.. Hard to break old habits. Must have or acquire the psychological insight to know what will slake the driving dissatisfaction.. Only when all 3 of these factors are present simultaneously will a person have the motivation to change.
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10 things that values do to us and for us?
1:Paradigms: Different views, perceptions. I see one thing and you see something different. 2:Generation Gaps: police organizations can have employees from four or more generations. It’s presets a problem for the supervisor. 3.Individual Differences: main source of experiences are family, education, religion , media, friends, wealth and where we grew up.
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4th value that influences is Standards
4.Standards is a value system acts as a set of standards that guide our conduct. Gives a sense of being right is wrong. 5.Conflict Resolver's: different value system disparities. Choose blue over brown.
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6th is Emotional Intelligence.
Feeling sorry for disciplining a employee. Or we feel angry. Depressed, threatened, when we experience unfair personnel practices. 7:Thought Provokers: enhancing ones job knowledge.?8: Motivators : 9:Attitudes: second MOST important decision you make on a daily basis is the choice of your attitude , the dirt is your character! Attitude change is important for 4 reasons. 1. Attitudes can be found in every aspect of police work. 2. Attitudes influence behavoir a great deal. Much how we behave at work is governed by how we feel about things. 3. Bad attiutudes on the job cause problems. Poor job attitude can be reflected in subsequent poor performance, complaints, absentteeism, turnover. 4 When an employee is expressing negative, carping, malcontented opinions, the typical response is that officer X has a bad attitude, when in effect the officer is voicing a Value Issue.
10. CHARACTER AND COMPETENCE: In fact when people describe your character or your set of competencies, they are most apt to first mention your signature strengths. Your values and that special subset that serves as your ethics shape and guide your strengths in every complex role you play in life, ranging from parent to friend to police sgt.
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Community Oriented Policing Services = Values COP.
COP is truly is VALUE ORIENTED Policing..
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Your character and competency are most often described in terms of your\_\_\_\_\_\_.
Strengths.
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Clarity.. Strength Two. Involves clear communication , clear vision and a clear strategy.
is the antidote to anxiety and thus clarity is a core strength of a strength based leader. If you do nothing else as a leader , be CLEAR.
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Charter 4 Integrity.
Having integrity means that you have the willpower and habits to turn tough choices into easy ones.
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Ethical Values must include action and purpose. Something you really care about and pursuing on a daily basis.
Once’s integrity depends on a moral compass that consists of values that are virtuous — ethical values. Is what we stand for!
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When examining the ethic programs of police departments, bear in mind that there are 3 different Approaches to Integrity. Ethical challenges. 3 different approaches..
1.Neglect or the absence of any formal ethical programs. 2.Compliance Based Programs. Based on rules and regulations with the goal of punishing legal violations. The centerpiece is a comprehensive collection of regulations that spell out a universal code of police ethics. The Code lays out rules for hiring practices, travel expenses, gifts, compliance with local laws. Do and don'ts for people to follow. 3.Values- Oriented Programs. Relies on identifying ethical principles. Each police agency must develop its own core ethical values.
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6 pillars of character that define for us our moral duties and virtues.
1.Trustworthiness. Is important ethical value because it encompasses 4 separate ethical values , honesty, integrity , promise keeping and loyalty. 2.Respect: treat all with respect, privacy and dignity.3. Responsibility : an ethical concept that embodies 3 separate values. Accountability, salt restraint, and pursuit of excellence. 4.Fairness:is one of the MOST elusive ethical values , people disagree on what is fair.5. Caring:6. Civic Virtue and Citizenship. Overall public good.
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An agency that wants to strengthen its ethical cultural hires for character and trains for skills..
Takes background checks serious.
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2 basic laws of supervision are?
Whatever you allow you encourage and whatever employees will do for you they will do to you.
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No matter how much a good police supervisor does, he will be judged by his last- worst decision.
Moral Grit is what? is tested everyday, being honest at the risk of disapproval,, lost income, or a maimed career.
True .
A public office job of a sgt is at once a public trust.
Ethical decision making requires an alert and tested conscious. It requires the WILLPOWER to put down self deception and rationalization.It takes GRIT to risk disapproval of others and the loss of power and prestige.Finally, it requires the capacity to evaluate compex or confusing facts and anticipate likely consequences under all kinds of countervailing pressures.
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When faced with a choice that has ethical barbs, ask the following benchmark questions of yourself and involved teammates.
1, will the decision I make violate the rights or goodwill of others. 2. What is my personal motive and spirit behind my choice. 3. Will it add to or detract from my integrity. 4. If I were asked to explain my decision in public , would I do so with solid reason. 5. Even of what I do isn’t illegal , is it violating someone’s trust. 6. Does what I do Demean another’s integrity. 7. If if we’re done to me would I approve or be offended. 8. What are the basic principles that govern my actions and decisions.
9. When I'm in doubt, whom do i go check my decision.?
10. Will my decision give other people any reason to distrust me?
11. Will my choice build the credibility of my career or profession?
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Chapter 5 VISION. Define
A vision is a sincere belief in what you see, an abiding hope in your signature strengths to pursue it and a deep conviction that is both right and good.
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Two approaches to vision thinking.
Approach 1: Top Down. Since 1980 many police managers have created vision driven mission statement and strategic plans and worked hard to communicate them down to employees.. There are 2 inherent downsides with the top down approach ::: Ownership and Implementation. Top down vision is used to define a set of values to be lived. Approach 2: Bottom up..moving from approach 1 to 2 hinges on SHARED ownership and accountability.
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Unless a vision has a SHARED beginning and ending , it will be ignored and lofty set of well intentioned values and purposes that fail to materialize..
True.
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4 reasons police agency’s are pursuing clarity?
1. Whom do we serve?
2. What are our core strengths?
3. What is our core score?
4. What actions can we take today?
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Vision
When you create a vision for a police agency, a work unit, or yourself, there are at least 3 hurdles.
1. Vision: An image of our desired furture. A vision is a model of teh virtue you seek to create, as if it were happeing now.
2. Value and Ethics: What we are doing to get where we want to go.
3. Purposes: What the police department is here to do?
Represents practical thinking about Why were here (purpose) and Where we should be headed. What are we here to do together? Value and ethics what are we doing to get there.
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Strategic thinking consists of 3 interlocking steps.
Step 1: Recognizing insight. In others and yourself characteristics that insightful strength based leaders. Prefer tackling problems , spend more concentrating, like to read, mediation , entertain new ideas. They usually think of more ideas rapidly.
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Step 2 Asking the right questions.
Resistance to and avoidance of change . Dependent on rules and conformance. Fear and self doubt. Fixation on logic and hard data. Black and white viewpoints. Narrow minded dedication to practicality and efficiency... 5 ways to help free up your creativity and be innovative in your role as a leader. 1- Creativity Training. 2 one new idea a day. 3-Out of the box thinking. 4- make the obvious strange. 5 Push the artist , restrain the judge.
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Step 3 Structure. Logical structure consists of 3 Phases.
A diagnosis A guiding policy. And 3rd Coherent Action.
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Here’s how to spot bad strategy. Look for .....
1- a scrambled extensive list of things to do , often labeled long term is added so that nothing is urgent. 2- Blue sky .. To improve team communications . 3- An active avoidance of tough painful choices among competing values. 4- Template style leadership. Which is filing in the blanks, with lofty vision. 5- Lot of Positivity. Will overcome any adversity and or uncertainty.
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Real goals usually are not stated but actually provide more guidance. Stated goals are official statement of what an organization says and what it wants various public's to believe are its objectives.
A strength based leader is able to articulate the real goals of the department. This person understands the departments vision and is able to clearly communicate to his staff.
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Predicting trends is different from spotting them after they have surfaced.. , once you spot a trend on the move you are able to anticipate its consequences for you as a leader.
Anticipation occurs when we become conscious of the coincidences in our lives.
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Ten Trends: 1, career path civilians 2-Hi tech and low touch 3 Ethical dilemmas
4 Homeland security. 5 Community Oriented Policing -Generation2. 6, service evaluations. 7 Pension Envy. 8, Smile you are on candid camera. 9 Cybercrime. 10, put a cop in the dot. Compstat.
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The bottom up approach to conceiving a departmental vision depends on ____ ownership.
Shared
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In the US 3 types of employees ..
30% engaged, 54% not engaged, and 16% actively disengaged. After 10 years drops to 20%.
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Chapter 6 Communications! Everything you do as a police supervisor involves
STRENGTH 3 IS ENGAGEMENT!
Communicating. Trust depends on communication Communication is our MOST important and learn able human skill.
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Why do we communicate
To be a leader , To make decision.. To establish trust.
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What is communication.
Transfer of meaning between two or more people in order that , understanding will occur within police organization.
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Six dimensions of communications .
1.Perception. 2.Expectations 3.Demands 4.Information 5.Two-Way is good. 6.By example is much better and MOST convincing.
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Communication Channels and Directions. Supervisors communicate in 2 channels that flow in 3 different locations.
Formal Channels Informal Channels Directions are down , up and across /diagonal. Formal channels configured for downward and upward movement of info, is some across and diagonal . Formal message take a longtime to pass , restrict flow of ideas,cannot cover all info needs. Informal use all 4 directions equally.
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We know treat informal and personal communications as a supportive and frequently necessary process of effective functioning.
The more restricted the formal channels the greater the growth of informal ones.
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3 kinds of informal communication channels ???
Subformal channels carry those messages arising from the informal power structure that exist in every police organization. 2 Types of subformal communication: those that flow along formal channels but not as formal communications and those that flow along purely informal channels..
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The vast majority of communications in police organizations are \_\_\_\_
Subformal.. First the greater the degree of interdependence among activities within the department , the greater use of sub-formal channels. 2nd the more confusion about the performance measures of the department the greater the number and use of subformal channels. 3. when a police organization is operating under the pressure of time it uses subformal. 4, if the divisions of a police department are in strong competition they tend to avoid subformal and communicate only formally. 5, subformal communications channels are used more frequently if departmental members have stable relationships with one a other.
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Personal Task Directed.
Occurs when an employee deliberately reveals something of his or her own attitude toward the activities of the agency. 1st, task directed personal channels are nearly always used for informing rather than directing. 2. He or she verifies the info through personal channels, they verify through either channels . 3, this channel moves with incredible speed 4. Because personal task directed messages are transmitted by personnel acting as individuals that don’t bear the weight of the position emitting them.
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Personal non task directed
This channel may on occasion handle information far more valuable to the achievement of organizational goals than does any other channel, including the formal ones. Example sgt learning of his employee that is unhappy.
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Downward Communications. 5 types from supervisor to staff.
Job instructions. Specific task directives. Direct orders, training sessions , training materials, written directives. Job Rationale: info needed to produce the understanding of the task and its relation to other organizational tasks. Procedure and practices.informed about other duties about the being a cop and privileges. Feedback is necessary to ensure that the organization is operating correctly. Motivating the performer , evaluations. Organizational goals, lastly,has its purpose to implant values and goals in the PD.
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Size of the loop. Page 77.
Affects organizational morale and effectiveness.
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Upward communication there are 5 types from team members to a supervisor.
Info about his performance or grievances. Info about the performance and grievances of others. Feedback regarding organizational practices and polices. Feedback concerning what needs to be done and the means for doing it. Request for clarification about goals and the mission.
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Upward is tough.
The structure is tough. A lot of great info never reaches the top. Sgt less likely to listen. Info fed up the line is often used for control purposes. Scared to let supervisor know the real truth! Suggest. Assessment workshops , suggestion boxes, and command staff panels. Issues assessment workshops work well because all supervisors are involved not just one.
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Suggestion boxes great way to vent or complaint box. Or will be quickly ignored if legitimate issues are never addressed or even mentioned.
Open command staff panels ..conferences. Submit questions to command staff. Put them on the hot seat!
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4 reasons for assuring across and diagonal communications.
Teamwork: info necessary to ensure the sharing of best practices between units. Performance evaluations when supervisors are on the same page. Common problems: when root causes of a police problem will go undetected. Feedback on individual needs:. Most of us want to know what others think about our efforts. ProfessiOnal guidances. The sharing of information among police units increases the probability that the various teams are acting I. Concert with approved service values and quality standards.
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A tremendous hang up in horizontal communications occurs when people overvalue peer communication and neglect those below them. Sgt to sgts or LTs just to LTs.
A balance
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How we communicate 4 ways.
Orally Advantages are speed and feedback. Disadvantage is when it is passed through a number of people. Greater for distortion . 2nd..Written:memos letters, bulletin boards. Advantages are permanent, tangible, and verifiable. Both sender and receiver have a record of the communication. Can be stored, well thought out, logical and clear.. Disadvantages: Time Consuming and a lack of feedback.
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Six basic characteristics of a well written report. It is \_\_\_
1, Accurate. 2 clear 3 Complete: who what when where why and how. 4, Concise 5 Factual. 6 Objectives. Are not influenced by emotion personal prejudice or personal opinion.
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Non verbal communications.
Most well known areas are body language and verbal intonations. How we use the voice to emphasize words or phrases.
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Electronic communications.
The pc. High tech. Text messages. Can be bad since we aren’t talking face to face.
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Under Oral Communication. Spoke messages are of 3 varieties.
1 interpersonal communications. Most frequent most reliable . And can see non verbal cues. Meetings.group interactions. Exchanges take place quickly. StimulAted to new ideas. Difficulties of face to face. Get members to attend meeting . Routine and Ad Hoc meetings . AD HOC triggered by an event or problems. Telephone conversations. The first 30 seconds will determine the next hour for leaders.
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To be sure the written word can sometimes be effective in motivating people . But the spoken word is by far the MOST powerful form of communication between a Sgt and his team.
Speak to them in person!!
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3 main reasons why we communicate with one another.
To be a leader. To make decisions. To establish trust.
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Most supervisors are terrible listeners
Most prefer to talk than listen.
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Artful listening also means
When to stop listening and make a decision to tackle a problem , delegate it, or do nothing at all.
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To be an artful listener you must develop and use six listening approaches . First and foremost is
Empathic listening. The key to influencing another person is first to gain an understanding of that person. You must know your staff to influence them. Is important under 3 conditions. When the interaction has a strong emotional component. When we are not sure that we understand . When we are not sure the other person feels confident that we understand .
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3 techniques will assist you in listening with an empathetic ear!!
1:Listen with the eyes. 2. Develop a win win attitude , requires a nexus of courage and consideration. The MOST vital part of empathic listening. 3, Now be understood. Once we understand , we can then proceed to be understood.
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2 is Appreciative Listening.
Seeks to enjoy the transaction by looking for the positive reasons and emotions within and around it. Best used to get to know people. Conveys a sincere interest in what is being said.
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3 : Comprehensive Listening.
Hearing the overall message that which may not be spoken. Requires 2 way communication. The so called BIG PICTURE is clarified for both parties.
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4 Factual Listening.
All parties agree on all facts in the transactions. Double checks details , ensure no mistakes due to overlook mistakes.
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5 Evaluative Listening...
Occurs when it is time to decide on a course of action.
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6 Feedback:
Can come out in a positive or negative way but it is designed to improve receiver. Positive experience for both parties. Should be the Breakfast of Champions when the following 3 steps are taken. 1. Observation .. describe the event that occurred to the reason for the feedback. 2. Outcome: was it a job well done or you disappointed us. 3. A request:: ask how should things look into the future. Make every effort to steer clear of the transaction being experienced as a complaint.
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Communication Overload. The more info there is the more difficult it is for communication to succeed. Everybody has a saturation point. The volume of messages in a police agency is determined by 7 basic factors.
Total number of members in a work unit. 2. Nature of communications networks . 3: controlling when and whom messages are sent. 4. Degree of interdependence among the organization various activities. 5. The speed with which relevant changes occur in its environment 6. Search mechanisms and procedures used by the agency to investigate its environment. 7. Amount and type of communications. Cell phones for everybody.
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Sgts can combat info overloads in several ways.1-5.
1. They can slow down their handing of messages w/o changing the organization network structure. 2. Second, they can change the transmission rules so that their team screens out more info before sending it. 3. They can add more channels to the existing network to accommodate the same quality of messages in the same period. More expensive. 4. They can relate tasks within the department so that those units with the highest message traffic are grouped together within the overall communications system. Reduces the volume of messages sent. 5. They can press to improve the quality of the messages in order to reduce the time needed for receiving , composing and transmitting .
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Infotech abuse.
Use infotech as necessary but remember it is not leadership. The volume of messages received and sent by supervisors affects their performance. Too many is as harmful as not enough.
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The barriers to improve understanding within a police agency are constructed out of .
1 our failure to listen actively, 2 communication overload , 3. Infotech abuse, 4. Employee diversity.
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Chapter 7 Empowerment.
Is a relationship,, that is embedded in trust. Is a CURE ALL for job dissatisfaction, low morale, employee inefficiency, poor performance.
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Empowerment is enabling decision making in others . It is encouraging those who are affected by it to input their ideas and aspirations.
All or none. Misunderstanding. Pay Believing. Ducking Really Open up.
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The E Formula : D+P+C = Empowerment ———— T 4 ingredients powering Empowerment are
Participation . Delegation. Capitalizing And Trust. The first 3 are dependent on the foundational value of trust. Trust is a moral duty not a means to an end. Involves setting up a Trust Bank Account (TBA) with the other person. Each trust worthy Action on your part is a deposit and each untrustworthy action is a withdrawal.
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7 major deposits that build an TBA.
Understanding the person. Is the Most Important deposit you can make and is the KEY to every other deposit. 2. Little things means a lot. The Big things are the little things. 3. Clarifying Expectations. Is important to discuss and clarify. Get them on the table . 4. Demonstrating Loyalty. Expressing loyalty to those not present is a different matter. Those you interact with is easy. 5. Apologizing for TBA Withdrawals.Sincere apologies make deposits. Don’t admit your mistakes isn’t good. 6. Really caring. About employees know their names .. 7. Displaying Personal Integrity. Includes being honest.
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3 steps in apologizing
Describe what you did wrong. 2. Say you’re sorry. 3. Tell them you will never do it again
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The main difference between delegation And Empowerment is that without delegation an organization can’t function, while without Empowerment an organization can function - but not very well.
Yes, but when you delegate , you are always delegating one thing for certain —- Uncertainty
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Pitfalls for not really letting go.
You sap your time. Get buried in trivia, belittle your staff, staff becomes disengaged, staff either avoids your assurance or seeks it too frequently. Dissatisfaction with their jobs.
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Police supervision is shifting the fulcrum over to achieve 1:10 or 1:50 or 1:100.
Strength based leadership is effective delegation.
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4 parties benefit from Appropriate delegation.
1: there is the community. 2: the organization itself harvests the wealth of brainpower that exists within its ranks. 3. You benefit as a strengths based leader because you are building motivation for getting job done , increasing mutual trust between yourself and your officers. Enhancing the officers job skills and knowledge. Encouraging a feeling of ownership, and MoST Important Leveraging your power to provide quality police services. 4. Your staff benefits by becoming more engaged in their work, trusting , professional , competent, self confident, capable of producing top notch police work(Most Important.)
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Some issues you are apt to encounter when you delegate.
You must trust the person. All employees should receive regular feedback Know the values and needs of each employee . Establish high standards that demand of everyone’s uniformly.
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4 types of delegation .or ways
Stewardship. Only one that promotes! Concentrates on results instead of methods. 100% responsible for results. It involves commitment regarding expectations in five areas. 1: desired results , what needs to be accomplished . 2: Turf, identify the boundaries within which the person must function. 3: Resources: identify the various resources the staff mender can use to obtain the preferred outcomes. 4. Accountability: 5: Consequences.Positive rewards and negative reprimand.
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Gofer Delegation.
Don’t have to think at all. Routine assigned work.
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Delegation Dump.
Give one of your staff all your work or over all the team. Viewed as lazy and incompetent.
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Micromanagement .
Sgt believes that he has more technical expertise Than any subordinate..knows at all times What is going on in the department. Is able to solve any problem that comes up. Has a malcontent employee or misfit who needs special constraints. If cop is lazy, lacks commitment then you have to micromanage the person.
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Participation.
In others, you listen, you learn, and much more likely to make a accurate decision.
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Why participation pays off.
Generate a lot of ideas. Participation makes other believe that you really care about their welfare. Increased commitment causes increase productivity. Fosters a sense of homework.
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Reasons not to encourage your staff to get involved in the decision making process.
It takes time to participate to listen to right or nine people. You may experience a sense of frustration with ideas they refute yours. May be convinced of the correctness of their approach - the easy route - and thus opt for group consensus. Some may accuse you of manipulating or conning them. Explain your reason as a Sgt.
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Capitalization.
Best way to lead people in light of their vast array of differences is to identify exactly how each team member is unique. Then figure out how you can most effectively incorporate these differences into your action plan. Makes each employee more accountable. Bucks stronger team. Finally you expose creativity and dispose of group thinking ( The Herd Mentality).
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The starting point is your decision on how each employee unique talents and special abilities can be forged into peak performance. When not to Empower Page 102.
Those being empowered are not trained to do their jobs. You doubt their commitment . You do not agree with or understand the values and needs of an employee. 4. There is no conduit for open and candid feedback. 5. You simple don’t Trust the Person. If ONE or MORE of the above exist, forget Empowerment and remember you are accountable for the employees behavior.
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Being empowered drives job satisfaction, pushes positivity and helps you make the best choices.
Higher job satisfaction!
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Of the four factors comprising empowerment _____ is the most fundamental.
Trust.
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Strength 4 Well Being. Career Social. Financial. Physically Community.
Strength based leaders are part of and partners with well being and positivity.
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Chapter 8 Performance.
80% or more of your time will be spent on guiding the performance of others and of yourself .
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One key test of a police organization is its spirit of performance . It must be viral in 5 Baseline values.
Baseline 1: Nonnegotiable High Standards. establishment a habit of achievement..doesnt mean success every time. 2: Opportunities: to grow career wise. Rewards for good work. 3: Character : we turn to values , ethics, and vision. 4: Emotional Intelligence . Leaders set this. Success depends on how you do it. Understanding the powerful role of emotions separates the leaders from the supervisors. 5: Teamwork: leading by objectives , setting objectives, evaluating performance, designing and implementing a personnel evaluation system.
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Leading by Objectives. ABC process. (LBO)
A : sets a course of desired direction- The Objective . B: Engages the person to proceed in that direction - The Result. C: Promotes self control via feedback.
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The setting of objectives input by the employee, leader , and top bosses. LBO is empowerment at it s best.Process consist of 7 steps.
1: identify the issues. This is the Most Difficult part of the entire process. Sgt has Too many roles from the Chief and school, projects etc.. Step 2: Specific Statement. Sgt should concentrate on the statement of the objective. 3: Optional Strategies: Leader develops as many options as possible to tackle the issue. Includes values , time, money, personnel, tradition , skill, politics , customs.
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Step4 : Selection of an option.
Leader is ready to select the best option and implement it. Isn’t always the most feasible. Step5 Implementation. Know what individuals will be affected and how , and what option will be exercised. Leader will have a battle plan. Step6 Feedback. Means communicating the results of the objective setting process back to all those who participated in it. Done in order.
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Employee Performance Evaluations.
Must serve many purposes and is complex. So many factors influence performance. A great number of ethical and emotional charges issues arise when performance is evaluated .
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Job Related = Job Analysis. All the frustrations to which Police leaders point when performed is reviewed by 2 terms.
Reliability. And Validity. Job Analysis consists of researching the job and what the job calls for in employee behavior. Procedure for gathering the judgments of people, positions within and who are knowledgeable about the organization.
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Rater and Rating Errors.4 common types. Occur in the Rater or in the process itself.
Halo Errors. Sgt incorrectly treats 2 or more dimensions of performance as if they we’re identical or highly correlated. Ex. Report writing superior and sgt accidentally assigns the same high mark to Personal Appearance. 2: strictness Errors. Rates ALL employees as very poor performers. Low end of the scale. 3:Leniency Errors: opposite of strictness. Mistakenly gives All Employees high Marks. High End Of the Scale. 4: Central Tendency Errors. Similar to leniency and Strictness Errors.. Except the ratings cluster artificially at the middle of the scale.
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Designing and Implementing A Personnel Evaluation System. 13 steps are a better way to assess police personnel.
1: Job analysis: what is to be evaluated. In depth job analysis. 2: Multiple Raters: Enhanced Objectivity. Improved clarity. 3: The Raters: citizens , to sgts, to subordinates, person being evaluated. 4: Trained Raters. There is NO training. 5: Rating the Raters: Rating the sgts. 6: A Rating Manual. Is a Must. 7: Significant (critical ) incidents a database. Document. The Significant Incident Technique (SIT)involves recording the officer highly important behavior. 2 or 3 per week 8: Feedback: Is the breakfast of Champions . Positive and negative . let’s discuss this officer 9: Leading by Objective. 2 way Channel. 10. Making mission statements happen. Increase the likelihood that it will be practiced and not just preached. 11. Avoiding mistakes. Why evaluations fail? No face to face discussion. No preparation by either party. Little identification of actual performance problems. Sgts concerned only with bad performance. Little communication about performance during the year. No follow up effort afterward. Only once a year not ongoing process. 12. Employee preparation ? Biggest accomplishment , where did you not perform, as your sgt how can I help. 13: self appraisal as a rater. How to be a better leader. Did I set up two way communication . Did employee understand bad areas. Employee receptive to my suggestions. Did I concentrate on behaviors and avoid personality factors. Interview open new lines of communication. What must I do to follow up next year. What will I do to motivate the employee to improve performance.
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Problem Employees . Make up just 5% of a PD. Drain a leaders time.
Opt to discover that 80% of your time is directed toward 20% of your staff 80:20 rule.
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Categorized wayward employees as Malcontented.Deserve to be Micromanaged.
Is the most common type of all problem employees and the most difficult to correct Page 123. They can poison a team morale. How to help them ..Tell them you are trying to help with good intentions. I’m interested in what’s bothering you. You must give the malcontents very opportunity to help themselves.
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Ten things to do!! 1. Listen patiently to what the employee has to say before making any comment. 2. Refrain from criticizing or offering hasty advise . 3. Never argue with employee while in process of counseling. 4. See if they are trying to tell you something deeper. Prove beyond words. 5: recognize what you are counseling for. Don’t look for immediate results . Don’t mix with discipline. 6. Multiple sessions may be necessary.
7: After 2 counseling doesn’t work consult your supervisors. 8: Look at your task as a fact finding one. , just as in handling grievances. 9. Know your own limits in this situation. You aren’t a Doctor. 10.If all else fails , you can still use discipline or seek psychological assistance.
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Problem Employee 2: ProfessiOnal Misconduct. Range from physical to verbal abuse of a citizen. Violating the law and GO’s. Sexual harassment is one example of professional misconduct and moral misconduct. Most complex. 30% or more are female in the PD. 1 in 5 by 2015.
Compliance U.S. Supreme Court Meritor savings bank vs Vinson. 1986.
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Problem Employee 3: Criminal Misconduct.
Personal gain, protect criminals. Issue 2 Citizen Complaints. Phase 1 : Receipt of a Complaint. Phase 2 : Investigation. Sgt should receive training in investigating internal discipline. Phase 3: Adjudication. Oral , written, etc.. Process.. Most complaints can be resolved by Listening. Actively listening . . Express concerns along with an apology and address the situation.
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Chapter 9 Time.
Time management is in reality self management . Self Control, not time management is a vital signature strength. The greatest of all birth gifts is Choice. Time : the measured or measurable period during which an action , process, or condition exist or continues.
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Time and productivity are linked. Pay attention to both factors.
But time management is the basis of highly productive police leaders. All police leaders equate time out to Leisure Time. Desperate need for time out. Will greatly enhance creativity , happiness, and vitality in all aspects of our personal and professional lives. Personal choice . Leisure comes from “to be permitted “.
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Slow decisions are usually better than fast ones. Shared or participative decision making procedures significantly better results.
Fast decisions impede empowerment. Depends on situation.
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4 Generations of time building . Each builds in the other. 1st Generation is characterized by notes and checklist. Recognizes demands made on our time.
2nd generation is calendars and appointments books. 3rd generation reflects the most prevalent form of time management. 4th generation recognizes that time management is misconstrued seeks preserving and enhancing relationships and results through teamwork.
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Time Management Matrix. Category 1-4.
1 is both fast and critical in Critical Activities. Habitual crisis people. Push, push faster faster. Task driven and aggressive. Experience stress and burnout. Putting out fires. Ex.of category 2 Teambuilding, prevention Conflicts.building relationships. .. 1 is shots fired , pressing problems, deadline projects. 3, is non critical activities. Open door, interruptions. , some calls ,emails, some reports is a (in basket)meetings, pressing matters, popular activities code 7. 4: Trivia, busy work, Email, phone calls, time wasted, Welles’s activities exercise. Those who most of our spend time in 3 and 4 lead basically irresponsible lives. Others spend time in 3 believing they are in category 1. Cat 2 is managing ourselfs.
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Just say NO. Page 139? Time wasters. Becoming a Category 2 Sgt is
To manage their life effectively from a center of sound principles , knowledge of their overall career and personal mission with a focus on the critical as well as the past.Cat 2 organizing requests you to complete five steps. 1. Produce your own mission statement. 2. Identify your roles. 3. Select your goals. 4.use weekly scheduling. Take action and be flexible.
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Step 2 Your Roles. Step 3 Your goals. Step 4 Your Schedule.
Step5 Action and Flexibility.
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Chapter 10 Happiness. Is good for you and everybody around you.
PERMA Positive emotions. Engagement. Positive relationships. Meaning . And positive Achievement. When working on each of these your happiness factor will spike.
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Accomplishment is the A in PERMA
Ones accomplishment is a formula of skill x effort. Effort is time spent on a task and practice it. Strength based leaders are Made not Born.
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Psychological fit . The Biology of Optimism. Contributing. The giver is emotionally rewarded 3 times more than the receiver of the gift, benefit, or positive stroke. Smiling. Well being.
Involves PERMA.
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Wellbeing
Leadership is driven by WB the higher your WB the better your performance as a leader.
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WEll Being. Five universal domains that differentiate a thriving life from one spent drifting or suffering. Career
Career!! According to the 2008 Economic journal people with higher career WB are more than 2 times as likely to thrive in life overall. 66% can’t wait for the bell to ring. If manager ignores u ,40% you are filed with hostility. If Manager is paying attention, even if focused on weaknesses , the chances of you being activity disengaged go down to 22%. But if manager is focused on your strengths , the chance of you being disengaged is 1%.
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2. Social. Lots of stats???
We need 6 hours of social time.increases our WB well being. Increase recognition, gratitude, and appreciation of others. Annual team building. Mix social time with physical activities.
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3. Financial. A ton of stats!
We spend the most when we feel the worst.
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Physical .
Having less than 5 hours of sleep per night seven days a week is Ike having a .10%
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5. Community WB. Findings.
Donating money results in greater return in WB. MRI shows regions of the Brain glow even brighter when we give money. Healthy people who have good WB are less risk for death from all causes.
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Happiness = PARMA.
P= Positive Emotions. E= Engagement.if you love your work you never have to work another day of your life. Frequently referred as flow. Occurs when your key strengths are deployed to meet the highest challenges that come your way. Engaged in your job.
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PARMA R= Relationship..
Social relationship are the best predictors of happiness , high performance , and teamwork. Is also a prime reason for achievement in police work. The more team members invest in their social networking , the better the results of their work. The vertical couple. Boss :employee relationship. Single most vital social bond you can cultivate at work. In fact the more a sgt ignores the power of social investment, the more he undermines both his department performance as his or hers own performance as a potential strength based leader. Being There is Time Commitment, team meals, team meetings time for fun.
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PARMA M= Meaning. Make police work meaningful. As humans we require a sense of meaning in order to thrive.
The more we can say Yes to our meaning as a leader , the more we can say yes to our WB as a leader.
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PARMA= A= Accomplishment.
For WB two things must be involved 1. That it be positive accomplishment and 2 that it can be measured . Willpower, plus self control, plus persistence, make the big difference in getting what you want. In a word this is GRIT.
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Studies found that leaders are usually well above average in
Well being , optimism, resiliency Happiness..
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What is not part of PARMA?
Positive emotions, empowerment, positive relationships , engagement. Answer is Empowerment. 5 Elements to foster in our well being..meaning, positive achievement , positive emotions, engagement, positive relationship.s
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Life’s 5 domains.
Career. Social. Financial. Physical. Community.
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Strength 5 is Self Control page 165. Chapter 11 Stress.
Makes up strength base leaders are admired for their self control.
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Strength based leaders are responsible for preventing stress from attacking your vitality and vitality of your staff.
Stress is a normal human response. Is a central part of human condition Stress is a demand on us to change. How we handle stress determines whether it is harmful (distress) or helpful (vitality.)
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The response to stress involves a three fold consisting of
1: the direct effect of the stressor in the body. 2: Internal Responses that stimulate tissue defense or help to destroy damaging substances. 3: internal responses that cause tissue surrender by inhibiting unnecessary or excessive defense.
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Most medical textbooks attribute anywhere from
50% to 80% of all disease to stress related origins.
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Studies indicate that under conditions of moderate stress , people are sufficiently engaged to motivate them to higher levels of performance.
Stress, in a reasonable amounts acts as a stimulus for individual vitality.
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Stressors comes From 3 sources. Personal Environmental Organizational or social.
Personal inner stresses.Belong to 2 categories our emotions and our pier base. Emotions: negative Depression Fear Guilt Failure Anger Power can suggest oppression or some type of negative action. It can be a positive force for good.
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Environmental.
Labeled as technological , economic, or political!
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Organizational and social
Stressors are too much, too little, uncertain conditions and problem personalities. 2 types of input overload or hyper stress.Quantitive input result of Simple demands. Can cause health problems.Too many memos, phone calls etc.. Qualitative input overload is a result of complexity and limited time. Less time to do tasks.or too complex.
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Low level of mental and physical activity can cause.
Hypostress.is cause led by quantitive and qualitative input overloads. Period of nothingness is expericence one may be confronted with hypostress. Can be either good or bad as well. Uncertain Conditions: sgt makes decisions under above average conditions of uncertainty. Experiences nonroutine , high risk, or nonprogrammable decision making. Problem personalities. Typically one or 2 in a group.
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4 major dimensions to stress or change.
Hyper stress.. too much. Hypostress too little Eustress. Favorable or positive changes. Distress Unfavorable or negative changes. Coping mechanisms are divided into 2 basic categories Subconscious and the conscious. Subconscious developed through are formative years, when we learn to rely on one or more of them. The conscious coping techniques are those that we can intentionally learn and practice to more successfully deal with stress.
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Resilience : 5 strategies for dealing with Poststress Events.used after a stressful event.
Strategy 1 : Supportive Relationship. Helpful people , give and take , positive strokes, stay away from folks.
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Strategy 2 Mental discipline. Keep it simple. Reduce task and complexity will help reduce stress. Handle problems one on one. Mind focusing. Exercises, meditative , w20 minutes a day. Meditate Comfort zone.allows us to feel our feelings!! .
Avoid 90-10 Trap. 90 Stands for 90% that happens during our day is good. Dwell in the bad of life. Most tend to focus on the bad which is around 10%.
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Strategy 3: Helping Others.
People need compassion more than advise even good and correct advise. Hard to say something after a distressful event. Be there : Seeking out the unfortunate person is the First and Most Important step you can take in your responsibility to help a coworker through a bad situation. You mere presence will be comforting and encouraging to the person grieving. Listen Carefully. Empathetic listening is best. Sorry how can I help , sorry what happened to u. Brewing reasonably angry is okay. Who’s to blame for all this mess. Jealously why not you. Chronic depression. If above remedies don’t work or lessen the burden then see a doctor.
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Strategy 4: the three Rs. Reading for fun and enjoyment. Relaxation as a voluntary control of stress. Recreation as a release and as a revitalizer.
Strategy 5: Altruistic Egoism. Eliciting the support and goodwill of others is a key ingredient in the practice of this. Is looking out for yourself but in a altogether different time frame of reference than you might initially suspect. Earning Benevolence.dont be alone, learn to trust others.
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Stress is a demand on us to
Change.
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CSF is Comprehensive Soldier Fitness. Divided into 3 parts.
Building mental toughness, building strengths, building strong relationships.
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Strength 6 is Teamwork. Chapter 12 Willpower.
Except for integrity , there is no better predictor of a leaders success than Self Control. Self control is a fundamental strength and is key to well being life. Leaders scoring HIGH in self control were rated more favorable by their staff , Peers.
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We use willpower to exercise self control of our Thoughts Emotions Impulses Performance. Focus on one project at a time.
First keep your glucose up especially when you are physically or mentally stressed. 2 sugar spikes are dangerous because it follow a crash. 3rd. To maintain a steady self control you are better off eating food with low glycemic index , veggies, nuts, cheese , fish. 4. When you are sick save your glucose 5. Sleeps deprivation impairs the processing of glucose, which produces negative consequences for self control.
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Decision Fatigue. Police managers who have poor glucose intakes , function with little sleep are unable to connect their activities with shard goals , have no action plan and fight decision fatigue with raw willpower. It takes a lot of willpower to make decisions.
Referred to as a “Cognitive Miser”, low willpower can cause a decision fatigue. Which means avoiding compromises.
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Habit : Step One- Set a goal. Another term for self control is self regulation. Having too many goals or conflicting goals .you worry a lot or ruminate , 2. You get less done , and 3, you generate negative emotions which breed depression.
Habit step 2 monitoring behavior. Second step in self control is monitoring our behavior by developing strategies , tactics, and technology to make us more aware. Self awareness, a process we compare ourselves to standards - self regulating standards. Without self awareness there is no self regulation . Complex blend of our DNA (50%), our circumstances (10%) and our choices (40%).
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Why versus How, why questions pushes the mind up to higher levels of thinking and a focus on the future. Tend to be broad and abstract , which adds muscle to willpower. How questions center on low levels of thinking with a focus on the present , they are narrow and concrete which weakens willpower.
Social support: being alone in the world is stressful. loners tend to have more of just about every kind of mental and physical illness than people with rich social networks. Purpose of a group is better .. studying together etc.
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Habit : Step 3 - Framework. 1: habits never really disappear . They’re encoded into the structure of our brain and that’s a high advantage for us. 2: our brain can’t tell the difference between the bad habits and the good ones. Bad habits don’t disappear. 3: unless you find new routines, the old pattern will unfold automatically.
Chunking: is a habit automatic routine , converting a sequence of actions into an automatic routine.
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The brains habit evolution is a 3 phase loop.
1. Cue- a trigger that tells the brain to display a specific habit. 2: Routine . Physical mental emotional. 3: Reward. Feedback did it work or not , is it worth remembering the future. Police leaders want to hire and retain people with good habits.
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Sgt can change his habit and his teams habit. There is framework which consists of 3 steps.
1: identify the routine. What is the routine that causes you to be late? 2: experiment with rewards, they are powerful they satisfy our cravings. To try and change , write down your thoughts or 3 words. Look for patterns. 3: isolate the cue. Almost all habitual cues fit into five categories . Location, time, Emotional state , other people. Immediately preceding action. If you are trying to find the cue for being late , and you feel the urge to procrastinate write down 5 things. Where are you , what time is it, what’s your emotional state. , who else is around , what action preceded the urge.
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Habit : Step 4- self control. Have a plan. Such plans are known for implementations intentions. Shift the behavior , the cue triggering it, and the routine itself. You can change to a better routine by planning for the cue and choosing a behavior that delivers the reward you are craving . Use willpower to change.
Will power 101. Lessons learned. If you lose your self control , you have lost your leadership as well.
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8 sections summarize what the scientific community has discovered and Leaders have proven about willpower and self control. Know your limits.watch your signs. Watch your signs. Things that bother u easily or. Flash of anger signs. Pick Your Fights not engaging , scam beyond the challenge and visualize your values. Is it really vital?
Effective life planning should budget your willpower. Don’t sweat the small stuff because bigger battles will await you. Make a to do list. The planning Non solution. Remember the basics. Rest on it and get some sleep. Order or neatness is a third and often neglected basic to boosting your willpower. The nothing Alternative .Great tool for procrastination ..set a rule , when to Check emails. Text messages or smart phones , have a timeline. Commitment to get the routine going, but once in place as a habit you’re destined to save a tons of energy over the long run.
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Record and Reward. Reward yourself take a vacation day after meeting your goals. The future of self control! We have Free Will, willpower. Self control, and habits. The more free will we have , the better off we and others are. Self control depends on 2 variables willpower and positive habits.
Willpower is the virtue that can make each of us a strength based leader.Inner discipline leads to outer kindness.
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Self awareness is a process whereby we compare ourselves to
Self regulating standards.
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Chapter 13 Team Leadership.
Team leadership Surfaces greater empowerment , engagement , and paths to success.
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Team work at the top. Why team leadership is on the rise.
1st.problems our police organizations face today are tougher than ever. Terrorism , gangs. Cybercrime budgets. 2. Supervisors now empowerment their staff to make decisions about the supervisors work. Lead by example. Bosses sharing a vision and a strategy.
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The Supervisor will tell you they want to be a leader . Many revert to their underlying beliefs about controls and direction. Agree leadership can be taught and learned.
Police supervisors want their officers to rely on them. Police supervisors begin to own their power and their successes. Reinforce that work accomplishment comes from great individual acts rather than teamwork. Usually theirs.. Are expected to choose service over self interest but seems the choice is rarely made. Attempt to recreate themselves in their people. Same styles etc..
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All police supervisors have authority, the right to command. Authority originates in your position.
True
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All 3: position, plus rewards, plus sanctions, provide you with authority.
When you exercise your authority you are attempting to influence the attitudes and behavior of others.
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Position
your position to command or influence the acts of others.
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Rewards
Your authority to reward is based on the right to control and administer rewards to others for compliance with the agency's request or directives. Money, promotion or praise.
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Sanctions
Your authority to sanction is based on the right to control and administer punishment to others for noncompliance with the agencys request or directives. Reprimands or termination. Police agency as a voluntary organization. Well it is. Authority flows from the bottom up, you can quite being a cop anytime. Hmmm.
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Power
The agency gives them the right or the authority to command.With this right or authority comes influence. Power is person based as opposed to position based.
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Expertise.
A new sgt may have questions regarding the function of a piece of equipment , rather than asking LT he will ask another sgt.
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Example or Referent
Referent Power is based on a leadership as developed by ethics, vision, emotional intelligence, and teamwork. May also be based on a persons connection with another powerful individual.
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Power is the capacity to command, all police supervisors have it, not all police supervisors use it.
Hence, only some police supervisors are leaders.
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Formal and informal team leaders.
Not all police leaders have sgt's strips or LT or captain bars. they are informal leaders. These people surface in all organization to fill a one time or ongoing need. Spanish speaking officer. The reasons for a informal leader's emergence determine if it is helpful or harmful to the work team. They can be extremely useful to a supervisor if they act in concert with and support of the groups goals.
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Leadership is a relationship between two or more people in which one attempts to influence the other toward the attainment of goals.
The key to the concept of leadership is to look at it as an influence process.
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Managing Your Boss
At a minimum, you need to appreciate your boss's goals and pressures, strengths and weaknesses and values Work style differences include the boss's. 1 preferred way of receiving information. 2 Preferred method of making decisions. 3 degree/type of expectation. 4 amount of information required and 5 willingness to delegate.
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Team members.
Member isn't synonymous with "subordinate" a team member of follower share a common purpose with the leader, believes in what the agency is trying to accomplish and wants both the leader and department to succeed.
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Team Loyalty.
Both team leaders and team members enter into a contract to pursue the common purpose within the context of their values. The loyalty of each is to achieve the purpose and to helping each other stay true to that purpose.
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Courageous Membership. If you want to be a courageous team member and if you want your team members to be the likewise, then you must do the following 5 things.
Assume Responsibility. Courageous team members assume responsibility for themselves and their PD. Always use We and not I or they. Work hard. Courageous team members say I'm going to work and not I have to work. They endorse their leaders and the tough decisions a leader must make if the PD is to fulfill its mission. Challenge. Courageous team members challenge bad ideas, poor conduct, and willing to stand up and stand out. They value their relationship with the team leader. Champion Change. Courageous team members recognize the need for change. They champion it and stay with the team leader and work team while they mutually struggle with the difficulties of real change. Separate. Know when it necessary to transfer to another team or flat out quite the department.
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To accomplish these 5 tasks, the first and most difficult to overcome is the existing command climate.
Some agencies have zero defect mentality. Climate comes from the top down and has chilling effects on team dynamics. Promotes group think, squelches original thought, to avoid personality accountability. change is tough when we are comfortable with what we know and getting beyond our comfort zone. We always strive for comfort.
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To become and remain a team leader, you have day to day think and live the following eight team building activities.
Accentuate the positive. Being negative can bring people down. Being positive helps. Know whats going on. Know what is going on in the team and individuals. Have a open door policy and how you react when someone walks through the door is more important. Being accessible means your people can talk to you. Get Attention Through Vision. Convinces others to get on board, leaders vision is magnetic. Winning coaches talk about clarity and what they want from their players, and so can police supervisors. First convey your vision to others, 2nd they must understand it. 3rd. the people must be convinced that the vision is of paramount importance. 4th. you have to pay close attention to the vision and use it as a transaction between yourself and your followers. If you understand your values, the values of your department, and the values of your profession then visioning is possible for you. Create Meaning through Communication. The know why occurs before the know how. To depend on the facts without thinking, may seem all right but in the long run could be dangerous because it lacks direction. Build Trust Through Integrity" Effective leaders must establish their integrity first and their vision and ideas second. Trust encompasses accountability, predictability, reliability, and integrity. to achieve there must be a mental or physical act. Something must happen that you trust me and vise versa. Involves at trust bank account TBA. You are on time all the time and TBA prospers. Takes a lot of deposits to build a strong TBA. Lying takes away from TBA. Only relentless dedication to integrity on the part of a police leader will engage in trust. The greater the integrity of the leader, the more one is able to trust her. If i know what you stand for, and believe in it, i will trust and follow you.
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Deploy Through Positive Self Regard. The higher you advance in a PD, the more interpersonal and relational the working environment is. Positive Self regard is a triangle...1 is Competence.
Competence is positive self regard in who you are and what you are really capable of. Recognizing your strengths and compensating for your weaknesses. Next step involves the constant nurturing of skills.Final step is evaluating the fit between your signature strengths and what the job requires. SIDE 2. Other Regard- those who have high regard for themselves typically have the same for others. Having positive self regard is contagious. Positive self and other regard encourage the development of five human abilities. The ability to accept individuals as they are, not as you would like them to be. This ability is fundamental to leading a culturally diverse workforce. The capacity to approach people and problems in relation to the present, rather that the past. The ability to deal with those who are close to you with the same active listening ear and courtesy that you give citizens. The ability to trust in another persons dedication and capabilities The ability to function w/o constant approval or even support from others. SIDE 3 Wallenda Factor: Team leaders don't think about failure, they reject the concept. Failure to them is like learning to ski. Learn from their mistakes. Karl Wallenda was one of the premier high wire aerialist.
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The 3 sides of positive self-regard!
Your positive self regard is a direct tentative of Your Competence: you have what it takes and you know it. Your capacity: for instilling competence in others by having high other-regard for them. Your conviction: of a successful outcome. For team leadership to occur, there has to be a fusion of competence, capacity, and conviction.
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As a team leader you have to master organizational change-design, structure, and implementation. Team leaders are superb at anticipation.
There needs to be a clear connection between team leadership and the achievement of measurable results crime reduction for the PD.
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3 Big Mistakes a Team Leader Can Make.
1"Accountability 2. Credit 3. Group think. NOT ME::The WORST mistake a leader can make is ducking accountability or trying to blame others the leaders, TBA is zero. IT'S ME: second common trap is taking all or too much credit for a job well done. A team leader rarely takes credit. Pass on the credit for those who really did the work. Most good team leaders have strong character and positive self regard but they shouldn't let their egos get in their way. GROUP THINK: Clear case of team work being carried to an unintended extreme and a causing a bad decisions. Is a shared reality that we are guilty of creating. Group think usually occurs when A team: is highly insulated with limited access to outside feedback. A team: is in a stressful decision-making context. A team: is exposed to intense external pressure.
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8 Symptoms of Group think
1. Illusion of invulnerability: Feeling of power and authority is important in any decision making team. If the team members believe that ANY decision they reach will therefore be successful, they have fallen prey to illusion of invulnerability. 2. Belief in a scared mandate.The protection of the teams image becomes more important that the accuracy of the judgement. They may defend a decision by pointing a to a moralistic code or philosophy for good of all. 3. Rationalization: In reaching a decision, it is normal and natural to downplay the drawbacks of a chosen course. Problem exist when legitimate objections exist within the work team, but they are not voiced due to perceived negative reactions to those raising objections to the team position. 4. Rejection of external groups: Police teams can fall prey to stereotyping other groups as troublemakers-as enemies. Don't trust outsiders is the attitude in this case. 5. Self- Censorship- Most common form of censorship is that which we force on ourselves under the guise of group loyalty, team spirit or adherence to policy. 6: Direct Pressure:Team members are conditioned to keep opposing views to themselves. Urged not to believe in different views. 7. Mind Guards: in group think a phenomenon may surface to protect us from disturbing thoughts and ideas--a mind guard.The team has already made up its mind. 8. Illusion of unity: It is simply the sense of relief that an indecision has become a decision Drawbacks are downplayed.
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AVOIDING GROUP THINK PAGE 210. 5 THINGS.Fortunately, it is possible to spot the creeping causes of group think and thereby reduce a teams chances of being victimized by it. The police leader should
1. Maintain an open climate. Use open leadership style--free discussion, nonjudgmental attitudes, acceptance of divergent thinking. 2.Avoid group isolation: At times, it is valuable to bring in outsiders to assess the teams assumptions. In this way, the work team isn't isolated with limited data and constrained choices. This is especially helpful with problem -oriented policing. 3. Assign critical evaluator : Each team member should be expected to question current practices and uncontested team assumptions. The team members are forced to reanalyze their facts and assumptions in area they are not familiar with. 4. Avoid being too directive. The MOST important single step a supervisor can take is to avoid being too directive in decision making. Have a team try and run a meeting in their absence. This can serve to break routine, thereby automatically changing the rules and jump start creative juices flowing. 5. Remember the silence may mean disagreement, not consent.Rather consider silence as possible signaling disagreement with proposed team action. An open climate can avoid this dangerous trap. Group think masquerades itself as teamwork. It is seductive, contagious, and will destroy team leadership.
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In the long run, the most difficult part of building a diverse team of police officers ..
Is integrating people whose interests, values, intellect, and moral principles cover a wide spectrum and are not simply cookie-cutter reflections of the sgt.
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Chapter 14 COPS AND POP Page 212.
Community oriented policing services and Problem Oriented Policing.
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COPS is a strategy for forging a partnership between a PD and its community, COPS gives a destination
POP is a set of tactics for making it work.POP provides a path to get there.
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CRIME CONTROL: RELIES ON 5 TOPICS.
1. patrol 2. rapid response to calls for service. 3. technology. 4. follow up investigations of crimes. 5. Performance measurements.
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Improved crime control can be achieved by.
1.Diagnosing and focusing on problems in the specific community that produces specific crimes. 2. Building self defense capabilities within the community itself and 3.implementing real time, anticipatory COMPSTAT technology.
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COPS is not merely a matter of budget dollars, it is a matter of
Philosophy, leadership style, and structure. Requires a greater degree of decentralization. It depends more on the initiative of the officers, since they have to reach out for a closer relationship with the community. We can't fight crime alone need help from the community. Partner with the community. COPS require 3 to 5 years before significant results can be measured.
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WHO BENEFITS FROM COPS? THE COMMUNITY.
A commitment to crime prevention, cops strive to prevent crime and disorder. Public scrutiny of police operations.. citizens are more connected to the police, how we work. Accountability to the public..Officers are more accountable to the public. Customized police service. more cops in a area problems. Community Organization: The degree to which the community is involved in police efforts to evaluate neighborhood problems. Shared Responsibility. citizens develop a sense of shared responsibility. Greater job satisfaction. Because officers are able to resolve issues within a reasonable amount of time, they see the results of their work more quickly. Better Internal Relationship. Communication problems among units and shifts have been a chronic problem. Because COPS focuses on system wide problem solving and accountability the "silo" affected is reduced. Support for organizational changes: COPS require a vast restructuring of the department to ensure the integration of various functions, such as patrol and investigations.
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PROBLEM ORIENTED POLICING.
POPS is COPS in action. PD is practicing POP when it Identifies community problems.Analyzes community interest and special interest in each problem. Assesses current responses. Conducts a search for tailor made solutions., effectiveness of solutions, and implementing them.
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MOST POLICE AGENCIES ARE INCIDENT DRIVEN AND HAVE FOUR CHARACTERISTICS.
1. PD is reactive. 2. incident driven police work relies on limited information, victim, witness, and suspects. 3.The primary means of handling incidents is to invoke the criminal justice process. The Threat of enforcing the law. 4.Incident driven PD rely on stats to measure performance.
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8 solid reasons for using POP.
LACK OF SUCCESS. The professional crime-fighting strategy, although not a disaster has not proved itself effective in crime control. EFFICIENCY HAS BEEN INEFFICIENT. POP addresses the WHY. Are we doing the right thing? SCARCE RESOURCES. POP means priorities, spend more on drug fighting etc. REACTION. Pro activity. but little is being done. COMMUNITY PARTNERSHIP. Working a relationship between the police and public. BRAIN POWER. POP depends on the thinking of everyone in the department. ideas can come from the bottom instead of the top. CULTURE. Requires the old ways of doing things be carefully transplanted with a new organizational structure and management ethic. EXPANDED MISSION. POP envisions an altered and much clearer police mission, everybody reading off the same page.
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5 SIGNPOSTS that serve as a beacon for a successful POP programs
1. It must involve all department members and civilians, 2. Understand the causes and consequences of problems. Guarantee the use of a wide variety of data sources. 3.It must encourage police employees to cooperate with members of other public and private agencies to design action plans. 4. It must be an integral part of police operations, with out creating special units or requiring additional resources. 5. It must be capable of being transferred to other law enforcement agencies.
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Late 1980's the police executive research forum designed and tested a problem solving process called SARA.
SCANNING: Identifying the problem. ANALYSIS: learning the problems causes, scope, and effects. RESPONSE: Acting to alleviate the problem. ASSESSMENT: Determining whether the response worked.
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POP-ACTION 11 INTERRELATED STEPS COMPRISE OF PROBLEM ORIENTED POLICING. EACH STEP FALLS INTO ONE OF THREE PHASES.
PHASE A Problem Identification. The identification and definition of police problems resides in steps 1,2,3. This is two thirds of the effort in getting results. Step 1: Grouping incidents as problems. The real cause of problems. The first component of pop is move beyond just incident handling. Requires that incidents be looked on as symptoms of an underlying problem. Step 2; Focus on Substantive Problems. Recurring problems are substantive problems and this is police work. Police are prone to identify problems, not enough staff, poor training, low pay, etc. As a leader you are responsible for making the difference. The internal management is tough to break. It takes time and practice. Step 3: Effectiveness First. Is defining for a specific agency in a particular community, what ought to be tackled and in what order of priority.
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PHASE B: PROBLEM ANALYSIS. THIS INCLUDES STEPS 4-7. THE ANALYSIS OF PROBLEMS INCLUDES TYPES OF INFORMATION, SOURCES OF INFO, AND SCIENTIFIC RULES. Sources can include research reports, current journals, 2 police profiles, knowledge of line employees, victims, community, perpetrators, and other agencies,
STEP 4: Setting up a system: Once the seemingly random incidents have been categorized into groups, a system for the collection of pertinent facts and their analysis must be designed. 1: telephone questionnaire, individual surveys of those who might know something about the problem 2. Literature searches of government and private sector. STEP 5:REDEFINING PROBLEMS. How we perceive and label a problem ultimately determines how we go after it. Traffic problem or problems with burglaries. STEP 6: WHO'S INTERESTED OR SHOULD BE? Police must figure out why the community is concerned, social costs, who is being harmed etc. From this set of multiple interest will emerge a plan of attack. STEP 7. WHAT'S WORKING NOW?if it ain't broke, don't fix it.
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PHASE C: APPROACHES. INCLUDES STEPS 8-11. AFTER WE HAVE FOUND THE PROBLEM WHAT ARE THE OPTIONS FOR ATTACKING IT. TO GAIN SOME FOCUS HERE, WE HAVE PLACED THEM INTO 9 GROUPS.
Frequent offenders. These are few who create many incidents. They should be targeted. Inter -agency cooperation. The problem can be handled to another agency or jointly handled. Conflict management. This means getting to yes via mediation and negotiation. Process of making public public information. High potent problem solving tool.Here are some of the uses: 1. To reduce fear, 2.to help people solve their own problems, 3, to educate people about their rights as citizens. 4.to warn possible victims, 5. to develop cooperation and support. 6. to indicate what the police can and cannot do. 7; Galvanizing of citizens. POP depends on it. 8. Existing controls authority figures deploy their influence. 9. Defensible space: this denotes attempts to fortify our physical environment in some fashion, thus making crime behavior more difficult. alarm systems, lighting, and locking systems to name a few. 10:Increased or expanded regulations. this option requires a lot imagination and risk taking. Some PD have use city building codes and land use regulations to combat drugs and prostitution. 11. Legal Intervention. Requires experimentation and a willingness to take a chance. Using decoys and sting operations.
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STEP 8 CUSTOMIZED OR CANNED. MOST FOUND THAT CANNED APPROACHES WHEN INCORPORTATED INTO AN AGENCY, HAD TO BE RETROFITTED, REDESIGNED ADN RESTUDIED.
STEP 9; TAKE THE OFFENSIVE: TAKING THE OFFENSIVE IS ACCOMPLISHED IN THREE WAYS. FIRST THE INITIAL IDENTIFICATIONS OF PROBLEMS MUST BE CONSTANT AND COMPLETE. SECOND THE POLICE MUST BE ACTIVE IN EDUCATING MEMBERS OF THE PUBLIC AND PLACING CHOICES BEFORE THEM. 3RD. THE POLICE SHOULD BE ADVOCATES FOR THE COMMUNITY. STEP 10; DECISION VISIBILITY: More and more we are seeing the officer educating the public on why certain things are or are not done. Decision are explained. Police on have so much authority STEP 11: EVALUATION And FEEDBACK. without this step POP is likely to fail.!!
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IF POP is approached as a method for improving the police, it will fail.
If however it is looked on a way to solve community problems, it has a chance of working. Crime rates and response times have improved thanks to POP.
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Team Policing was a program of the
1970's
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The first phase of actions centers on
Problem identification
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CHAPTER 15 RESULTS
What gets measured gets managed. The mere act of measuring results is bound to improve them.
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Why Sgt have to measure performance
Sgt. is the nexus of data collection and validation. Its your interface with the line officer that determines the quality of data that is collected and transmitted to the processing center. 2nd you are in the best position to ask informed questions about performance and results. What improves police operations are the questions, conversations and analysis that are ignited by supervisors. The success the integrity of any measurement program depends on supervisor.
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THE PROS AND CONS OF MEASUREMENT
Pros: The principal reasons for performance measurements are... Improved performance. What gets measured gets done. What gets measured gets supervised:. You start counting something, and people pay attention to it. ITS' Workable ::Real time, affordable computer smart phone systems are being used, and proven valuable in getting needed results. RESOURCE JUSTIFICATION: Let us see the results and did you measure up at the end of the year. TRANSPARENCY: Police leaders, government policy makers, citizens are expecting precise and timely answers to police issues. What to know police are performing. CONS: The reasons for resisting or down playing performance measurements are A THREAT: some people are intimidated when an organization starts to quantify performance. They are suspicious that the data will be used as a hammer for punishing rather that a key for rewards. ITS BEEN DONE BEFORE: Developed performance measurement systems (compstat), capable of delivering info that answers our questions. NO CAUSE EFFECT OUTCOMES. More cops in a area drop crime hopefully. UNFAIR COMPARISONS. Its unfair to measure one patrol unit against another or police departments. However well designed performance measurement efforts embrace comparison,and invite discussions. PERFORMANCE MEASUREMENT IS A POLITICAL TOOL. Yes and no. Politics will certainly continue to be one of the main reasons why performance measurement doesn't fly in some places. THERE NO WAY TO MEASURE WHAT I DO. You have a choice, either you measure your performance or i will. YOU'LL ATTACH MY PAY TO MY PERFORMANCE. Pay for performance is a flop. Performance measurement systems are not designed for making decisions about pay adjustments.
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CON JOB
Trying to measure the immeasurable , alot of police work will not be accounted for, perhaps %60. things that were prevented that we didn't know we did. First, you could compare your performance results with those of similar jurisdictions, 2. gauge prevention by the amount of time., 3rd ask community members what they believe is that state of crime prevention.
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What is the most important goal element of performance measurement?
Is to identify a small set of good measures that tell you something about your progress in achieving key outcomes. Operative works are small, good, progress. and outcomes.
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FROM THE STANDPOINT OF REPORTING THERE ARE 4 WORDS THAT ARE CONSIDERED PERFORMANCE MEASURES.
INPUTS: are the sources expended to fulfill that goals of the program including overhead and administrative costs. Input represent the budget dollars., personnel, equipment, materials, or buildings. ACTIVITIES:The actions taken or services provided by police that convert inputs to outputs. shows how the department is providing /delivering police services. OUTPUTS: the services or products delivered through that activities are outputs. Are a basic measure that reports what and how often a police service was provided and to whom and how many. OUTCOMES.The real guts of performance are the outcomes. how the results were performed.
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ONE CONCEPT: EXPLANATORY NOTES. WHY DID THIS HAPPEN.
NAKED data alone isn't very useful for police supervisors or managers. What they can do is allow you to start asking informed questions and build assumptions about performance and results.
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THE MEASURABLE'S : 3 IMPORTANT GROUPS NEED TO KNOW HOW EFFECTIVE THEIR POLICE ARE FOR 3 DIFFERENT REASONS.
THE COMMUNITY. wants and deserves to know what they are getting for their dollar. POLICE LEADERS: are responsible and therefore expected to know the level of deliverable to the city. POLICE PERSONNEL: want to know what is expected of them, and what they can do to increase quality of their work.
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PERFORMANCE VALUES
Focus on crime and not just criminals::Traditional policing targets perpetrators being identified and apprehended. Emphasis is on reducing crime and fear while increasing the quality of life. Champion Community Participation. Consider the community as a stand alone player in crime control. Police encounter all community members to fully understand how they can meaningful impact crime. Assume Accountability. The police manager and his management team hold themselves accountable responsible for leading a caring , honest, effective PD.
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MEASURING: 4 TYPES OF YARD STICKS CAN BE USED TO MEASURE POLICE PERFORMANCE VALUES:
STATISTICAL OVERSIGHT COMMUNITY PRO-STEERING. STATISTICAL. Reporting of crime, apprehension conviction, and traffic enforcement performance activity. use of force, complaints, IA. This form of measurement is logical, factual, external rational, objective. New York Citys COMPSTAT best illustration of a workable stats measuring tool. Oversight. Produces hard data that external overseers want. ACCOUNTABILITY: Makes managers accountable for their performance. RELIABLE: the data is objective, simple, and behavoirally anchored. REWARDS: police managers are rewarded based on meeting or exceeding performance markers. TRANSPARENT. The performance reviews are frequent and open to public scrutiny. CLAIRITY: Everyone is clear about measurables and markers.
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3 UNINTENDED BENEFITS OF COMPSTAT..
TEAMWORK. Police managers are required to meet regularly and share with one another their successes as well as deficiencies. Enhanced face to face communication helps with trust. INNOVATION. :Units ask for help or ideas from other units.New avenues of creativity from managers. INTEREST: COMPSTAT removed the boredom out of the traditional staff meeting that most found useless. You show up prepared and ready for business , if not you are in trouble.It rewards those with proper prior planning, preventing poor performance the 6'P's.
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OVERSIGHT CITY COUNCILS, COURTS, MEDIA.
They want facts, reports etc.,
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COMMUNITY
Typically the very reason for all the above data collection is left out of the police performance measurement equation. --the COMMUNITY. When considering citizen input, police managers hesitate because such evaluative findings are: Psychological emotional internal irrational subjective. Every time feelings and facts collide, feelings will bury the facts. Even though they are in a safe neighborhood , they still feel not safe..can't control that.
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PRO STEERING
Collateral assignments, projects that are time certain, and pin point individual responsibility. Is a accountability system for moving projects to completion. affixes a particular person to complete a project within a given time frame..
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2 RESEARCHERS DECIDED TO LOOK MORE CLOSELY AT THE QUESTION OF POLICE STRATEGY, STAFFING, AND OTHER INTERVENING VARIABLES THAT IMPACT OUTPUTS AND OUTCOMES.
Policeonomics. What causes crime to decrease through out the years, more cops?, increased reliance in prisons, changes in crack and other drug markets??
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WHAT'S ACCEPTABLE
Every PD is different and community. Valid Performance values and reliable measurable emanate from a very clear picture of what the community decides is acceptable police work.
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Measuring performance, outcomes, and strengths assures us that we're leading police organizations towards what works rather than fixing what doesn't.
DONE!!!
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Which of the following is not a reason to oppose data collection. page 231.
A. Quantifying performance can be seen as a threat. b. There are no cause effect outcomes. c. Comparisons are unfair d. Increased transparency.
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Performance measures consist of all the following except.
a. inputs b. activities, c. reasons, d. outputs.
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Which of the following is NOT a yardstick used to measure police performance?
a. statistics b. outside oversight c. wide-held rumors d. polling data/surveys
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which of the following is NOT a reason that COMPSTAT is such a good illustration of a statistical measuring tool?
a. provides statistical data for department overseers. b. allows for anonymity in the department c data is objective d. makers and measurable are clear.
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Which of the following is NOT an unintended benefit of COMPSTAT?
A. Teamwork b. innovation. c. interest. d. competition.
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Name the six STRENGTHS??
1. CHARACTER
2. CLARITY
3. ENGAGEMENT
4. WELL BEING
5. SELF CONTROL
6. TEAMWORK
