New Traditions in Public Safety Is change possible in our culture?

What’s this up to now?

A Different Perspective

First Defining Point Whose presentation is this?

Traditions/Culture Why do we do what we do? Why do we do what we do? What is our job about? What is our job about? What traditions exist in our workplace? What traditions exist in our workplace? How we answer these defines the culture…

On Traditions… How do we recognize or find an “old” tradition?

A Hint… They are in the “That’s The Way We’ve Always Done It” Book (Thanks Stacy!)

Assessing your Culture… What pronouns do we use? What pronouns do we use? Are we passionate about our work? Are we passionate about our work? New Employees… New Employees… Pubic Safety Mentality… Pubic Safety Mentality…

On Public Safety Passion… How do we show our passion?

Passion… Simple Organizational Test When discussing a perceived issue, is it about “provement” or “improvement”?

…on Public Safety Leadership

Public Safety Team Findings… Status and Ego “Us vs. Them” Low Standards Policy Driven Ambiguity Never at Fault Artificial Harmony Talk About Others Invulnerability “Never Wrong” The Five Dysfunctions of a Team - Lencioni

Leadership Construct #1 “Our Management does not know what they want until we tell them…”

Leadership Construct #2 “Staff gets the Leadership they ask for or deserve…”

Leadership Construct #3 “You get what you give” If you don’t like what you’re getting, you better check and change what you’re giving.

Core Value Humor Me… Humor Me…

“Old” Traditions

Our Needed Traditions Unconditional Respect Development from Within Passion Without Negativity Common “Unified” Premise(s)

Back to Basics Proactive / Positive (Shift away from Negativity) Proactive / Positive (Shift away from Negativity) Solution Focused Solution Focused –It isn’t about “provement” anymore… –We are the stewards of our attitude Mission Oriented Mission Oriented Education Based Structure – Focused on Professional Development Education Based Structure – Focused on Professional Development Leadership Team – 25% what we do and 75% how we get it done Leadership Team – 25% what we do and 75% how we get it done

On the Education Based Structure Knowledge is the only instrument that is not subject to diminishing returns. J.M. Clark The only things that evolve by themselves in an organization are disorder, friction, and malperformance. Peter Drucker

What is our message with Correction and Discipline?

Policy Specific Discipline Policy Enforcement is Challenging Policy Enforcement is Challenging Consistency is a Concern Consistency is a Concern Correction Occurs in One Area…Problems Appear in Other Areas Correction Occurs in One Area…Problems Appear in Other Areas Comparatives to Other Employees’ Performance Always Create “Noise” Comparatives to Other Employees’ Performance Always Create “Noise”

Discipline Progressive…Prioritized – Offense Driven Progressive…Prioritized – Offense Driven Un-Biased Un-Biased Concentric Circle Model… Concentric Circle Model…

Concentric Circle Model Focus on the Target Focus on the Target –Individual –Team –Department –Outside Depts. –Profession “What did I/we do to cause this?” “What did I/we do to cause this?” Eliminate the “background noise” Eliminate the “background noise”

Basis for Effective Discipline

33.3% or One Third Test 33.3% or One Third Test –Pole Top 1/3 of Staff at Various Levels –Compare to Actions of Party in Question –Document the Findings Same Actions = Education for Entire Team Same Actions = Education for Entire Team Different Actions = Opportunity to Remediate Different Actions = Opportunity to Remediate Education Based Model

Discipline – What definition is applied? Discipline – What definition is applied? Education is best done as a positive vs. a negative (initially) Education is best done as a positive vs. a negative (initially) It is far easier to document education than it is to document discipline It is far easier to document education than it is to document discipline In many cases, we give the employee an eraser… In many cases, we give the employee an eraser…

Education Based Model

EBM Key Concept It is not the event / occurrence that matters, but how the party responds to education / redirection! (Think about Construct #3) Provide the Opportunities and Tools…

“5 Cardinal Sins” Dereliction of Duties Dereliction of Duties Dishonesty Dishonesty Destruction of Property / Injury to Others Destruction of Property / Injury to Others Wanton Irresponsibility (including Customer Service Issues) Wanton Irresponsibility (including Customer Service Issues) Failure to Remediate

Three Page Employee Manual Page 1 – “Do Your Job” Page 1 – “Do Your Job” Page 2 – “Be a Reasonable Adult” Page 2 – “Be a Reasonable Adult” Page 3 – “When in Doubt, Refer to Pages 1 & 2” Page 3 – “When in Doubt, Refer to Pages 1 & 2”

Success in the Workplace

Closing Thought #1 Change is Inevitable

“Facts are stubborn things; and whatever may be our wishes, our inclinations, or the dictates of our passion, they cannot alter the state of facts and evidence.” Closing Thought #2

Closing Thought #3 – O’Shaughnessy’s Corollary

Closing Thought #4 – Path of Least Resistance… There is nothing “common” about common sense…

New Traditions in Public Safety Questions?

Thank you for your attention! Scott Parker, Deputy Director Williamson County Emergency Communications (512)