1. BCCO PCT #4 PowerPoint AND UNIT TWELVE Supervisors Leadership (24hrs) TCOLE Course # 3737

2. Learning Objectives Learning Objective Learning Objective :

3. UNIT 12 LEADERSHIP PHILOSPHY

4. 12.1 Being responsible sometimes means pissing people off A. responsibility A. Good leadership involves responsibility to the welfare of the agency, which means that some people will get angry at your actions and decisions. B. honorable B. It's inevitable, if you're honorable.

5. C. mediocrity C. Trying to get everyone to like you is a sign of mediocrity : 1. decisions 1. you'll avoid the tough decisions, 2. confronting 2. you'll avoid confronting the people who need to be confronted, and 12.1 Being responsible sometimes means pissing people off – Cont’d

6. Trying to get everyone to like you is a sign of mediocrity: 3. upset 3. you'll avoid offering differential rewards based on differential performance because some people might get upset. 12.1 Being responsible sometimes means pissing people off – Cont’d

7. C. procrastinating C. Ironically, by procrastinating on; 1. 1. the difficult choices, 2. 2. by trying not to get anyone mad, and 12.1 Being responsible sometimes means pissing people off – Cont’d

8. C. procrastinating C. Ironically, by procrastinating on; 3. treating 3. by treating everyone equally "nicely" regardless of their contributions, 12.1 Being responsible sometimes means pissing people off – Cont’d

9. C. demands of leadership creativeproductive C. Ironically, by procrastinating on these demands of leadership; you'll simply ensure that the only people you'll wind up angering are the most creative and productive people in your agency. 12.1 Being responsible sometimes means pissing people off – Cont’d

10. 12.2 Lost Confidence stop bringing you their problems you have stopped leading them confidence "The day officers-deputies and/or your civilian staff stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you Either case is a failure of leadership do not care. Either case is a failure of leadership."

11. A. A. If this were a litmus test, the majority of Law Enforcement Executives and Supervisors would fail. 1. barriers 1. One, they build so many barriers to upward communication that the very idea of someone lower in the hierarchy looking up to the leader for help is ludicrous 12.2 Lost Confidence – Cont’d

12. A. A. If this were a litmus test – Cont’d: 2. weakness failure 2. The culture they foster often defines asking for help as weakness or failure, so people cover up their gaps, and the organization suffers accordingly. 12.2 Lost Confidence – Cont’d

13. B. accessible B. Real leaders make themselves accessible and available. C. standards C. They show concern for the efforts and challenges faced by underlings, even as they demand high standards. 12.2 Lost Confidence – Cont’d

14. D. D. Accordingly, they are more likely to create an environment where analysisblame problem analysis replaces blame. 12.2 Lost Confidence – Cont’d

15. 12.3 Don’t Be Buffaloed Experts judgment Elites nicked by the real world Don't be buffaloed by alleged experts and elites. Experts (alleged Experts) often possess more data than judgment and hide behind the fact the have a Ph.D. Elites can become so inbred that they produce hemophiliacs who bleed to death as soon as they are nicked by the real world."

16. A. analytically A. Small agencies and/or larger agencies with a political verses a protect and serve philosophy don't have the time for analytically detached experts. B.money B. They don't have the money to subsidize lofty elites, either 12.3 Don’t Be Buffaloed _ Cont’d

17. C. C. The Sheriff/Chief answers the phone and patrols when necessary; 1. visibly 1. everyone on the payroll visibly produces and 2. results 2. contributes to bottom-line results or they're history. 12.3 Don’t Be Buffaloed _ Cont’d

18. D. D. But as agencies get bigger, they often forget who "brought them to the dance": 1.allhands 1. things like all - hands involvement, 2.egalitarianism 2. egalitarianism, 12.3 Don’t Be Buffaloed _ Cont’d

19. D. D. But as agencies get bigger, Cont’d 3.informality 3. informality, 4. community 4. community commitment 5.daring 5. daring, 12.3 Don’t Be Buffaloed _ Cont’d

20. D. D. But as agencies get bigger, Cont’d 6.risk 6. risk, 7.speed 7. speed, 8.agility 8. agility. 12.3 Don’t Be Buffaloed _ Cont’d

21. E. adverse E. Policies that emanate from ivory towers often have an adverse impact on the people out in the field who are physically protecting and serving or bringing in the revenues. F. vigilant confrontational F. Real leaders are vigilant, and confrontational, in the face of these trends. 12.3 Don’t Be Buffaloed _ Cont’d

22. 12.4 Challenge the Pro’s A. mentors A. Learn from the pros, observe them, seek them out as mentors and partners. B. learning B. But remember that even the pros may have leveled out in terms of their learning and skills.

23. C. complacentlazy C. Sometimes even the pros can become complacent and lazy. D. Leadership D. Leadership does not emerge from blind obedience to anyone. 12.4 Challenge the Pro’s Cont’d

24. E. redundant E. If you have a yes-man working for you, one of you is redundant. F. evolution F. Good leadership encourages everyone's evolution. 12.4 Challenge the Pro’s Cont’d "Don't be afraid to challenge the pros, even in their own backyard."

25. 12.5 Never Neglect Details A. Leader A. When everyone’s mind is dull or distracted the Leader must be doubly vigilant. B. rapidlyefficiently B. Strategy equals execution. All the great ideas and visions in the world are worthless if they can't be implemented rapidly & efficiently.

26. C. empower C. Good leaders delegate and empower others liberally, but they pay attention to details, every day. D. progressive D. Bad ones, even those who fancy themselves as progressive "visionaries," think they're somehow "above" operational details. 12.5 Never Neglect Details – Cont’d

27. E. conformity complacency E. Paradoxically, good leaders understand something else: an obsessive routine in carrying out the details begets conformity and complacency, which in turn dulls everyone's mind. 12.5 Never Neglect Details – Cont’d

28. F. challenge F. That is why even as they pay attention to details, they continually encourage people to challenge the process. 12.5 Never Neglect Details – Cont’d

29. 12.6 Keep Looking Below Surface Appearances A. complacent A. “Let’s not change and just keep things the way they were before” is the slogan of the complacent, the arrogant or the scared. B. inaction B. It's an excuse for inaction, a call for complacency.

30. C. tomorrow C. It's a mind-set that assumes (or hopes) that today's realities will continue tomorrow in a tidy, linear and predictable fashion. D. fantasy D. Pure fantasy. 12.6 Keep Looking Below Surface Appearances – Cont’d

31. E. problems E. In this sort of culture, you won't find people who pro-actively take steps to solve problems as they emerge. F. believe F. Here's a little tip: don't believe in these people. 12.6 Keep Looking Below Surface Appearances – Cont’d

32. G. below surface G. Remember to keep looking below surface appearances. Don't shrink from doing so (just) because you might not like what you find. 12.6 Keep Looking Below Surface Appearances – Cont’d

33. 12.7 Endeavors Succeed or Fail because of the People involved A. people A. In a brain-based economy, your best assets are people. B. walktalk B. We've heard this expression so often that it's become trite. But how many leaders really " walk the talk " with this stuff?

34. C. chesspieces C. Too often, people are assumed to be empty chess pieces to be moved around by grand viziers, which may explain why so many top leaders immerse their calendar time in deal making, and the latest political fad. 12.7 Endeavors Succeed or Fail because of the People involved – Cont’d

35. D. creating an environment where the best, the brightest, the most creative are attracted retained importantly unleashed D. How many immerse themselves in the goal of creating an environment where the best, the brightest, the most creative are attracted, retained and, most importantly, unleashed ? 12.7 Endeavors Succeed or Fail because of the People involved – Cont’d

36. E. people E. Endeavors succeed or fail because of the people involved 1. 1. An agency doesn't really accomplish anything. 2. 2. Plans don't accomplish anything, either. 12.7 Endeavors Succeed or Fail because of the People involved – Cont’d

37. E. E. Endeavors succeed or fail because of the people involved….Cont’d: 3. Theories 3. Theories of management don't much matter. F. deeds F. Only by attracting the best people will you accomplish great deeds. 12.7 Endeavors Succeed or Fail because of the People involved – Cont’d

38. 12.8 Never let your Ego get out of control A.change A. Too often, change is stifled by people who cling to familiar turfs and job descriptions. B. challenge B. One reason that even large agencies wither is that leaders won't challenge old, comfortable ways of doing things

39. C. obsolete C. Real leaders understand that, nowadays, every one of our jobs is becoming obsolete. D. D. The proper response is to obsolete our activities before someone else does. 12.8 Never let your Ego get out of control – Cont’d

40. E. climate willingness to learn new skillsgrab new responsibilities E. Effective leaders create a climate where people’s worth is determined by their willingness to learn new skills and grab new responsibilities, thus perpetually reinventing their jobs. 12.8 Never let your Ego get out of control – Cont’d

41. F. change F. The most important question in performance evaluation becomes not, "How well did you perform your job since the last time we met?" but, "How much did you change it?" 12.8 Never let your Ego get out of control – Cont’d

42. 12.9 Fads vs. Leadership A. confusion A. Flitting from fad to fad creates team confusion, reduces the leader's credibility, and drains agency coffers. B. rigidity B. Blindly following a particular fad generates rigidity in thought and action

43. C. unapologetic C. Sometimes an unapologetic directive is more appropriate than participatory discussion. D. situations D. Some situations require the leader to hover closely; others require long, loose leashes 12.9 Fads vs. Leadership Cont’d

44. E. values E. Leaders honor their core values, but they are flexible in how they execute them. F. mantras F. They understand that leadership techniques are not magic mantras but simply tools to be reached for at the right times. 12.9 Fads vs. Leadership Cont’d

45. G. Practices of highly successful leaders G. Good Practices of highly successful leaders include; 1. stereotypes 1. Fit no stereotypes. 2. management 2. Don't chase the latest management fads. 3. situation 3. The situation dictates which approach best accomplishes the agency’s mission 12.9 Fads vs. Leadership Cont’d

46. 12.10 Optimism Force Multiplier A. enthusiasmoptimism A. The ripple effect of a leader's enthusiasm and optimism is awesome and contagious. B. cynicism B. So is the impact of cynicism and pessimism.

47. C. engender C. Leaders who whine and blame engender those same behaviors among their colleagues. D. stoically D. I am not talking about stoically accepting agency stupidity and performance incompetence with a "what, me worry?" smile 12.10 Optimism Force Multiplier - Cont’d

48. E. positive attitude E. A positive attitude that says 1. 1. "we can change things here for the better, 2. 2. we can achieve awesome goals, 3. 3. we can be the best. 4. 4. Is not a negative attribute 12.10 Optimism Force Multiplier - Cont’d

49. F. realist F. The grim litany of the " realist," gives one the unrealistic aspirations of the optimist any day. 12.10 Optimism Force Multiplier - Cont’d

50. "Perpetual optimism is a force multiplier." 12.10 Optimism Force Multiplier - Cont’d

51. 12.11 PICKING YOUR PEOPLE A.recruitment A. How often do our recruitment and hiring processes tap into these attributes? B. ignore B. More often than not, we ignore them in favor of length of resume, degrees and prior titles

52. C. C. A string of job descriptions a recruit held yesterday seem to be more important than 1. 1. who one is today, 2. 2. what they can contribute tomorrow, 3. 3. or how well their values mesh with those of the agency 12.11 PICKING YOUR PEOPLE – Cont’d

53. D. D. You can train a bright, willing novice in the fundamentals of your profession fairly readily, but it's a lot harder to train someone to have; 1. integrity 1. integrity, 2. judgment 2. judgment, 12.11 PICKING YOUR PEOPLE – Cont’d

54. D. D. You can train a bright, willing novice in the fundamentals of your business fairly readily, but it's a lot harder to train someone to have; 3. energy 3. energy, 4. balance 4. balance, and 5. initiative 5. the initiative to get things done. 12.11 PICKING YOUR PEOPLE – Cont’d

55. E. E. Good leaders stack the deck in their favor right in the recruitment phase 1.intelligence 1. Look for intelligence and 2. 2. judgment, and most critically, 12.11 PICKING YOUR PEOPLE – Cont’d

56. E. E. Good leaders stack the deck in their favor right in the recruitment phase 3. anticipate 3. a capacity to anticipate, to see around corners. 12.11 PICKING YOUR PEOPLE – Cont’d

57. E. E. Good leaders stack the deck in their favor right in the recruitment phase 4. 4. Also look for: a.loyalty a. loyalty, b. integrity b. integrity, 12.11 PICKING YOUR PEOPLE – Cont’d

58. E. E. Good leaders stack the deck in their favor right in the recruitment phase 4. 4. Also look for: c. energy c. a high energy drive, d. ego d. a balanced ego, and e. initiative e. the initiative to get things done 12.11 PICKING YOUR PEOPLE – Cont’d

59. 12.12 KISS PRINCIPLE A. KISS A. Effective leaders understand the KISS principle, K eep I t S imple, S imon. B. goalsvalues B. They articulate vivid, over-arching goals and values, which they use to drive daily behaviors and choices among competing alternatives.

60. C. visions C. Their visions and priorities are lean and compelling, not cluttered and buzzword-laden. D. decisions D. Their decisions are crisp and clear, not tentative and ambiguous 12.12 KISS PRINCIPLE Keeping Things Simple – Cont’d

61. E. firmnessconsistency E. They convey an unwavering firmness and consistency in their actions, aligned with the picture of the future they paint 12.12 KISS PRINCIPLE Keeping Things Simple – Cont’d

62. F. F. The result: 1.clarity 1. clarity of purpose, 2. credibility 2. credibility of leadership, and 3. integrity 3. integrity in agency. 12.12 KISS PRINCIPLE Keeping Things Simple – Cont’d

63. G. simplifiers argumentdebate doubtsolution G. Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand. 12.12 KISS PRINCIPLE Keeping Things Simple – Cont’d

64. 12.13 Create a FUN but Professional Agency A. A. Seek people who have some balance in their lives, who 1.work 1. are fun to work with, 2.laugh 2. who like to laugh (at themselves, too)

65. A. A. Seek people who have some balance in their lives, who – Cont’d 3. passion 3. who have some non-job priorities which they approach with the same passion that they do their work. 12.13 Create a FUN but Professional Agency – Cont’d

66. B. workaholic B. Spare yourself the grim workaholic or the pompous pretentious "professional;” C. jobs another agency C. Help them find jobs with another agency not yours D. fun D. Have fun in your agency 12.13 Create a FUN but Professional Agency – Cont’d

67. E. breakneck E. Don't always run at a breakneck pace, organize and plan your time. F. Trust your subordinate leader(s) to run agency in your absence F. Take leave when you've earned it: (Trust your subordinate leader(s) to run agency in your absence) G. G. Spend time with your family. 12.13 Create a FUN but Professional Agency – Cont’d

68. I. I. Corollary: 1. their work seriously 1. surround yourself with people who take their work seriously but not themselves, 2. 2. those who work hard and job play hard will get the job done. 12.13 Create a FUN but Professional Agency – Cont’d

69. 12.14 Command & Being a Leader can be Lonely A. buck A. Whether you're a Leader or subordinate leader of a law enforcement agency, the buck stops here (with YOU). B. B. You can encourage participative leadership and bottom-up employee involvement.

70. C. choices C. Ultimately the essence of leadership is the willingness to make the tough, unambiguous choices that will have an impact on the fate of the agency. 12.14 Command & Being a Leader can be Lonely

71. D. D. Too many non-leaders flinch from this responsibility. 1.LoyaltyRespect WWTCD 1. Loyalty & Respect to your agency head (WWTCD – What would the Constable Do?) 2. 2. Loyalty to & Respect for your chain of command 12.14 Command & Being a Leader can be Lonely

72. E. TEAM E. Even as you create an informal, open, collaborative TEAM culture, prepare to be lonely. 1. 1. Do not get too close, but trust and respect your subordinates. It is a delicate balance. 12.14 Command & Being a Leader can be Lonely

73. E. TEAM Cont’d E. Even as you create an informal, open, collaborative TEAM culture, prepare to be lonely. – Cont’d 2. 2. Personal Time is exactly that, it is your time with your family. 12.14 Command & Being a Leader can be Lonely

74. E. TEAM Cont’d E. Even as you create an informal, open, collaborative TEAM culture, prepare to be lonely. – Cont’d 3. 3. The closer you allow yourself to get to subordinates the harder it will be to administer discipline, critical to agency’s overall success. 12.14 Command & Being a Leader can be Lonely

75. E. TEAM Cont’d E. Even as you create an informal, open, collaborative TEAM culture, prepare to be lonely. – Cont’d 4. discipline destroy 4. Enforce discipline and never put another leader down in front of subordinates. This will completely destroy an agency and its leadership effectiveness.

76. REMEMBER " Command is lonely” For a good Reason

77. “Leadership is the art of accomplishing more than the science of management says is possible.”

78. Questions?

79. 79 DEFINE & PROCESS Process: Define 2.0: Define 2.0: Explain the

80. 80 DEFINE & PROCESS Process: Define 2.0: Define 2.0: Explain the

81. SOURCES All Course Sources and/or Resources are listed in your Participant Handout Bexar County Constable Office PCT#4 First-Line Supervisor LEADERSHIP TCOLE Course # 3737

82. “Knowledge is “POWER” Stay informed, stay SAFE, stay Vigilant & stay Alive”

83. TAKE A 15-MINUTE BREAK