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

2. ADMINISTRATIVE Please complete the BCCO PCT #4 Registration form and turn it in now. Make sure you sign TCOLE Report of Training (PID#, Full Name and DOB). All cell phones off please – pay attention to course materials and show common respect & courtesy.

3. Your Instructor – Course Facilitator and Mentor Trainer 11/20/20163 Deputy Chief George D. Little A.S. & B.S. Criminal Justice & Sociology B.S.CJ Wayland Baptist University, San Antonio M.S. Criminology & Counter-Terrorism University of the State of New York(P) 2012 T.C.O.L.E. Professional Achievement Award Certified Crime Prevention Specialist (C.C.P.S.) TCOLE Basic Instructor Certificate 1984 TCOLE Advanced Instructor 2012 TCOLE Master Peace Officer 1991 MP Special Operations Operator Counter-Terrorism 1988, Military Police Investigations (MPI) & Criminal Investigation Division (CID) Special Agent & Joint Counter-Drug Operations Element HQ5A Graduate Drug Enforcement Administration Academy 1977 44- years Law Enforcement Experience 40-Years Teaching & Instructor Experience FAMS CERTIFIED INSTRUCTOR

4. COURSE/LESSON OVERVIEW Legal Obligations and requirements Role Identification Values Ethics and principals Communication Leadership Styles Counseling Liability and Civil Rights Special Investigative Issues and More Refer to your participant handout

5. Learning Objectives Learning Objective 1.0 Learning Objective 1.0 : Learning Objective 2.0 Learning Objective 2.0 : Learning Objective 3.0 Learning Objective 3.0 : Learning Objective 4.0 Learning Objective 4.0 : Learning Objective 5.0 Learning Objective 5.0 : Refer to your participant handout for each individual units learning objectives

6. Learning Objective 6.0 Learning Objective 6.0 : Learning Objective 7.0 Learning Objective 7.0 : Learning Objective 8.0 Learning Objective 8.0 : Learning Objective 9.0 Learning Objective 9.0 : Learning Objective 10.0 Learning Objective 10.0 : Learning Objectives

7. Learning Objective 11.0 Learning Objective 11.0 : Learning Objective 12.0 Learning Objective 12.0 : Learning Objective 13.0 Learning Objective 13.0 : Learning Objective 14.0 Learning Objective 14.0 : Learning Objective 15.0 Learning Objective 15.0 : Learning Objectives

8. FORWARD This course is designed to provide the participant with basic leadership knowledge and skills to be prepared as a new supervisor. This course meets the requirements for compliance with 1701.352 Occupations Code for new supervisor training.

9. GOOD LEADERSHIP Good leadership involves responsibility to the welfare of the agency, which means that some people will get angry at your actions and decisions. It's inevitable, if you're honorable. Trying to get everyone to like you is a sign of mediocrity and not good leadership : “ Leaders Lead ”

10. you'll avoid the tough decisions, you'll avoid confronting the people who need to be confronted, and you'll avoid offering differential rewards based on differential performance because some people might get upset. GOOD LEADERSHIP Continued

11. Ironically, by procrastinating on the difficult choices, by trying not to get anyone mad, and by treating everyone equally "nicely" regardless of their contributions, you'll simply ensure that the only people you'll wind up angering are the most creative and productive people in your agency, department or office GOOD LEADERSHIP - Continued Colin Powell on Leadership

12. UNIT ONE Relevant Commission Rules and Legislative Changes

13. 1.0 Relevant Commission Rules and Legislative Changes for Supervisors Texas Occupation Code Refer to your participant handout

14. 1.1 Statutory Requirements of Chapter 1701 Texas Occupation Code A. A. 1701.352 Continuing Education Programs B. B. 1701.354 Continuing Education for Constables and Deputy Constables Refer to your participant handout

15. C. C. 1701.355 Continuing Demonstration of Weapons Proficiency 1.1 Statutory Requirements of Chapter 1701 Texas Occupation Code – Continued Refer to your participant handout

16. 1.2 TCOLE Rules for officer reporting and for Continuing Education A. A. Reporting Responsibilities of Individuals §211.27 B. B. Responsibility of Agency Chief Administrators §211.29 Refer to your participant handout

17. C. C. Legislatively Required Continuing Education for Licensees §217.11 D. D. Firearms Proficiency Requirements §217.21 1.2 TCOLE Rules for officer reporting and for Continuing Education – Continued Refer to your participant handout

18. E. E. Reactivation of a Licenses §217.19 F. F. Law Enforcement Achievement Awards §211.33 1.2 TCOLE Rules for officer reporting and for Continuing Education – Continued Refer to your participant handout

19. 1.3 Legislative Changes Refer to your participant handout

20. Questions?

21. 21 DEFINE & PROCESS Process: Define 1.0: Define 1.0: Explain the

22. 1.4 Define Leadership art influencing directing The art of influencing and directing subordinates in a manner as to obtain their willing obedience, confidence and respect towards achieving agency duties & responsibilities & accomplishing agency executive goals, objectives and mission

23. 2.1 Supervisor Leaders Role

24. 2.1 Supervisor/Leaders Role #1 1. Group #1 identifies management’s expectations. #2 2. Group #2 identifies the first-line supervisor’s concept of the role. #3 3. Group #3 identifies the subordinate’s expectation. 4. Each group spokesman shares results of group findings with class

25. 2.1.A. Supervisor/Leaders Role Management Expectations 1. 1. Set the example 2. 2. Shift from doing the work to getting it done through others 3. 3. Support department policies and procedures 4. 4. Stay cool under pressure

26. 5.afraid to exercise supervisory rights 5. Don't be afraid to exercise supervisory rights 6.Develop 6. Develop subordinates 7. 7. Look at the big picture 2.1.A. Supervisor/Leaders Role Management Expectations -Cont’d

27. 8. 8. Protect welfare of subordinates a. diminished liability a. Civil suits – diminished liability b. b. Injury/ death c. c. Health d. d. Safety 9.Solve 9. Solve Problems 2.1.A. Supervisor/Leaders Role Management Expectations -Cont’d

28. 2.1.B. Supervisor/Leaders Role Subordinate Expectations 1. 1. Leader, controller, coordinator 2. 2. Resource person, should possess a higher level of technical knowledge 3. 3. Responsible for protecting employee rights

29. 4. representative to management 4. Subordinates representative to management 5. 5. Protect welfare a.Civil suits c. Health a. Civil suits c. Health b.Injury/death d. Safety b. Injury/death d. Safety 6. humanfailure people problems 6. Understand human failure and people problems 2.1.B. Supervisor/Leaders Role Subordinate Expectations – Cont’d

30. 1. buffer 1. Subordinates line to management, sometimes a buffer 2. getting work done 2. Responsible for getting work done 3. Enforcer 3. Enforcer of department policies and procedures and/or SOP a. Evaluator a. Evaluator /reporter/endorser 2.1.C. Supervisor/Leaders First-Line Supervisor Role

31. 4. Expectedexpert in lawSOP human dynamics 4. Expected to be an expert in law, policy, procedure, SOP and human dynamics 5. Expectedlead by example 5. Expected to lead by example (role model, trainer & Mentor) 2.1.C. Supervisor/Leaders First- Line Supervisor Role – Cont’d

32. 1. 1. Community 2. 2. Media 3. 3. City Government (mgr.) 4. 4. Cultural 5. 5. Individual citizen 2.1.D. Supervisor/Leaders Role External Expectations

33. 1. 1. Inspection (Evaluating Performance) a. a. Quarterly ratings to ensure maximum professionalism is achieved. b. b. Annual performance appraisal c. c. Professional development of subordinates 2.1.E. Supervisor/Leaders Role Achieving Results

34. 2. 2. Follow-up (Training in deficient areas and develop strengths). a. a. Traditionally, b. b. management has focused on weaknesses. 2.1.E. Supervisor/Leaders Role Achieving Results – Cont’d

35. 2. Cont’d 2. Follow-up (Training in deficient areas and develop strengths). Cont’d c.focuses on strengths development improving weaknesses c. A good manager focuses on strengths and the development of them, while at the same time working on improving weaknesses. 2.1.E. Supervisor/Leaders Role Achieving Results – Cont’d

36. 3. Communications skills are critical 3. How to talk to employees (Communications skills are critical ) 4. 4. Human relations skills (knowing your people) 2.1.E. Supervisor/Leaders Role Achieving Results – Cont’d

37. 5. group 5. Peer group relationships 6. relationships 6. Your relationships with your superiors 2.1.E. Supervisor/Leaders Role Achieving Results – Cont’d

38. 1.Management's view 1. Management's view presented by a law enforcement agency manager, preferably a chief or operations commander. 2.1.F. Supervisor/Leaders Role Panel Discussion

39. 2. 2. The view of the middle manager should be presented by a lieutenant or equivalent who is responsible for supervision of the supervisor. ive. 2.1.F. Supervisor/Leaders Role Panel Discussion – Cont’d

40. 3. 3. The view of the first-line supervisor should be presented by an veteran & experienced supervisor. 2.1.F. Supervisor/Leaders Role Panel Discussion – Cont’d

41. 4. 4. The view of either a private sector or non-police public sector manager should present a view of management from their perspective. 2.1.F. Supervisor/Leaders Role Panel Discussion – Cont’d

42. 1.Achievement Orientation a. Goal orientation 1 (1)Sets specific goals for self and/or work group 2 (2)Seeks to exceed require/expected performance levels 2.1.G. Supervisor/Leaders Competencies of Excellence

43. 1.Achievement Orientation a. Goal orientation – Cont’d 3 (3)Involves employees in setting performance goals 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

44. 1.Achievement Orientation b. b.Bottom-Line orientation 1 (1)Seeks out areas where productivity and/or quality can be improved 2 (2)Cites specific savings achieved in cost, time, and other resources 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

45. 1.Achievement Orientation b. b.Bottom-Line orientation 3 (3)Encourages others to seek out areas where quality, productivity and/or costs can improve 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

46. 1.Achievement Orientation c. c.Communicates and enforces standards 1 (1)Establishes clear requirements and performance standards. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

47. 1.Achievement Orientation c. c.Communicates and enforces standards 2 (2)Clarifies and explains the importance of given requirements and/or performance standards. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

48. 1.Achievement Orientation c. c.Communicates and enforces standards 3 (3)Develops and uses procedures to monitor employee adherence to requirements and/or standards. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

49. 1.Achievement Orientation c. c.Communicates and enforces standards 4 (4)Articulates consequences to employees for failing to meet or maintain requirements or standards. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

50. 1.Achievement Orientation c. c.Communicates and enforces standards 5 (5)Documents critical performance information. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

51. 1.Achievement Orientation d. d.Initiative 1 (1)Actively seeks opportunities to solve problems. 2 (2)Improvises new solutions, systems, or procedures. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

52. 1.Achievement Orientation d. d.Initiative 3 responsibilities (3)Takes on responsibilities beyond the day-to-day requirements of the job. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

53. TAKE A 10-MINUTE BREAK

54. 2.Skillful use of influence a. a.Strategic influence 1 (1)Considers and/or employs strategies to influence others (e.g., suggests alternatives, points out benefits, outlines details, intensely prepares). 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

55. 2.Skillful use of influence a. a.Strategic influence 2 (2)Strongly states/asserts position in order to convince others. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

56. 2.Skillful use of influence a.Strategic influence 3 (3)Communicates the "big picture" or explains "why" when presenting to employees. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

57. 2.Skillful use of influence a.Strategic influence 4 (4)Forms alliances with key people to accomplish objectives. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

58. 2.Skillful use of influence b.Communicates confidence in people 1 (1)Expresses belief in others' capabilities and/or potential. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

59. 2.Skillful use of influence b.Communicates confidence in people 2 (2)Provides encouragement, and/or special attention to enhance others' confidence and/or capabilities. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

60. 2.Skillful use of influence b.Communicates confidence in people 3 (3)Takes risks based on belief/faith in employees. 4 (4)Gives employees opportunities to try new things. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

61. 2.Skillful use of influence c.Interpersonal sensitivity 1 (1)Responds to others based on understanding of their point of view, interests and/or concerns. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

62. 2.Skillful use of influence c.Interpersonal sensitivity 2 (2)Observes, interprets, and takes action based on non-verbal cues. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

63. 2.Skillful use of influence c.Interpersonal sensitivity 3 (3)Uses knowledge of employees' interests, strengths, weaknesses, or aptitude when making assignments. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

64. 2.Skillful use of influence c.Interpersonal sensitivity 4 (4)Demonstrates concern for others'' personal interests and/or well-being. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

65. 2.Skillful use of influence d.Develops and coaches others 1 (1)Provides resources or support to better enable employees to accomplish tasks. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

66. 2.Skillful use of influence d.Develops and coaches others 2 (2)Gives others specific instruction about how to perform tasks. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

67. 2.Skillful use of influence d.Develops and coaches others 3 (3)Makes challenging assignments available to employees. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

68. 2.Skillful use of influence e.Gives performance feedback 1 (1)Rewards or otherwise acknowledges good performance or performance improvements. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

69. 2.Skillful use of influence e.Gives performance feedback 2 (2) Directly confronts employees about poor performance. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

70. 2.Skillful use of influence e.Gives performance feedback 3 (3)Consults or refers to documentation in order to give feedback to employees. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

71. 2.Skillful use of influence f. Collaboration and team building 1 (1)Involves others in decision making and responds to their inputs. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

72. 2.Skillful use of influence f. Collaboration and team building 2 (2)Promotes collaborative problem solving within and between work groups. 3 (3)Keeps others informed. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

73. 2.Skillful use of influence f. Collaboration and team building 4 (4)Uses a variety of strategies to promote team unity and commitment (e.g., sponsors parties, food spreads, visits from top management). 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

74. 3. Conceptual skills a. a.Systematic problem solving 1 (1)Asks key questions gathers data to understand problem situations.. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

75. 3. Conceptual skills – Cont’d a. a.Systematic problem solving 2 (2)Anticipates likely consequences of different approaches to problems. 3 (3)Draws conclusions based on objective data. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

76. 4. Concern for image a.Image and reputation 1 (1)Actively works to build and maintain credibility. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

77. 4. Concern for image a.Image and reputation 2 (2)Demonstrates concern for personal and/or work group image or reputation. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

78. 4. Concern for image a.Image and reputation 3 (3)Says or does things for a specific and desired impact on personal and/or work group reputation. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

79. 4. Concern for image b.Self-confidence 1 (1)Demonstrates confidence in own abilities and decisions (e.g., will take action based on personal convictions even when others hold opposing views).. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

80. 4. Concern for image b.Self-confidence 2 (2)Displays a willingness to be held accountable. 3 (3)Takes risks to achieve specific objectives. 2.1.G. Supervisor/Leaders Competencies of Excellence – Cont’d

81. Questions?

82. 82 DEFINE & PROCESS Process: Define 2.0: Define 2.0: Explain the

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

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

85. TAKE A 10-MINUTE BREAK