1. TODAY’S NEW SUPERVISOR
Capt. Kelly McCarthy
Lino Lakes Police Department
Desk:
Cell:

2. Goals of this discussion: Provide some insight into your new role Provide some real tools and tactics Put customer service in the proper context

3. Here are your stripes….
Most supervisors don’t receive training along with their promotion There is no magic bullet or one style that works for all supervisors

4. “Now that you make the big bucks”
Your promotion was not a “reward”.
People will now start to treat you different no matter what you do, so you might as well do it right.

5. What got you here will not keep you here
What makes a good patrol officer does not make a good supervisor
Made vs. born
You have to believe that you need to acquire new skills if you are going to be a good supervisor
When faced with the born v made question, most people think of charismatic leaders.

6. The do’s and don’ts General guidelines and tips Be authentic
Small group exercise: think of the worst leader that you have worked for: worked, coach, teacher, any thing. Describe them to the members of your group. Write down any similar themes.

7. Do Be patient Know and respect the chain of command
Do the work you are assigned and do it well, assign others work and direct your shift
Know the rules and follow them
Don’t allow violations just because you used to do them (protip)
It is ok to have discussions and disagreements up the chain, but once you are out with the troops, you have to support Admin.
Protip: when faced with co-workers who say that you used to do it, acknowledge it, frame it, and do the right thing.

8. Do Respect confidential information
Stay technically proficient, but don’t just be a worker bee
Recognize good work
Hold people accountable
Format for feedback will be discussed in greater detail
DUI and 05 example. People will not necessarily step up their game to match your pace.
Compliment in public, correct in private.

9. DO… Be in constant learning mode Take responsibility for your shift
Apologize when you are wrong

10. Don’t Think you can take off your stripes
Think they aren’t watching/listening
Don’t be “political” or gossip
Pole vault over mouse poo
What do you think of when you hear the word “political”
What I mean by this is don’t treat people as just a means to an end.

11. The dreaded correction
New and experienced supervisors dread correcting behavior
Avoid doing it by
How the correction goes has a lot to do with how people react to hearing things they don’t like or agree with

12. Reactions to work stress and criticism: Reflexive vs. Reflective

13. Reflexive
What most people do when immediately faced with stress or a critique
Starts with an assumption
This is your knee jerk reaction

14. Reflexive Blame Others Blame Self
I suffer because you/they/this place sucks
Results in hostility, frustration, anger
Causes people to avoid one another and attack their reputation
Blame Self
I suffer because I suck
Can lead the employee to become depressed, withdrawn, 8 & skate
Results in decreased production, avoiding new tasks/activities

15. Reflective Start with a question, not an assumption
“There must be a reason for his/her actions”
Calm
Curious
Concerned
Leads to open communication and trust

16. How do you react?
Think of the last time a supervisor corrected your behavior. How did you react?
Maturity is how fast you can move from reflexive to reflective
What are your issues?
Protip: “that’s interesting, can you tell me more about that?”

17. Great theory… Format for correcting behavior or negative feedback.
Start with a question
past, present, future

18. Start with a question
Did you……? Is there a reason….? Can you tell me about….?
Make sure your question is not coming off as sarcastic
The purpose of the question is not to incriminate, but to ensure that you know the context of an action

19. Past, Present, Future
Past: What was the EXACT behavior you are correcting or commenting on
Present: What did or could result from the behavior,
Future: Consequences and the behavior you want to see
Many supervisors are good at telling people what not to do, but fail to tell people what the correct action is.

20. Positive feedback Each supervisor has a different bar
Establish your bar and be consistent
Consistency will avoid the appearance of playing favorites

21. Importance of perception
You see yourself through a limited view that is usually based on your INTENTIONS. Others see you through your ACTIONS. Perception is reality.
Is there someone in your agency you trust to tell it to you straight?

22. Be authentic And NEVER compromise your integrity or ethics.
(true to one's own personality, spirit, or character)
And NEVER compromise your integrity or ethics.
“Fake it until you make it” works for some situations, but not leadership. Cops will see right through you and you will only be able to keep it up for so long. The trick is how to be authentic in your new roll. Do not compromise your integrity, not even a little. You cant be half a whore.

23. Don’t be afraid to turn down a promotion (including this one).
We do a job well, we're promoted. We do that job well, we're promoted again. This happens in succession until we eventually rise to a position that we can no longer do well -- or our level of incompetence. There, we either stagnate, revert back to a lower position, are fired, or learn and grow. You have to make the choice to learn and grow.

24. Customer Service Who are our “customers”?
What is good customer service?
What is customer service? Meeting and exceeding your customers expectations.

25. What influences expectations?
Police Officers in the 1940s and 1950s
Things that influenced public perception: *1968 democratic convention

26. Expectations Cont..
Police officers in the 1960s and 1970s

27. Expectations Cont..
Police Today

28. Current status
How would you describe the level of customer service in your police department?
Your officers will treat the public the way that you treat them.
If I called in to report that someone stole something from my unlocked vehicle, how would I be treated? Would I get a call back?

29. Common Barriers to customer service
Overworked staff
Underworked staff
Non-caring culture
Customer value has not been communicated
Poor accountability

30. “But I am not paid to make people feel good, I am paid to protect people and arrest bad guys.”
2013 UCR Clearance Rates
Statewide part 1 = 28%
Statewide part 2 = 61%
Oh, you catch bad guys?

31. Importance of good customer service?
Rapidly changing times
Technology
Officer safety
Budgets

32. Now for the good news! Here is what our customers want:
Be treated with dignity and respect
75%
Listen to what we have to say
74%
Get things right the first time
56%
Act on feedback
50%
Manage expectations
46%
Consumer focus survey from 2010 in the UK

33. What you can start doing today
Decide to give a shit
Let people have their say
Others don’t have to be wrong for you to be right
Golden rule
Show your coworkers how customers should be treated

34. If you know how to set someone off, then you also know how to calm them down
“An injury is much sooner forgotten than an insult”

35. Thank you and good luck