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Value Added Leadership Deputy Chief Rod Covey. Port of Seattle Police Department. the nation\'s finest port police…. Morning’s focus. Discussion about the most important issues facing law enforcement organizations Discussion about leadership – what it is and what it isn’t

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value added leadership deputy chief rod covey

Value Added LeadershipDeputy Chief Rod Covey

Port of Seattle Police Department

the nation\'s finest port police…

morning s focus
Morning’s focus
  • Discussion about the most important issues facing law enforcement organizations
  • Discussion about leadership – what it is and what it isn’t
  • Discussion about what you do that brings value to those around you
you create your own experience
You create your own experience
  • Life Strategies - you are accountable for your life. Good or bad, successful or unsuccessful, happy or sad, fair or unfair, you own your life. You are now accountable; you have always been accountable; you will always be accountable. That is how it is.
    • Today, don’ t worry about your boss or your peers….focus on what you can improve in your life.
    • Try to find one thing in every session that if you put it to use it would change your world for the better.
why me today
Why me today?
  • Tremendous experience and talent in the room
  • 33 years of leadership experience is a fraction of that
  • 33 years of successes and failures
  • Student – practitioner – teacher – life changing events – humbled - student – teacher – practitioner
  • Why did you become a cop?
  • Why did you become a leader?
  • What will your legacy be?
  • As iron sharpens iron, one person sharpens another
the center for leadership excellence
The Center for Leadership Excellence

“Teaching the artful application of the science of leadership.”

VISION: A statewide law enforcement community that is committed to the lifelong study and practice of effective leadership.

MISSION: To provide training and education on modern behavioral science and leadership theories that can be used by law enforcement leaders to increase their credibility with their followers and their effectiveness within their organizations.

light bulb moments
Light Bulb Moments
  • “I didn’t know what I didn’t know.”
  • Poor leaders create many of our Alienated Followers/Subordinate C’s.
  • People don’t leave their organizations, they leave their leaders.
  • We focus most of our efforts on recruiting people, and very little on retaining them.
  • We say that our people are the most important part of our organizations but we fail to develop them beyond their 1st year.
  • …and most of the problems we have in our organizations are because of a failure of leadership at all levels.
opening discussion
Opening Discussion
  • Other than budget, what is the greatest leadership challenge facing your organization?
  • Other than budget, what is the greatest leadership challenge facing the law enforcement profession?
questions for 2013
Questions for 2013
  • How much does it cost to recruit and train a new officer?
  • How expensive is it to investigate an officer for misconduct, then review the case, recommend discipline, follow thru on any appeals?
  • How much does it cost you to fire a bad officer?
  • How do you measure lost productivity?
  • How many of your problem employees did your agency create…or did you hire them that way?
  • 2/3rd of employee problems/>50% of AZ POST case
more questions for 2013
More questions for 2013
  • How much money and effort do you put into the selection of your sergeants, lieutenants, captains, commanders, etc?
  • How much money and effort do you put into their training, coaching, mentoring, etc?
  • If you always do what you have always done, you will always get what you have always gotten.
  • Police officer sergeant  lieutenant, etc.
  • Citizen police officer OR citizen  jet pilot
final questions for 2013
Final questions for 2013
  • How much would you pay to save a good employee?
  • How much would you pay to improve the effectiveness of your leadership team?
  • …to improve morale?
  • …to improve the credibility of your leadership team?
  • …to make your job easier?
  • What would you do to keep mistakes from turning into misconduct?
the failure of leadership
The Failure of Leadership

Leadership is essential to every business undertaking, and yet the failure rate for leaders in America’s businesses is in the staggering range of 50-60% (Hogan et al, 1994).

Measure of a Leader, by Aubrey Daniels and James Daniels

lpo leadership goals
LPO – Leadership Goals
  • Understand and apply modern behavioral science and leadership theories that enhance human motivation, satisfaction, and performance in the achievement of organizational goals (science).
  • Learn frameworks to organize knowledge and experience into effective leader actions (methodology).
  • Integrate course content into daily leadership practices (practitioner)
  • Develop and achieve personal leadership to the fullest potential (personal and professional development).
  • Inspire a lifelong commitment to the study and practice of effective leadership (your job is less about policing & more about leadership).
the secret to learning leadership
The Secret to Learning Leadership

KNOW IT! - easy

UNDERSTAND IT! - harder

APPLY IT! – hardest

importance of developing leaders
Importance of developing leaders

“Unfortunately, in our desire to address the immediate needs of our agencies and communities, we sometimes fail to plan for the future leadership needs of our departments and our noble profession. This is a critical oversight, because we must realize that our success as police chiefs will be judged not only by what we accomplish today but also by how we prepare our agencies to confront the challenges of the future.”

Mary Ann Viverette, President, IACP

new bill re law enforcement training
New Bill re: Law Enforcement Training
  • 3 chiefs, 3 sheriffs, 3 senators, 3 representatives
  • Newly hired officers: bachelors or above – could work in the field with an experienced officer for up to 24 months before they would be required to attend CJTC
  • This gets agencies needed officers more quickly
  • This will save CJTC approximately $1 mil a year
  • Polygraphs would be limited to the past 4 years
  • CJTC mandated hours would be reduced to 480
paradigm shift
PARADIGM SHIFT
  • To positively change the culture of our organizations, leadership training must become a top priority for organizations no different than the basic training of police officers. New sergeants, lieutenants, etc. should receive formal training on their new job along with an “FTO Program.” Imagine if officers didn’t get their training…imagine if leaders did. Leadership training must be never-ending.
  • We must find better ways to select our leaders with a focus on interpersonal skills, education, training, and work performance.
  • We must “deselect” some of the leaders we have chosen. We must use the probationary period for the true assessment of a person’s ability to lead others.
  • Your impact as a leader is not based upon the number of people in your command, but instead on the number of lives you influence.
leadership isn t
Leadership Isn’t…

“Authority and credible leadership aren’t the same thing. Doing something willingly because you respect and trust someone is very different than doing something because they have the authority to give you an order. Leadership isn’t about position; it’s about behavior .” (emphasis added )

Kouzes and Posner, Leadership Challenge Online:

FAQs on the Leadership Challenge

organizational leadership challenge
Organizational Leadership Challenge
  • Organizations…
    • Have purpose
    • Expect performance
    • Need future exemplary

followers & leaders

The Organizational Leadership Task

‘Closing the Gap’

  • Individual members…
    • Seek to fulfill needs
    • Bring assets and liabilities
    • Are potential future exemplary followers & leaders
learning to lead
Learning to Lead

Learning to lead is a function of deliberate practice. You refine your techniques and skills by observing the followers’responses. While you may pick up some pointers from the stories of others, you cannot simply imitate what they do. This intentional searchfor the impact of your actions will set you apart from those who try to replicate the actions of other leaders.

  • Measure of a Leader Aubrey Daniels & James Daniels
organizational performance requirements

“Minimal” level

Organizational Performance Requirements

“Optimal” level

“Acceptable” level

Individuals

Follower A

Follower B

Follower C

Follower D

Follower E

Follower N

organizational performance requirements1

“Minimal” level

Organizational Performance Requirements

“Optimal” level

“Acceptable” level

Individuals

Follower A

Follower B

Follower C

How did these people get to be like this in terms

of performance?

Follower D

Follower E

Follower N

organizational performance requirements2

“Minimal” level

Organizational Performance Requirements

“Optimal” level

“Acceptable” level

Individuals

Follower A

Follower B

Better questions:

Who made them like this?

Did they come to your agency this way?

Follower C

Follower D

Follower E

Follower N

lpo definition of leadership
LPO Definition of Leadership

The process of influencing human behavior to achieve organizational goals that serve the public, while developing individuals, teams and the organization for future service.

eye dropper exercise
Eye dropper exercise
  • How many drops of water can you get on the head of a penny/quarter before it runs over?
  • Prize: $50 to winning team of 4-5 people
  • Rules:
    • Must be within 2 of the room average (3 – 2 or 1)
    • Cannot go over room average ( 3 – 4 no go)
    • Ties broken by coin toss – only 1 winner
    • 3 then water runs over on 4 – credit for 3
manager s key to success
….Manager’s key to success
  • 69% of employee job satisfaction stems from the leadership skills of their managers, according to a 1995 study of over 25,000 employees. Only 31% of employee satisfaction was linked to factors such as reasonable hours, incentives, and the general economy (Herzberg’s hygiene factors/dissatisfiers, extrinsic vs. intrinsic in nature).
as a leader what value do you bring to your organization
As a leader, what value do you bring to your organization?
  • What is your purpose as a leader within your organization?
  • How are you doing in accomplishing that purpose? How do you know?
  • What value to you bring to your organization?
confusing activity with accomplishment
Confusing activity with accomplishment
  • Value added leadership : think of those things that add value to the organization and move your people forward towards the mission and vision.
  • Think of those things you do that bring no real value and make everyone’s job more difficult and less fun.
unconscious competency
Unconscious Competency
  • Ever make a decision in your role as a leader, and get it right by blind luck?
  • Do you think your followers make leadership related decision and also get it right by blind luck?
  • One of the objectives for today’s lesson is to get you moving from unconscious competency to conscious competency. When you make a decision, it needs to be systematic when possible and you need to get the result you intended.
review of the leader thought process for most leaders in police organizations
Review of The Leader Thought Process for Most Leaders in Police Organizations

Identify a Problem

Fix the Problem

& Find Someone to

Blame

On to the next Problem

leader thought process
Leader Thought Process

“Action”

“What”

“Why”

STEP I

Identify What Is Happening

STEP II

Account for What Is Happening

STEP III

Formulate Leader Actions

Identify Areas of Interest

Analyze & Explain

Apply Leader Strategy

Select Leader Strategy

Logical Chain of Events

Identify Root Cause

Using Theories and Experiences

Step IV Evaluate & Assess

an open systems model of groups
An Open Systems Model of Groups

Outputs

Effects on

individuals

  • Satisfaction
  • Increased KSA
  • Motivation

Throughputs

Personal

Characteristics

  • Knowledge
  • Skills
  • Abilities

Group

Structural

Dimensions

Group

Processes

Effects on

Group

  • Changed GSD
  • Performance

Inputs

Situational

Characteristics

  • Task
  • Space
  • Rewards
  • External factors

Roles

Norms

Status

Composition

Cohesion

Socialization

Cohesion

Inter-group Conflict

Group Development

Effects on

Organization

  • Performance

Feedback

slide35

Leading Individuals:

Consciously Competent

Outputs

Inputs

Throughputs

Effects on

individuals

  • Satisfaction
  • Increased KSA
  • Motivation

Personal

Characteristics

  • Knowledge
  • Skills
  • Abilities

Individual factors

Leader

Competency

& Credibility

Effects on

Group

  • Changed GSD
  • Performance

Generations

Equity

Attribution

LGN/HGN

Expectancy

MTC

Job Design

MBWA

Transparency

Goal Setting

Situational

Characteristics

  • Task
  • Space
  • Rewards
  • External factors

Effects on

Organization

  • Performance

Feedback

some definitions
Some Definitions
  • Performance

Comprises the actual output or results of an individual or group as measured against its intended outputs (or goals) and objectives.

  • Satisfaction

The contentment one feels when one has fulfilled a desire, need, or expectation.

  • Motivation

Anything that provides direction, intensity, and persistence to behavior. Many factors influence motivation. Some factors are within the person, such as needs, while others are supplied by the leader or the work itself.

systems model
Systems Model

Feedback

Environment

Learning

Change

practice the platinum rule
Practice the Platinum Rule
  • Treat people the way they want to be treated, not necessarily the way you would want to be treated.
  • Treat people better than they treat you.
  • Walk the second mile (“go the extra mile”).
  • Help people who can’t help you.
  • Do right when it is easier to do wrong.
  • Keep your promises even when it difficult.
  • Model this behavior for others in your life.
motivation
Motivation
  • “But there is one element that must be kept in mind, … and that is that no amount of motivation will incite a man to undertake zealously that which he knows is manifestly beyond his capabilities.”
          • General Bruce C. Clarke
adding value increasing motivation
Adding Value: Increasing Motivation

Involves two fundamental assumptions:

Motivated performance is the result of conscious choice, and

Employees will decide to apply effort to those tasks that they find attractive and that they believe they can perform.” (Porter, Bigley, Steers, 2003)

expectancy theory

Expectancy

Instrumentality

Valence

Expectancy Theory

Behavior

Reward

Objective

expectancy theory1
Expectancy Theory

E x I x V = M

I

CAN

You

WILL

I

DO

realize that everyone is a potential winner
Realize that everyone is a potential winner
  • Pygmalion effect…Self-fulfilling prophecy
  • “Cat’s in the Cradle” – being a parent is the most important job we have in our lives.
  • The greatest thing you can do for someone is to believe in them; the greatest thing you can tell someone is that you believe in them.
adding value maintaining equity in the workplace
Adding Value: Maintaining equity in the workplace

Equity Theory

Motivational theory that assumes people value fairness in how they are treated in comparison with others.

slide52

What You Should Know About

Your Employees

  • 61% of young employees dislike their job (Conference 2005, 2007)
  • Based on feelings of unfairness regarding:
    • Promotions
    • Workload distribution
    • Bonus plans
    • Lack of potential for growth
  • Inadequate direction from supervisors
  • Lack of support from employer
  • Less than 1/3 of managers considered strong leaders
slide53

Adams’ Equity Theory - Job Motivation

Pay - Bonus - Benefits

Security - Recognition

Interest - Satisfaction

Development

Reputation

Responsibility

MY

Time - Effort - Ability

Reliability - Loyalty

Tolerance - Flexibility

Integrity - Commitment

Personal Sacrifice

Inputs

Outcomes

Can be UNDERREWARD or OVERREWARD

the comparison ratio

Personal Inputs

Personal Outcomes

Reference Source Inputs

The Comparison Ratio

Inequity?

Reference Source Outcomes

slide56

Adding Value:

Restore the perception of fairness

Leaders should:

  • Make a conscious effort on a routine basis to be aware of their employees’ perceptions of fairness.
  • Familiarize themselves with followers’ most commonly used reactions to inequity.
  • Recognize how perceptions of organizational inequities and injustices can impact organizational objectives.
  • Take a more active role in restoring followers’ perception of fairness by replacing dysfunctional reactions with actions that support organizational goals.
leadership strategies to restore equity
Leadership Strategies to Restore Equity
  • Discuss promotions/transfers
  • Consequence of inadequate feedback
  • Must remain supportive of boss and agency
  • Success based upon quality of communication
  • Emphasis on empathic listening
  • Careful not to create more inequities
  • May not have the ability to restore equity
  • Most critical component: trust/relationship
  • Training and honest, constructive feedback
discussion questions
Discussion Questions

=

Putting it all together…

value added leadership
Value Added Leadership

Questions?

Deputy Chief Rod Covey

Port of Seattle Police Department

[email protected]

602-228-0297

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