Criminal Justice 2012

1. Criminal Justice 2012 Chapter 11: Soliciting and Entertaining 100 Ideas: The Skills Approach LEEI – Leadership Sessions 2005-2008 Class Name, Instructor Name • Date, Semester

2. “BLINK”Gladwell (2005) In policing, as in many other areas of life, a critical skill is the ability to quickly and reflexively identify and act upon the important characteristics of complex situations.

3. Skills Approach Description • Leader-centered perspective • Emphasis on skills and abilities that can be acquired and developed • Definition of leadership skills • The ability to use one’s knowledge and competencies to accomplish a set of goals and objectives

4. Three-Skill Approach Technical Skill Human Skill Conceptual Skill

5. Technical Skill Technical skill is having knowledge about and being proficient in a specific type of work or activity. Specialized competencies Analytical ability Capability to use appropriate tools and techniques Technical skills involve hands-on ability with a product or process Most important at lower levels of management

6. Human Skill Human skill is having knowledge about and being able to work with people. Awareness of one’s own perspective and others’ perspectives at the same time People skills allow a leader to assist group members in working cooperatively to achieve common goals Creates an atmosphere of trust where members feel they can become involved and influence decisions in the organization Important at alllevels of the organization

7. Conceptual Skill Conceptual skill is the ability to do the mental work of shaping the meaning of organizational policy or issues (what the company stands for and where it’s going) Works easily with abstraction and hypothetical notions Central to creating and articulating a vision and strategic plan for an organization Most important at topmanagement levels

8. Skills-Based Model Skills Model Perspective Skills-Based Model Competencies Individual Attributes Leadership Outcomes Career Experiences Environmental Influences

9. Leadership and Intelligence IQ – Intellectual Intelligence EQ – Emotional Intelligence SQ – Social Intelligence CQ – Change Intelligence

10. IQ GENETIC REVEALED IN CURIOSITY HONED BY DISCIPLINE SUPPORTED BY RANGE OF EXPERIENCE

11. EQ RECOGNIZE YOUR OWN EMOTIONS MANAGE YOUR OWN EMOTIONS CONTROL YOURSELF

12. SQ RECOGNIZE EMOTIONS IN OTHERS LISTEN CARE ABOUT OTHERS’ EMOTIONAL STATE HELP OTHERS GAIN CONTROL AND MANAGE THEIR EMOTIONS

13. CQ RECOGNIZE THE NEED FOR CHANGE UNDERSTAND THE CHANGE PROCESS MASTER THE CHANGE PROCESS COMFORT IN MANAGING THE CHANGE PROCESS

14. Jack Welsh (CEO of G/E) “Change before you have to…”

15. Quotes on Collaboration None of us is as smart as all of us Edward C. Register, 1915 Cooperation! What a word! Each working with all, and all working with each. Warren Bennis, 1996 Collaboration is damn tough Focus group participants, 1997 All quotes from Medicine and Public Health: The power of collaboration, Lasker, et al.

16. Collaboration A mutually beneficial and well-defined relationship entered into by two or more organizations to achieve common goals Amerst H. Wilder Foundation

17. Why Collaborate? Shared concern Pool power Overcome gridlock (“get unstuck”) Add diversity Increased ability to handle complex issues

18. Qualities of Collaborative Leaders Capacity for maturity Capacity for patience Ego control Capacity for self-reflection Capacity to handle uncertainty Tolerance for uncertainty

19. Qualities of Collaborative Leaders Capacity to see problems from others’ point of view Capacity for respectful assessment Capacity to respect others’ experience or point of view Capacity to create a safe, open, supportive environment

20. Qualities of Collaborative Leaders Capacity to communicate across organizational boundaries and with every part of community Capacity to create a shared vision Capacity for creativity Constructive conflict management Turning Point Collaborative Leadership video series http://eric-web.tc.columbia.edu/families/TWC

21. Traditional-Collaborative Leadership TraditionalCollaborative Top-down Self-governing Few make decisions Broad participation Unilateral action Guide & coordinate process Win or shift power Build relationships Linear thinking Systems thinking Programs & products Process Charisma Vision Persuasive Empathetic Group falls apart if leader leaves Group continues when leader leaves

22. Six Practices: Definitions Assessing the Environment: Understanding the context for change before you act. Creating Clarity: Defining shared values and engaging people in positive action. Building Trust: Creating safe places for developing shared purpose and action. Sharing Power and Influence: Developing synergy of people, organizations, and communities to accomplish a shared vision. Developing People: Committing to people as a key asset through coaching and mentoring. Self-Reflection: Understanding your own values, attitudes, and behaviors as they relate to your leadership style and its impact on others.

23. Hand-Washing Talking Points Learn by Hearing it Learn by Watching it Learn by Doing it