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Leadership: A personal reflection

Leadership: A personal reflection. Jim Dale. Core Theme. “If you want to understand today you have to search yesterday” Pearl Buck. Outline of Presentation. 3 Case Studies: The Commissioner’s PLUS programme and ‘A Force for Change’

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Leadership: A personal reflection

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  1. Transforming Customer Experience Leadership:A personal reflection Jim Dale

  2. Core Theme “If you want to understand today you have to search yesterday” Pearl Buck

  3. Outline of Presentation 3 Case Studies: • The Commissioner’s PLUS programme and ‘A Force for Change’ • Creating a local, consistent and resilient policing service in Sussex • Closing the Gap: Developing a Service that is ‘fit for purpose’ Lots of lessons learnt Questions / Discussion

  4. Commissioner’s PLUS ProgrammeTransition from a force to a service • 1989 commissioned Wolff Olins: Findings: • No common sense of purpose • Cellotape culture • Divided organisation • Struggling to manage • A ‘wary’ force • A breed apart • Poor internal and external communications

  5. Learning Points • Culture (“the way we do things around here”) is deep rooted. Fine words and neat policies will never be sufficient. • Top level, passionate, relentless leadership is critical. Leaders “walk the talk” • Good leaders ‘simplify’, ‘simplify’, ‘simplify’ • Vision, mission and values are critical. But if the person who is meant to deliver them doesn’t know what they are - you have a problem. • Dispel the myth: ‘We are not different’. We can and must learn from others. Learn to ‘borrow with pride’ • Change only occurs when the forces for change exceed those resisting change Richard Beckhard

  6. Mission, Vision and Values • Mission: What are we here to do • Vision: Where do we want to be • Values: Principles, standards or qualities considered to be worthwhile “Who remembers Alexander the Average”

  7. Case Study 2: Sussex Police Force Restructuring and Citizen Focus • Public dissatisfaction. The strategic direction was on being ‘smaller’ ‘better’ and ‘different’ when the public wanted more bobbies on the beat police and police stations to stay open (or for longer). Reducing crime and increasing detections will not convince citizens when they see graffiti, vandalism or do not feel safe • Stigmatised by the HMIC as ‘probably the worst performing force in the county’ • Shooting of James Ashley • Boundaries were not coterminous with local authority partners • Home Secretary’s intervention to remove Chief Constable • Improvements through centralised call handling had yet to bed in.

  8. What was achieved • Police stations opened for longer • Coterminous boundaries • Integrated local teams reporting to the District and Borough Commander - the local police chief • Strong performance regime and accountability • Creation of key opinion formers database • Improved communications • Embrace the ‘extended police family’ • Integration with the Home Office Neighbourhood Policing Model (part of the Citizen Focus Agenda)

  9. Lessons Learnt • Senior leaders specify the ‘tramlines’ within the strategic vision. Junior managers empowered to achieve results. Tight on the ‘what’ but ‘loose’ on the ‘how’ • Inspire confidence: I believe that “effective policing will make a significant difference to the quality of people’s lives” • Move from a blame culture to a knowledge management approach – trust and support • The pace of change must be relentless. There is no static state – if your not moving forwards you are moving backwards! • Create ‘quick wins’ and ‘freeze’ the new way of working • Kurt Lewin’s 3 stage model: unfreezing, moving & refreezing • “Catch people doing things right” Blanchard & Johnson

  10. The Challenge for Police Leaders • Current Structure of policing ‘not fit for purpose’. 43 forces ranging from 35000 to 1000 officers • Proposed mergers collapsed • No clear consensus (yet) within the Service regarding a ‘way forward’ • Policing paradox ‘strengthen local policing’ while at the same time invest more in ‘protective service’ provision • Funding squeeze

  11. To conclude • Learn: “Failure is the opportunity to begin again more intelligently”Henry Ford • Create Vision: “The best way to predict the future is to create it”Peter Drucker • Simplify:“Genius is the ability to reduce the complicated to the simple”C W Ceran • Insist on Unity: “If everyone is moving together, then success takes care of itself” Henry Ford • Energy: “The speed of the boss is the speed of the team” Lee Iacocca

  12. Thank you……. For further information, please contact: Jim Dale Email: james.dale@btinternet.com Tel: 07771 806185

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