BCCO PCT #4 PowerPoint

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

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 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 CERTIFIEDINSTRUCTOR

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

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

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

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. GOOD LEADERSHIP Continued 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.

11. GOOD LEADERSHIP - Continued 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 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. 1701.352 Continuing Education Programs B. 1701.354 Continuing Education for Constables and Deputy Constables Refer to your participant handout

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

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

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

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

19. 1.3 Legislative Changes Refer to your participant handout

20. Questions?

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

22. 1.4 Define Leadership 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. Group #1 identifies management’s expectations. 2. Group #2 identifies the first-line supervisor’s concept of the role. 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. Set the example 2. Shift from doing the work to getting it done through others 3. Support department policies and procedures 4. Stay cool under pressure Delegation Set the Standard

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

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

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

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

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

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

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

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

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

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

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

37. 2.1.E. Supervisor/Leaders Role Achieving Results – Cont’d 5. Peergrouprelationships 6. Your relationshipswith your superiors

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

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

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

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

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

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

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

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

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

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

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

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

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