Value Added Leadership Deputy Chief Rod Covey

1. Value Added LeadershipDeputy Chief Rod Covey Port of Seattle Police Department the nation's finest port police…

3. 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

4. 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.

5. 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

6. 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.

7. 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.

8. 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?

9. 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

10. 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

11. 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?

12. 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

13. 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).

14. The Secret to Learning Leadership KNOW IT! - easy UNDERSTAND IT! - harder APPLY IT! – hardest

15. If you want to be a great leader….. $1,000,000

16. 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

17. 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

18. 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.

19. 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

20. 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

21. 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

22. “Minimal” level Organizational Performance Requirements “Optimal” level “Acceptable” level Individuals Follower A Follower B Follower C Follower D Follower E Follower N

23. “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

24. “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

25. 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.

26. 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

27. ….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).

28. 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?

29. 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.

30. 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.

31. 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

33. 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

34. 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

35. 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

36. 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.

37. Systems Model Feedback Environment Learning Change

39. Adding Value: Coaching & Mentoring

40. Adding Value: Coaching & Mentoring

41. Adding Value: Serving your people

42. Servant Leadership

43. 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.

44. Adding Value: Leading Change - breathing

45. 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

46. 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)

47. Expectancy Instrumentality Valence Expectancy Theory Behavior Reward Objective

48. Expectancy Theory E x I x V = M I CAN You WILL I DO

49. Strategies to Increase Motivation

50. 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.