Copyright © 2023. Every Officer Is A Leader. All Rights Reserved. Page: i Book Information Every Officer Is A Leader, 4th Edition Coaching Leadership, Learning, and Performance in Justice, Public Safety, and Security Organizations “Practical Knowledge and Competence Guides for all Officers and Professional Staff in Turbulent Times.” Co-Authors: Terry D. Anderson, Ph.D. Kenneth D. Gisborne, MA, CPP Patrick N. Holliday, MA Pat Lynch, Ph.D. With Forewords By: Chief (Ret’d), Jim Bueermann Past President of the Police Foundation, Washington, DC Beverley A. Busson, COM, OBC, LLB, LLD (Hon) Commissioner (Ret’d), Royal Canadian Mounted Police Contributing Authors: Ward Clapham, M.O.M. Bill Cooper, MBA, MPA Irwin Cohen, Ph.D. Ray Corrado, Ph.D. Edward Illi, MA Mitch Javidi, Ph.D. John LeDoux, EdD Anthony Normore, Ph.D. Paul Tinsley, EdD (late) John Welter, BA Angela Workman-Stark, Ph.D.
Copyright © 2023. Every Officer Is A Leader. All Rights Reserved. Page: ii A Note to the readers of the PRINTED version of this book. Throughout the book, there are hypertext links intended for the DIGITAL version of the book that provide quick access to rich content that supports key information, ideas and/or reference sources. Where there is a hypertext link without the web address specifically quoted in the text, the corresponding web address has been referenced and detailed in the Footnotes for your information and lookup reference, if desired. Extra Reading for this Skill In this book, there is a wealth of information that provides the reader with extra insights related to skills and their associated topics. This information is shown with this icon associated with that information to alert the reader that, although important and relevant, it is not required reading to understand the associated skill it is attached to, and is optional for the reader. © Copyright 2023 Every Officer Is A Leader: Terry D. Anderson, Ph.D., Kenneth D. Gisborne, MA, CPP, Patrick N. Holliday, MA, and Pat Lynch, Ph.D. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the authors. The Transforming Leadership Principles and 60 Leadership Skills framework contained in EOIAL are the copyright of Consulting Resource Group International Inc. and used with permission. No use or application outside of this book is permitted without written permission from CRG. Order this book online at www.CommandCollege.org or email your order request to: info@CommandCollege.org Published in the United States of America PRINT ISBN: 978-1-7377855-2-1 DIGITAL ISBN: 978-1-7377855-3-8 Publisher: Readiness Network, Inc., www.CommandCollege.org (919) 753-1127
Copyright © 2023. Every Officer Is A Leader. All Rights Reserved. Page: iii Table of Contents Every Officer Is A Leader, 4th Edition Coaching Leadership, Learning, and Performance in Justice, Public Safety, and Security Organizations This symbol found in the book denotes extra reading on skills and associated topics that is optional for the reader. Book Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .i Table of Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii Front Matter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 Preface to the 4th Edition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 The Ten Major Challenges of the Next Ten Years . . . . . . . . . . . . . . . . . . . . . . . . . . 8 The Purpose of this Credible Leadership-focused 4th Edition: The Professionalization of Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 What’s in it for you to read this Fourth Edition?. . . . . . . . . . . . . . . . . . . . . . . . . . 11 What’s New in this Credible Leadership-focused 4th Edition of Every Officer Is a Leader?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Overview of This Book. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Part 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19 1. Transforming Leadership and the Promise of the Leadership and Learning Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .21 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Transforming Leaders Authentically Care about Others and Bring It Forward with Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Qualities that People Want from Leaders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 The Big Five Critical Skill Sets for Transforming Leadership Success . . . . . . . . . 25 What Is the Leadership Organization and Why is it Important to Build One? . . 26 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 2. Transforming Leadership: An Introduction to the Model, Principles and Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .43 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43
Copyright © 2023. Every Officer Is A Leader. All Rights Reserved. Page: iv Transforming Leadership Examples . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 A Time for Vision in an Era of Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49 The Subtle Nature and Potency of Transforming Leadership . . . . . . . . . . . . . . . 50 The Qualities Followers Want to See in Leaders . . . . . . . . . . . . . . . . . . . . . . . . . 51 How Transforming Leadership Skills Bring Forward the Practices in The Leadership Challenge Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52 The Transforming Leadership Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53 Twelve Principles of Transforming Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . 58 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66 Part 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .69 3. The Skills of Personal Mastery . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .71 Skills Location in this Chapter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 Inner Skills of Self-Mastery for the Transforming Leader . . . . . . . . . . . . . . . . . . 74 Skill # 1 Grounding: Focusing Awareness in the Present . . . . . . . . . . . . . . . . . . . . . . . . . . 74 Skill # 2 Centering: Including Self in the Context of Events . . . . . . . . . . . . . . . . . . . . . . . . 77 Skill # 3 Beliefs Clarification and Resolution: Taking a Stance on Life’s Basic Issues . . . . 80 Skill # 4 Specifying Your Personal Purpose and Vision: A Critical Life Skill . . . . . . . . . . . . 84 Skill # 5 Identifying Your Values: Setting Priorities in Life . . . . . . . . . . . . . . . . . . . . . . . . . 87 Skill # 6 Life Planning to Provide Motivation and Balance in Life . . . . . . . . . . . . . . . . . . . 90 Skill # 7 Educational Planning: Setting Motivating Goals . . . . . . . . . . . . . . . . . . . . . . . . . 92 Skill # 8 Career Planning: Setting Motivating Goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94 Skill # 9 Time and Priority Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97 Skill # 10 Stress Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99 Skill # 11 Energy Management for Improved Health and Performance . . . . . . . . . . . . . . 102 Skill # 12 Positive Mental Attitude: The Inner Skill of the Winner . . . . . . . . . . . . . . . . . . 105 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107 4. The Skills of Interpersonal Communication and Conflict Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .109 Skills Location in this Chapter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110 What Are Interpersonal Communication Skills? . . . . . . . . . . . . . . . . . . . . . . . . . 111 Exploring the Skills of Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112 Skill # 13 Self-Disclosure: Sharing Appropriately with Others . . . . . . . . . . . . . . . . . . . . . . 112 Skill # 14 Image Management: Taking Responsibility for How You See Yourself . . . . . . 115 Skill # 15 Impression-Management: Taking Responsibility for How Others See You . . . 117 Skill # 16 Attending: Giving Undivided Attention to Others . . . . . . . . . . . . . . . . . . . . . . . 120 Skill # 17 Observing: Simply Seeing Another Person without Distorting or Judging . . . . 123 Skill # 18 Suspending Frame of Reference: The Key to the Golden Rule . . . . . . . . . . . . . 126 Skill # 19 Questioning: Appropriate Gathering of Information . . . . . . . . . . . . . . . . . . . . . 129 Skill # 20 Listening: Checking for What Others Intend to Mean . . . . . . . . . . . . . . . . . . . . 132 Skill # 21 Responding with Understanding: Getting on the Inside . . . . . . . . . . . . . . . . . . 134
Copyright © 2023. Every Officer Is A Leader. All Rights Reserved. Page: v Skill # 22 Assertiveness: Speaking Honestly and Kindly with Self-Control . . . . . . . . . . . . 136 Skill # 23 Confrontation: Telling People the Truth about Unacceptable Behavior . . . . . 141 Skill # 24 Challenging: Helping Others to See Strengths and Opportunities and Move Towards Positive Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 146 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148 5. Coaching Skills for Problem and Opportunity Management . 149 Skills Location in this Chapter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150 Skill # 25 Advanced Empathy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 155 Skill # 26 Problem Exploration: Facilitating the Exploration of Others’ External and Internal Problems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159 Skill # 27 Problem Specification: The Most Complex Skill . . . . . . . . . . . . . . . . . . . . . . . . . 163 Skill # 28 Problem Ownership: Helping Ourselves and Others Own Up . . . . . . . . . . . . . . 166 Skill # 29 Goal-Setting: Identifying Realistic and Motivating Targets . . . . . . . . . . . . . . . . 170 Skill # 30 Goal-Ownership: Securing Ownership to Get Commitment to Action . . . . . . . 172 Skill # 31 Action Planning: Exploring and Evaluating Specific Pathways for Achievement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174 Skill # 32 Implementing Action Plans: Increasing the Success Rate . . . . . . . . . . . . . . . . . 176 Skill # 33 Confrontation: Facing and Helping Others Face Self-Defeating Behaviors . . . 179 The Three Major Types of Confrontation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181 Skill # 34 Self-Sharing: Giving Others Additional Perspective with Your Own Story . . . . 183 Skill # 35 Immediacy: Helping People Get Unstuck . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185 Skill # 36 Making an Effective Referral to a Professional Helper . . . . . . . . . . . . . . . . . . . . 187 Challenges and Opportunities for Learning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189 The Value of Competency-Based Skills Training . . . . . . . . . . . . . . . . . . . . . . . . . 196 Style-Shifting Approach: a Developmental Approach. . . . . . . . . . . . . . . . . . . . . 199 Understanding Developmental Levels for Situational Effectiveness . . . . . . . . . 200 In Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 204 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 205 6. The Skills of Team and Organization Development . . . . . . . . . 209 Skills Location in this Chapter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 209 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 209 An Overview of the Consulting Role. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 213 The Consulting Process and Model. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 221 Steps in the Consulting Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 222 Twelve Skills in the Consulting Role . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 231 Skill # 37 Informal Assessment: Walking Around Talking with People . . . . . . . . . . . . . . . 232 Skill # 38 Formal Assessment: Research, Interviewing, and Reporting . . . . . . . . . . . . . . 234 General Guidelines to Use for Considering the Various Approaches to Gathering Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 237 Skill # 39 Problem-Management Facilitation: Leading Teams through Resistance to
Copyright © 2023. Every Officer Is A Leader. All Rights Reserved. Page: vi Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 238 Skill # 40 Need Clarification: Clarifying the Need for Change . . . . . . . . . . . . . . . . . . . . . . 241 Skill # 41 Readiness-Checking: Overcoming the Real Blocks to Change . . . . . . . . . . . . . . 244 Skill # 42 Values Alignment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 248 Skill # 43 Vision and Purpose Consensus-Building . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 252 The Elements of Strategic Planning: A Systems Approach to Envisioning and Problem-Solving . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 255 Skill # 44 Strategy Consensus-Building . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 259 Skill # 45 Implementation Planning: Specifying and Implementing Steps, Dates, and People to Expedite the Achievement of Goals . . . . . . . . . . . . . . . . . . . . . . 266 Skill # 46 Strategic Planning and Team Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 268 Skill # 47 Leading Teams toward Continuous Learning for Continuous Improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 271 Skill # 48 Building Accountability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 274 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 278 7. The Skills of Versatility: Style, Role and Skill-Shifting . . . . . . . .281 Skills Location in this Chapter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 281 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 282 The Impact of Leadership in Teams and Organizations . . . . . . . . . . . . . . . . . . . 284 Style-Shifting, Role-Shifting, and Skill-Shifting: Versatile Wisdom for Inducing Positive Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 284 Transforming Leadership’s Style-Shifting, Role-Shifting, and Skill-Shifting Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 286 Style-Shifting for More Effective Leadership Impact . . . . . . . . . . . . . . . . . . . . . 287 Skill # 49 Assessment of Personal Styles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 287 Skill # 50 Style-Shifting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 292 Personal Style Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 295 Role-Shifting for Greater Effectiveness and Appropriateness . . . . . . . . . . . . . 303 Skill # 51 Assessment of Roles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 303 Three Roles involved in Assessment of Roles . . . . . . . . . . . . . . . . . . . . . . . . . . . 306 Blending Coaching, Counseling and Consulting Roles . . . . . . . . . . . . . . . . . . . . 311 Skill # 52 Role-Shifting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 313 How Role-Shifting Communicates that You Value Others and Builds Positive Culture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 315 Skill-Shifting for Greater Versatility in Leadership Roles . . . . . . . . . . . . . . . . . . 318 Skill # 53 Intentionally Assessing Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 318 Skill # 54 Shifting Skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 321 Recognizing and Facilitating the Stages of Organization Development . . . . . . 324 Skill # 55 Recognition of Organization Developmental Stages . . . . . . . . . . . . . . . . . . . . . 324 Presentation and Discussion of the 5 Stages of Organization Development . . 327 Skill # 56 Facilitation of the Organization Development Stages . . . . . . . . . . . . . . . . . . . . 331 Ten Steps in the Process of Developing a Team or Organization . . . . . . . . . . . 334 Skill # 57 Formation and Facilitation of a Cross-Functional Continuous Improve-
Copyright © 2023. Every Officer Is A Leader. All Rights Reserved. Page: vii ment Team to Process Problems and Leverage Opportunities in the Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 347 Skill # 58 Assessment of Leadership Practices and Skills to Help Yourself and Others Plan for Further Leadership Development . . . . . . . . . . . . . . . . . . . . . . . . . . 352 Understanding the Planning Process in the Development of Other Leaders . . 355 What are the Tasks and Responsibilities of Effective Police Leaders, regardless of rank?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 356 Six Steps to Help Yourself and Others to Engage in the Leadership Learning Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 356 Realistic Expectations: How Quickly Can You Develop Leadership Skills Competency? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 358 Skill # 59 Coaching Other Leaders to become More Effective . . . . . . . . . . . . . . . . . . . . . 359 The Advantages of Coaching. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 361 Fundamental Assumptions about the Emerging Role of Coaching in the Workplace. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 363 Gaining Competence as a Coach. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 364 Skill # 60 Leading Environmental Scanning and Initiating Proactive Responses to Future Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 366 In Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 371 Leader Coaching, Team, and Organization Development Links and Resources 373 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 373 Transforming Leadership Prologue . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 377 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 377 Importance of Change Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 377 Law Enforcement from a Futurist’s Lens . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 378 Every Officer is a Leader . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 379 Profile of the Future Police Leader . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 381 Final Reflections . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 382 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 383 Part 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 385 PA1. Applying Ethics in Transforming Leadership . . . . . . . . . . . . . . . 387 Transforming Leadership Is Ethical Leadership . . . . . . . . . . . . . . . . . . . . . . . . . 387 The Hugh Thompson Story . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 387 The Challenges Facing Police Leadership Today . . . . . . . . . . . . . . . . . . . . . . . . . 393 Leadership Style . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 406 The Five-Step Decision-Making Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 410 Concluding Comments: The Next Challenge . . . . . . . . . . . . . . . . . . . . . . . . . . . . 412 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 414 PA2. Coaching a Leadership and Learning Organization for Continuous Improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 417 Background of the Leadership and Learning Organization Model . . . . . . . . . . 417
Copyright © 2023. Every Officer Is A Leader. All Rights Reserved. Page: viii Critical Success Factors for Implementation of the Model . . . . . . . . . . . . . . . . 417 Understanding the Nine Steps in the Process . . . . . . . . . . . . . . . . . . . . . . . . . . 419 Leaders Must Develop Competence for the CIT to Work Effectively . . . . . . . . 432 In Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 432 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 433 PA3. Community Safety and Security is Everyone’s Business . . . . . .435 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 435 Whose Job is it Anyway? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 437 Matching Police Services to Community Needs . . . . . . . . . . . . . . . . . . . . . . . . . 438 P3: Not a Bad Idea . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 439 Opportunities for Adjusting Response Dynamics . . . . . . . . . . . . . . . . . . . . . . . . 439 Standards of Service and Quality Assurance . . . . . . . . . . . . . . . . . . . . . . . . . . . 440 The Untapped Intelligence Resource . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 443 Emergency Service Response: Public fortified by Private . . . . . . . . . . . . . . . . . 446 The Training Myth . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 447 So, What Does This All Mean? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 448 PA4. Optimizing Local Responses to Current and Shifting Terrorist Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .449 Introducing the Threat . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 449 Understanding the Response to the Terrorism Threat . . . . . . . . . . . . . . . . . . . 454 The Elements of a Proactive Leadership Response to Terrorism . . . . . . . . . . . 459 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 464 PA5. Putting Skills into Action: Creating the Inclusive Workplace .465 Into the Eye of the Storm . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 465 The Inclusive Workplace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 466 Why Inclusion Matters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 466 Continuous Improvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 467 Increased legitimacy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 467 The Inclusion Continuum . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 468 Exclusive or Inactive Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 469 Reactive Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 469 Proactive Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 469 Progressive Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 470 Inclusive Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 471 Asking the Tough Questions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 471 Leaders Go First . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 472 Actions Matter Most . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 474 Concluding Thoughts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 475 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 475 PA6. Shared Leadership in Action: Transforming Leadership at the Richmond Detachment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .477
Copyright © 2023. Every Officer Is A Leader. All Rights Reserved. Page: ix Taking the Quantum Leap . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 477 Change or Be Changed . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 478 Ten Guiding Leadership Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 478 Our Further Expansion of these Principles so that they Apply to Policing . . . . 481 Our World is Fast-Paced, Complex, and Unpredictable: Stay on the Pro-active Edge . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 482 We Must be Fast, Flexible, Responsive, Resilient, and Creative to Survive . . . 483 From Management to Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 485 The Power of the Inside-Out Approach of Transforming Leadership . . . . . . . . 487 Coaching and Mentoring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 499 The Keys to Execution . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 500 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 500 PA7. Continuous Improvement Teams for Police and Law Enforcement Agencies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 501 A Testimonial of Implementation and Success . . . . . . . . . . . . . . . . . . . . . . . . . . 501 Leaders Test Drive Continuous Improvement Before Implementing it Organization-Wide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 502 Hope for Positive Organizational Change Becomes Contagious . . . . . . . . . . . . 503 Continuous Improvement Test Drive Workshop Results in OrganizationWide Adoption . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 504 Servant Leadership Builds Teams and Organizational Performance . . . . . . . . 505 Skilled Leaders are Required to Lead Continuous Improvement Teams . . . . . 506 Learning from Launching a Continuous Improvement Team . . . . . . . . . . . . . . 506 The Productivity and Morale of a Continuous Improvement Team Sold Itself to Staff of All Ranks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 507 Practical Evidence Validates the Continuous Improvement Team . . . . . . . . . . 508 Recognition from ‘On High’ of the Value of Continuous Improvement . . . . . . 509 Maintaining a Continuous Improvement Culture Ensures Greater Success . . 511 PA8. Lean Six Sigma for Law Enforcement . . . . . . . . . . . . . . . . . . . . . . . 513 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 513 The Concepts and Tools of Lean Six Sigma . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 515 Part 4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 525 Appendix A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 527 Appendix B . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 531 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 531 Leadership Tasks and Responsibilities for Police, Justice and Public Safety . . 532 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 533 Appendix C . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 535 POPR Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 535 Best Practice Dimension . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 536
Copyright © 2023. Every Officer Is A Leader. All Rights Reserved. Page: x Assessment Scale . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 537 Totaling Your Organization Scores . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 546 Graphic Presentation of Your Scores . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 547 Where Are Your “Spikes” and “Flats”?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 548 What Are Your Next Steps?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 549 Other Comments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 549 Book Contributors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .551 Primary Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 551 Contributing Authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 555 Acknowledgments for the 4th Edition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 561 Dedications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 565 Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .569
Copyright © 2023. Every Officer Is A Leader. All Rights Reserved. Page: 1 of 582 Front Matter Every Officer Is A Leader, 4th Edition Coaching Leadership, Learning, and Performance in Justice, Public Safety, and Security Organizations 1 Forewords 1.1 by Chief Jim Bueermann (Ret’d) Former Past President, The Police Foundation, Washington, DC Policing in America doesn’t have as many constants as people think. Sure, there’s always a degree of crime and disorder (of course it’s ever changing). And the police are always there to address crime (but their tactics change). The one thing we can count on in policing is that change in society – where the police do their work – is constant and unrelenting. Similarly, the need for purposeful, ethically based, and constantly evolving policing leadership is also constant and unrelenting. In a time when the terms “police violence,” “police legitimacy,” “procedural justice” and “trust and confidence in the police” have become commonplace this need has never been greater. The rate and nature of change we are now witnessing demand transformational leadership at every level of our policing organizations. I’m not talking about positional leadership (e.g. sergeant, lieutenant, chief or sheriff). Instead, I’m referring to the compelling need for leadership that is framed, in an almost spiritual way, by the true purpose of policing – controlling crime in a just and rightful way that is consistent with the values espoused in our Constitution. This is why Every Officer is a Leader is so important and should be standard issue to every peace officer in the U.S. Every Officer is a Leader acknowledges that every man and woman who puts on the badge of their community’s policing organization must, in fact, be a leader. Whether that’s leading a police organization, assuming command at the scene of a critical incident, helping one’s peers do the “right thing” or “leading” a young
Copyright © 2023. Every Officer Is A Leader. All Rights Reserved. Page: 2 of 582 person by helping them avoid drugs, gangs or criminality. Most cops I know are not enthusiastic about being referred to as social workers. But, by definition, that’s what they are. Like it or not, society has decided (perhaps “allowed” is a more accurate term) that police officers are going to be America’s first responders to not just crime or critical incidents but also to homelessness, mental illness, drug addiction, etc, “Social agents” may be a better descriptive of where cops find themselves now and what we expect of them. Doing their best to manage some of the most tragic and heartbreaking situations we can imagine, police officers are the frequently the first, and maybe the only, face of government that people in dire circumstances encounter. The way the first responding officer or deputy treats these people will frequently dictate the outcomes they experience and enhance, or diminish, our individual and collective sense of legitimacy in the police. Accordingly, we need a higher, more expansive view of the leadership obligations – and requirements – for the position policing now assumes. And that’s exactly what Every Officer is a Leader is about. This book is a comprehensive and practical guide to the higher, professional level of leadership policing needs now. This Fourth Edition builds on the strengths of the Third Edition and adds contemporary themes such as a focus on the future and the importance of innovation and continuous improvement. Leadership development in policing should be as much about tomorrow’s opportunities and threats as it is today’s. What is extraordinary about this book is that it has become a research, competency and video-based online course titled, Credible Leadership, that is available to any officer or professional staff on the planet through the International Academy of Public Safety. It is also a part of a series of courses that enable officers of all ranks and support staff to fully develop professional leadership capacity from hire to retire. The skills in this book are the missing links in almost all previous leadership training courses. Every Officer is a Leader is invaluable in helping agencies develop tomorrow’s leaders by providing tools with which they can anticipate – and perhaps influence – an increasingly uncertain future. Perhaps, if they are truly committed to developing every one of their officers as leaders, this is the greatest gift policing leaders can give their communities. To paraphrase an old Greek proverb: “a policing agency will grow great when its elders plant trees (i.e., develop its future leaders) under whose shade they know they shall never sit.” 1.2 by Beverley A. Busson, CM, COM, OBC, LLB, LLD (Hon), Commissioner (Ret’d), Royal Canadian Mounted Police It is a great honor as well as a privilege to have the opportunity to offer my thoughts about leadership in a justice, public safety, police, and security context.
Copyright © 2023. Every Officer Is A Leader. All Rights Reserved. Page: 3 of 582 As learning organizations, our public service agencies must continue to evolve and respond to both the current and future needs of those we serve. We need to continue to develop the foundation of trust that we enjoy from the citizens of our communities. As we further enhance our competencies and credibility, I believe we will continue to receive and build public trust. The new millennium has brought a great deal of positive change to our society. With this, we also face a number of unique challenges brought on by the expansion and globalization of organized crime and terrorism, along with many concerns connected to violent crime and how it is affecting us at all ages. Although we must continue to professionally enforce the law, this is only one component of the equation. Citizens are clamoring for dynamic leadership in public safety to an unparalleled degree. Now, more than ever, they have high expectations that public safety leaders must be accountable as positive forces in maintaining and enhancing safety in their communities. They want leaders to be champions of public safety, catalysts for positive change, and innovative problem-solvers. Community members expect us to address the issues that will have significant impact on their lives. The designation of “peace officer,” in addition to “law enforcement officer,” reflects a commitment to champion public safety in a pro-active way. In essence, law enforcement, although necessary, must be the last resort when all the other opportunities to deal with problematic situations have failed. Therefore, a critical need is for leaders to become better equipped to mentor, coach, and develop other leaders, both within their agencies and in their communities. Developing this essential kind of leadership will enhance our collective abilities to be more effective, in partnership with other community leaders. In this way, we will create future-oriented solutions to complex, emerging problems. The primary purpose of this book is to provide resources that will enable us to lead the way in this endeavor. This book is also a practical handbook that can prepare leaders to offer the support, assistance, knowledge, skills, and tools to address critical community issues on local, national, and international levels. In this way, we can be advantageously pro-active as dynamic providers of justice, public safety, police, and security services by learning to identify and address the causes and not just the fallout of social dysfunction. This book truly offers a vision of hope—and a challenge and an opportunity—to redefine our work as leaders in the 21st Century as architects and catalysts of social transformation.
Copyright © 2023. Every Officer Is A Leader. All Rights Reserved. Page: 4 of 582 2 Who Should Read this Book? Current and aspiring justice, public safety, and private security leaders should read this book. They may be from organizations that include the following: Police and Law Enforcement Agencies Homeland Security Military Regulatory Agencies Public Service Agencies (fire, ambulance) Private Security Agencies Correctional Agencies Corporate and Governmental Security Departments Universities, Colleges, and Justice Institutes City Managers, Mayors and Council Members This book is intended for a diverse readership. A rich composite of competencies is needed by the wide range of professional leaders who will read this book. The reader should expect to find examples of various concepts and skills from a variety of working environments. These include business, education, health, social services, criminal justice, and government, because police and other justice and public safety leaders find themselves interfacing with—and learning from—all these areas, where leadership is applied daily. For the first time that we know of in history it is possible that everyone who works in an agency will have a foundational understanding and agreement about what leadership is, and how it can be developed. Along with the publication of this 4th Edition of this book, we are publishing the 1st Edition of, “Every Fire-Rescue Professional is a Leader: A Practical Guide for Individual, Team, and Organization Development” to serve the leadership development needs of Fire and Rescue Professionals. 3 The Structure of This Book The following is a summary of the contents of the book. Front Matter Forewords by Jim Bueermann and Beverley Busson Preface Table of Contents Part 1 – Introduction Chapter 1: Transforming Leadership Builds The Leadership and Learning Organization Chapter 2: Transforming Leadership: The Model and Principles
Copyright © 2023. Every Officer Is A Leader. All Rights Reserved. Page: 5 of 582 Part 2 – Transforming Leadership Skills Chapter 3: The Skills of Personal Mastery Chapter 4: The Skills of Interpersonal Communication and Conflict Management Chapter 5: Coaching Skills for Problem and Opportunity Management Chapter 6: The Skills of Team and Organization Development Chapter 7: The Skills of Versatility in Style-Shifting, Role-Shifting and SkillShifting Prologue: Police Leadership from a Futurist Viewpoint Part 3 – Practical Applications (PA) for Transforming Leadership Chapter PA1: The Skill of Applying Ethics in Transforming Leadership Chapter PA2: Practical Application 1: Coaching a Leadership and Learning Organization for Continuous Improvement Chapter PA3: Practical Application 2: Community Safety and Security is Everyone’s Business Chapter PA4: Practical Application 4: Optimizing Local Responses to Current and Shifting Terrorist Trends Chapter PA5: Putting Skills into Action: Creating the Inclusive Workplace Chapter PA6: Practical Application 6: Shared Leadership in Action – Practical Applications of Transforming Leadership at the Richmond Detachment Chapter PA7: Practical Application 7: Continuous Improvement Teams for Police and Law Enforcement Agencies Chapter PA8: Practical Application 8: Lean Six Sigma for Law Enforcement Part 4 - Appendices and End Matter Appendix A: Skills Master Assessment Guide Appendix B: MAGNUS Star Performance and Credible Leadership Appendix C: Police Organizational Performance Review (POPR) Assessment Book Contributors: Primary and Contributing Authors, Acknowledgments, and Dedications Index Extra Reading for this Skill The following information will provide additional context about why there is a 4th Edition of this book, what is new in the 4th Edition, and additional contextual information. It is not necessary to read this additional information to under-
Copyright © 2023. Every Officer Is A Leader. All Rights Reserved. Page: 6 of 582 stand the concepts of the book, but it provides additional depth of information for those who are interested. Preface to the 4th Edition Einstein said: If you can’t explain it simply – you don’t understand it well enough.” This 4th Edition is an effort to explain leadership more simply and clearly than in previous editions. We have added four important features to each of the 60 skills that are necessary for effective leadership: 1. What is This Skill: A brief explanation of what each skill is 2. Leadership Skill in Action: Examples of how each skill is applied in practical terms 3. Behavioral Indicators: Behaviors that further elucidate that a skill is being performed 4. Suggestions for Developing or Enhancing Your Proficiency in Each Skill The Rate of Change is Changing -- and VUCA is on the Increase Since our previous Edition of this book, especially since COVID-19, major changes have occurred at every level of our society. These changes require that leaders be even more prepared than ever before to lead change, and adapt to an even more VUCA (volatile, unpredictable, uncertain and ambiguous) environment, and do it with dignity and poise. Since COVID-19 I have talked with so many people who are feeling overwhelmed, at a loss, having lost a sense of freedom, income, and security – and most of us are feeling the impact of relationship distancing at all levels. Zoom came into our homes, we fill our gas tanks once a month (instead of once a week), walk into the grocery store looking like bandits with masks on, and can’t hang out with our friends, kids or grandkids like we used to before COVID. Even though we have seen the flu in many forms in the past, this one appears to be a big wakeup call at many levels: Too many people crowded into too many spaces all over the globe with too many animals transmitting more and more deadly diseases. Even though it is unlikely that it will happen, we know with less certainty than in 2019 if the person we are talking could kill us, or we might kill them because, even if we have been tested, we still don’t know for sure if we are carriers of the virus...or another virus such as Omicron that appears to be more serious at the time of writing this Edition of our book. The media, and the laws in various jurisdictions, have embedded a new social consciousness into our minds with the realization that our individual behavior could negatively impact hundreds, or even thousands of people with serious illness or death if we suddenly realize that we have been a “spreader”.
Copyright © 2023. Every Officer Is A Leader. All Rights Reserved. Page: 7 of 582 Perhaps never before have people all over our planet been so connected and focused on one single issue for the protection and benefit of everyone. This can all have an unintended consequence of everyone potentially having to work together to ameliorate not only this problem, but other problems as well. An optimistic perspective is that if that level of collaboration occurs what we will learn can be applied to all other problems. The co-authors of this book believe that now we have an opportunity to transfer this new consciousness that we can and must work together to solve and prevent problems so that we learn at the same time to address the other imminent issues more effectively together, such as: Climate change Artificial intelligence Biotechnology risk Ecological collapse Molecular nanotechnology Nuclear holocaust Overpopulation Global pandemic https://tinyurl.com/2yveepsx
Copyright © 2023. Every Officer Is A Leader. All Rights Reserved. Page: 8 of 582 This time in global history can be unique: Unlike previous eras in history it could be true that we can (and even must) work together to become more effective communicators, problem-solvers, decision-makers, team leaders and organizational and community change agents for the greater good. We believe this book and its accompanying courses will help you to prepare for what lies ahead. The skills you will learn in this book will be important catalysts for wellness in your personal and home life as well. If you are reading this book, you may be enrolled in a Credible Leadership course, or you are thinking about enrolling in it. If you are not enrolled yet, we are extremely pleased that for the first time in history anyone who wants to become a better leader in justice and public safety settings can access training online. See https://CommandCollege.org for the full range of courses, including university transfer options. Perhaps our greatest challenge in the next 10 years is that leaders must establish the links necessary for proper coordination of effort among all public safety agencies, locally, regionally, nationally and internationally. In addition, leaders must nurture the personal relationships with other agencies’ leaders and the community that allow seamless cooperation...before crises occur (for planning purposes) and during times of crisis. The recent events in history demand that we pay attention to these issues. The Ten Major Challenges of the Next Ten Years Confidential studies conducted by several large public safety agencies revealed the following major challenges that this book addresses: 1. How to motivate the thousands of front-line staff with more than 15 years of service. 2. How to prepare for the loss of thousands of highly experienced leaders and transfer their wisdom to those who have less experience. 3. How to attract and deal with the high expectations and demands of the next generations that are entering the force when recent events have engendered strong public concern over some police actions. 4. How to ensure that technology facilitates and does not frustrate those required to seek e-learning opportunities and other technologies such as body cams and richer data-based intelligence. 5. How to attract and prepare the next generation of leaders before they take on leadership responsibilities. 6. How to accomplish more in times of financial restraint or re-purposing of agencies’ roles. 7. How to earn more public trust and legitimacy.
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