Transcript CAPSTONE COURSE

CAPSTONE COURSE
Class Study Guide
Most Common
Reasons Officers get
in Trouble
• Greed
• Anger
• Lust
• Peer Pressure
3 Ways to Reduce
Risk
System, Customer Service and Accountability
1) Systems:
Policies and procedures that are continuously
TRAINED and TESTED ON.
• A) The DUI Rule:
- Design, Updated and Implemented
B) Why we don’t take systems seriously:
– Arrogance: Rules don’t apply to me.
– Ignorance: I have no idea what the rules
are.
– Complacency: I’ve always done it this way
System, Customer Service and Accountability
• 2) Customer Service: In Law Enforcement our goal
should be to create local customers not just customer
satisfaction. A loyal customer will remember you and
your agency in a jury room or a budget hearing.
A) Get this done right the first time
B) Treat people right at the time
C) Add in the WOW factor whenever possible.
• 3) Accountability: Be ethical or lose integrity, public trust
and subsequently everything. Accountability starts at the
top, so refuse to be mediocre.
“The major cause of a lack of integrity in America’s Law
Enforcement Officers is mediocrity.”
-Cmdr Russ Swope, D.C. Police
Leadership Test:
• Am I doing the right thing
• At the right time
• In the right way
• For the right reasons
John C. Maxwell 5
Levels of Leadership
• 1) Position–(Rights) People follow you because
they have to
• 2) Permission – (Relationships) People follow
you because they want to
• 3) Production – (Results) People follow you
because of what you have done for the
organization
• 4) People Development – (Reproduction) People
follow you because of what you have done for
them
• 5) Pinnacle – (Respect) People follow you
because of who you are and what you
represent.
8 Universal Laws of
Leadership
• 1) Maintain Absolute Integrity
(Keep your word, Choose the harder right
over the easier wrong, Guard your principles, do
the right thing)
• 2) Know your Stuff
(Know your people, Learn from the bottom
up, learn from every experience and Learn from
your subordinates and NEVER stop learning)
• 3) Declare Your Expectations
(Make your expectations clear and
compelling, Develop a Plan, Promote your
Expectations, Implement your Plan, Listen to
Feedback and adjust your strategy, Be Faithful
to your Expectations)
• 4) Show Uncommon Commitment
(Meet your follows face to face, make a
public commitment, keep going when the going
gets rough, think outside the box…, Accept the
risk that goes with your commitment)
• 5) Expect Positive Results
(Develop your self confidence, Become a
positive thinker, Visualize the results you want to
achieve and Maintain your Enthusiasm)
• 6) Take Care of your People
(Be the leader when things go wrong, Give
your peoples needs the priority, Really Care,
Take Responsibility and Share the Gains)
• 7) Put Duty Before Self
(Focus on the mission, Rejoice in the success
of others, Consider yourself Last, Share the
Pain, Demonstrate High Moral Courage)
• 8) Get out front
(Go where the action is {but don’t go first},
Set the example, Be willing to do anything you
ask others to do, take charge when necessary
and Be an up front leader)
Differences between
Managers and Leaders
• Managers
• -Administer, copy, maintain, focus on
systems, rely on control, short view
• -Bottom Line View, imitate, accept
status quo, do things right
• Leaders
• -Innovate, originals, develop, focus on
people, inspire trust, long view
• -Horizon View, Originates, Challenge
status quo, Do the right things
Management Leaders
Mistakes
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1) Lack of personal discipline
2) Poor time management
3) Failure to have a vision of projects
4) No goals
5) Being too strict or too lenient
6) Poor uniformed judgment
7) Lack of communication skills
8) Lack of organizational skills
Ways to Avoid and
Reduce Stress
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1) Make a decision
2) Don’t take it personally
3) Don’t give it more value than it deserves
4) Clear your mind at night
5) Do something mindless (cut the grass)
6) Choose to be better or you’ll be bitter.
7) Winners make choices…. Losers take
chances
Liability Issues for
Management
• Negligent Appointment or Hiring: Failure to
safeguard against a person clearly unfit to be an
officer by not appropriately screening candidates
or hiring someone known to be unfit.
• Negligent Retention: Failure to discipline or
terminate an employee found unsuitable for law
enforcement or failure to address “problem
officers”.
• Negligent Assignment: Failure to remove an
unfit employee from a sensitive position or
assigning him/her to a position that they are unfit
for.
• Negligent supervision: Failure to supervise
subordinates whose actions may lead to a
violation of Section 1983 by Federal Law
• Failure to direct: Failure to inform employees of
specific requirements and limitations of job.
• Negligent Entrustment: Failure to control or
supervise employee’s use of equipment or
facilities to which the employee has access.
• Negligent Training: Failure to adequately train
an employee in the skills and expertise expected
of an officer
Evaluating Decisions
• - Are they consistent with agency
mission?
• - Are they legal, ethical, practical and
cost effective
• - Are they acceptable with those who
will implement the decision?
• - Are there local political or attitudinal
constraints that might impede on the
decision?
Six Step Method for
Successful
Discipline/Discharge
1) Show employee was adequately trained
2) Show that employee received adequate
supervision and had suitable equipment
3) Show employee’s performance was
judged against a reasonable job standard
4) Show that the employee knew the
standards
5) Show a direction of progressive discipline
and retraining
6) Show that the disciplinary actions were
the results of lack of performance
Essentials that Employees
Want (All 7)
• 1) To be assigned interesting and
challenging work
• 2) Kept informed about work related
subjects
• 3) Recognized for their efforts
• 4) Respected for their skills
• 5) Think for themselves
• 6) Have their ideas listened to and
considered
• 7) Empowered to do a good job
Sexual Harassment/Hostile
Work
Environment/Reasonable
Woman Standard/Questions
for Victims
Causes of Agency
Stagnations
• 1) Top Brass out of touch with current crime
trends, training, personnel management.
• 2) Leadership unwilling to experiment with new
programs, better training, new techniques.
• 3) Leadership demands greater conformity from
its employees. They should remain out of sight,
no public statements, no personal publicity.
• 4) Agency develops a “Bunker Mentality” of us
versus them.
• 5) Managers and staff do little self-development.
Maintaining Good Media
Relations
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1) Never Ever Lie
2) Never use “No Comment”
3) Don’t play games with Deadlines
4) Don’t play favorites
5) Use Press Conferences only for IMPORTANT
issues
6) Make Experts available to the Press
7) Take Great Care in selecting a PIO
8) Counsel your Boss (Can’t control them, so
educate them)
9) Meet regularly with Editors, Publishers and
Assignment Editors
10) If you Blow it, Admit it with class and
Apologize.
Sexual Harassment/
Hostile Work Environment/
Reasonable Woman
Standard/
Questions for Victims
Sexual Harassment
Hostile Work Environment
(215-220)
Reasonable Woman
Standard
Questions for Victims
Conduct is explicit or
implied condition of
employment before
hiring.
-How Often/ Frequency?
Discriminatory Conduct
Must Be:
-Based on Sex
1) Who Harassed?
2) What Specifically?
3) When did they and how
many times?
Used as a basis for
employment after
hiring
-How Severe?
-Conduct must be
Pervasive, no insolated
4) Where did it occur?
5) Witnesses?
Interferes with work
-Threatening/ Humiliated?
performance or creates
an intimidating or
-Isolated Incident
hostile work
environment
-Demonstrate that the
conduct would affect a
“Reasonable Woman” as
seen through the woman’s
eye, not a man’s.
6) Whom did you tell?
Determined by person
affected
(Andrews –v- City of
Philadelphia, 1990)
9) What do you want done?
-Interferes with job
performance?
(Harris vs Forklift)
7) Who else effected?
8) Your response?
10) Do you need
counseling or assistance?