LEADERS AND LEADERSHIP: WHAT DO PEOPLE SEE WHEN THEY SEE YOU COMING Presented by Anthony B.
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LEADERS AND LEADERSHIP: WHAT DO PEOPLE SEE WHEN THEY SEE YOU COMING Presented by Anthony B. Purcell Assistant Vice President and Chief of Police University of Alabama at Birmingham May 17, 2013 LEADERSHIP How would you complete this sentence? Leadership is… LEADERSHIP The achievement of organizational and unit goals, objectives, and missions. It involves moving a group of employees in the proper direction to achieve these desired outcomes. At times, this means influencing others to do what they otherwise would not do. LEADERSHIP This means that all of us are Leading or Influencing in some areas while in other areas we are being lead or influenced. Lead Yourself Exceptionally Well Lighten Your Leader’s Load Be Willing To Do What Others Won’t Do More Than Manage----Lead! [The 360 Degree Leader, Maxwell] LEADERSHIP We never know who or how much we influence. It is a mysterious thing we call influence. Everyone of us continually exerts influence… either to heal, to bless, to leave a mark of beauty… or to wound, to hurt, to poison, or to stain other lives. LEADERSHIP The best investment in the future is a proper influence today. The issue is not whether you will influence someone. “What needs to be settled is what kind of an influence you will be.” LEADERS and LEADERSHIP Know the difference between managing and leading: Process of assuring that the program and objectives of the organization are implemented. Remember: Leaders cast vision and motivate people! Important to remember, people don’t want to be managed, they want to be led! Managing versus Leading Knowing how to do a job is the accomplishment of labor. Showing others is the accomplishment of a teacher. Making sure the work is done by others is the accomplishment of a manager. Inspiring others to do better work is the accomplishment of a leader. UAB Police Department Vision and Mission Statements Vision Statement “This Department will be the vanguard of safety for our University community by: doing anything for anybody at anytime!” UAB Police Department Vision and Mission Statements Mission Statement “To provide high quality accessible service to the University community that helps foster safety and security on campus by being responsive to the changing needs of our customers.” Measurement of Success “The test of police efficiency is the absence of crime and disorder, not the visible evidence of police action in dealing with it.” (Sir Robert Peel, 1899) As leaders, the true measure of our success is engrained in the above statement. LEADERS and LEADERSHIP Organizations evaluate leaders by seven criteria: Business literacy – do you know the territory People skills – capacity to connect and engage Conceptual skills – understanding paradoxes and complexities Track record – Job history Taste – capacity to judge others in relation to the other six characteristics LEADERS and LEADERSHIP Organizations evaluate leaders by seven criteria (continued): Judgment – Handling strategic implications and consequences of any decision and what you take into account in making any decision, especially the tough ones. Character – Is this a person I can trust? (Success Strategies, Dr. Warren Bennis) LEADERS and LEADERSHIP Four Very Important Thoughts!! “Think like your boss’s boss” “Effective leadership is the only competitive advantage that will endure. That’s because leadership has two sides: (a) what a person is – character, and (b) what a person does – competence “Did you care enough to ask the question” “What do people think when they see you coming”? [Note: It is the other person’s perspective that counts!] LEADERS and ACCOUNTABILITY Defined As: Responsible – ability to answer for one’s acts or decisions Answerable – subject to taking blame or responsibility; capable of being refuted Explicable – capable of being explained Ownership – acknowledge Transparent – readily understood, clear LEADERS and LEADERSHIP Your microphone is always on! We do not have the same starting points, nor do we run/learn at the same pace! We do not speak the same language, even if we all speak English! What is insignificant to you can be extremely significant to someone else! If someone else can make the decisions---let him/her! If you don’t have to make a decision---don’t! [Stephen M. Gower] LEADERS and LEADERSHIP Leadership is about “risk-takers”! Always remember that “Serving the Public First” is our most important goal. Leadership is about coaching – select the right players, let them play, and know when to take them off the field. Success comes from failures: “Both come from risk-taking.” LEADERS AND LEADERSHIP Coping with Change and Adversity (Problem-Solving Skills) Wake up with an attitude of gratitude – Yesterday is history; tomorrow is a mystery; today is a gift; that’s why it is called the ‘present’. (Eleanor Roosevelt) Don’t take everything personally – When a crisis emerges, start moving in the direction of solving it. (Dr. Roberta R. Greene) [Caution: Beware of anger---if you are an anger person, you are not in control of your life.] Challenge yourself everyday – Challenge yourself to be resilient---a resilient person takes responsibility and says, “How I respond to this is what counts”! LEADERS and LEADERSHIP Reinvent Yourself Daily: (ProblemSolving Skills) Develop a moral compass by which to live Take responsibility for your actions Recognize the value of friendship and how to be a good friend Be honest Deal with guilt Know the importance of optimism Understand the value of faith LEADERS and LEADERSHIP Reduce your expectations of others: (ProblemSolving Skills) Reduce your expectations of others while increasing your own expectations Think positive; not negative Write your goals and create a plan to achieve them Be animated; move towards your goals Persistence is essential; never stop learning Stay focused; avoid being distracted by other people and their plans for you Create paths; don’t always follow the trails made by others; be a risk taker Motivate yourself and those around you; you don’t need rank to lead! LEADERS and LEADERSHIP • • • • • • • • Continue to make good choices (Problem-Solving Skills) Choose to be well! Holistic wellness includes, but is not limited to: Spiritual Familial Personal Occupational Financial Nutritional Physical Emotional Note: Remember, the reason people are working is to achieve their personal goals. LEADERS and LEADERSHIP Start accepting reality (Problem-Solving Skills) Challenge – understand the changing nature of your work and develop excellent work habits Choice – we become a product of the choices we make in life Change – encourage others to welcome and accept change and mentor those around you Courage – be a person with vision and celebrate the success of others Control – speak honorably about your organization and fellow workers Commitment – commit yourself to excellence in all that you do LEADERS and LEADERSHIP Accept change and adapt quickly (ProblemSolving Skills) Coping with change: • don’t take it personally • go with the flow • don’t go it alone • don’t focus on the negative • break it up in smaller segments • learn from it • balance your life---to control the change YOU can control • know it will end! (this too shall pass) [Note: Leaders must occasionally consider changing what they do, rather than merely changing the way they do what they have always done! [Dr. James T. Reese] LEADERS and LEADERSHIP Be HUMBLE H-Honesty (admit mistakes and tell the truth) U-Universe (ability to see that there’s something greater than yourself) M-Modesty (support others/lift them up) B-Belief (strong convictions and a vision to move an organization forward) L-Listening (critical to success) E-Empathy (understanding and anticipating how other people will feel) [Success Strategies, Diane Amundson] LEADERS and LEADERSHIP Ethical behavior and personal integrity are essential components of success in any profession, especially law enforcement. It is virtually impossible to excel in a leadership role without understanding that the main ingredients of successful leadership are visions and decisions. Decisions must necessarily follow visions or nothing is gained. [Dr. James T. Reese] LEADERS and LEADERSHIP Focusing on the “where” of your life is more important than anything else Most people do not take the time to find out who they are, therefore they run through life in a constant state of internal confusion and they don’t even know why they are confused. You need to define who you are, and more importantly you need to define where you want to be. When you define yourself, your life, and “the where,” you gain tremendous power over daily obstacles. (Success Strategies, Roger G. Williams) LEADERS and LEADERSHIP The F.I.V.E.-O Model (Principle Values) F- Faith: Believe in yourself and something larger than you. I – Identification: If I cannot identify with you I may not emulate your behavior. V – Value: Either intrinsic or financial value, you make decisions based upon what you value. E – Exposure: To know something exists O – Opportunity: To have a positive chance to try, believing that you continue to act in ways that result in success. (Success Strategies, Eric L. Evans) LEADERS and LEADERSHIP The mind must hold something—replace negative thoughts with gratitude! Take responsibility Turn to your allies Do not believe everything you think Create an arsenal of resources (facts are powerful) Celebrate incrementally: What do I do! What do I drop! What do I delegate! LEADERS and LEADERSHIP Let’s Go Clogging! Care for yourself Laugh at yourself Obligate yourself to volunteering Go into the gain forest Gather around yourself positive people Inoculate yourself against excessive expectations Navigate yourself through wasteland thinking Go for it! [Stephen M. Gower] LEADERS and LEADERSHIP: A Risk Management Perspective Rule 1: You must have a rising standard of quality over time, and well beyond what is required by any minimum standard. Rule 2: People running systems should be highly capable. Rule 3: Leaders have to face bad news when it comes, and take problems to a level high enough to fix those problems. Rule 4: You must have a healthy respect for the dangers and risks of your particular job. LEADERS and LEADERSHIP: A Risk Management Perspective Rule 5: Training must be constant and rigorous, and it must focus on the HR/LF (high-risk, lowfrequency) events faced in every job description in your operations. Rule 6: All the functions of repair, quality control and technical support must fit together. Rule 7: The organization and members thereof must have the ability and willingness to learn from mistakes of the past. Analysis of past data is the foundation for most risk management. [Admiral Hyman Rickover] LEADERS and LEADERSHIP What do I love to practice? Skill is gained through practice. Studies have shown that masters are simply people who’ve practiced a skill intensely for 10,000 hours or more. That requires loving – not liking, loving – what you do. If you really want to excel, go where you’re passionate enough to practice. LEADERS and LEADERSHIP Where could I work less and achieve more? To maximize time spent practicing your passions, minimize everything else. These days you can find machines or human helpers to assist with almost anything. Get creative with available resources to find more time in your life and life in your time. How can I keep myself absolutely safe? Ask this question just to remind yourself of the answer: You can’t. Life is inherently uncertain. The way to cope with that reality is not to control and avoid your way into a rigid little demi-life, but to develop courage. Doing what you long to do, despite fear, will accomplish this. LEADERS and LEADERSHIP So, say I have everything that I want…then what? We can get so obsessed with acquiring fabulous lives that we forget to live. When we ask ourselves this question, we almost always discover that our “perfect life” past-times are already available. Sharing joy with loved ones, spending time in nature, finding inner peace—you can do all these things right now. Begin! LEADERS and LEADERSHIP First – Must believe in yourself (one person can make a change) How do you handle adversity (popularity vs. respect) – don’t confuse the two Look for something positive in adversity, and “watch what you say”! Stay the course. If it is meant to be---it will happen. Long-range goals keep you from being frustrated by short term failures. Don’t have a NEGATIVE attitude and always be willing to help others! LEADERS and LEADERSHIP Invest in Relational Chemistry Be prepared every time you take your leader’s time…the leader’s time is limited Know when to push and when to back off Become a “go-to” player Be better tomorrow than you are today LEADERS and LEADERSHIP Circle of Success: Caring – Take an interest in people Learning – Get to know people Appreciating – Respect people Contributing – Add value to people Verbalizing – Affirm people Leading – Influence people Succeeding – Win with people (The 360 Degree Leader, John C. Maxwell) Leaders and Leadership Accountability Systems: Weaknesses in Leadership Assessment Who knows when a leader is failing to effectively lead his/her subordinates? The unwillingness to confront a problem employee is the #1 complaint of a leader by the subordinates Failing to confront marginal/inconsistent leadership Failing to confront evil/destructive leadership The Art of Translation Encoding Decoding Senders----------Messages---------Receivers 1. The Key Translation Skill is not Encoding or Decoding, but re-coding MESSAGES! 2. The Tool of Translation: Paraphrasing! “Let me make sure I understand you, what I HEAR you saying is… 3. Axiom of Communication Excellence: “The first thing you want to say can be the worst thing you say! [Communication Excellence, Dr. Brian Polansky] Two Steps to Increasing Your Emotional Intelligence STEP ONE – Developing High Self Awareness Examine the nature of Your Appraisals. Use “I – THINK” Statements. Regularly Engage in Conversations with Yourself. BIG Tip of the Day – REGOGNIZE: “It is your appraisal, NOT someone’s behavior or some event that causes your reaction. Three Parts to Your Emotional System: a) Your Cognitive Processes---Mentally b) Your Physical Reactions---Physical c) Your Behaviors---Ethical NOT “Why Me” but “How Can I” LEADERS and LEADERSHIP Habit #1: Be Proactive Habit #2: Begin With The End In Mind Habit #3: Put First Things First Habit #4: Think “Win-Win” Habit #5: Seek First To Understand, Then To Be Understood Habit #6: Synergize Habit #7: Sharpen The Saw [The Seven Habits of Highly Effective People, S. Covey] LEADERS and LEADERSHIP A good leader can’t get too far ahead of his followers…and you have to be a bit of a psychologist to effectively close the gap between what you know and what others need to know. Common sense is: “the simple knack of seeing something the way it really is and doing something the way it should be done.” [Mark Twain] LEADERS and LEADERSHIP During these moments leaders can take the time to understand faulty thinking and actions and suggest some common sense approaches that have gotten them better results, such as asking better questions, uncovering some crucial details, questioning assumptions, and seeing how things may be interrelated below the surface. Mentoring common sense during these receptive moments is a powerful positive influence. LEADERS and LEADERSHIP Tactic 1: Reprogram Your Brain Before leaders can be their best, they have to get rid of their worst. The problem: erroneous thinking---has to be deleted and replaced by the solution--critical thinking. Tactic 2: Stockpile Common Sense This means the leader must increase his own store of common sense by taking reasonable risks to make nonfatal mistakes, learning to explore and vary innovative approaches to problem solving, studying how things work from LEADERS and LEADERSHIP Tactic 2: Stockpile Common Sense (cont.) inside-out, identifying ordinary creativity in new and unusual ways, going below the surface to uncover inter-relationships, and asking smart questions to get the most useful information. Always write down a good common sense technique when you see it being applied successfully. LEADERS and LEADERSHIP Tactic 3: Work the Three Crucibles of Success Thinking quotient – Successful intelligence in blending logic, creativity, and practical sense to get results, with the resolve to be a perpetual learner. Determination quotient – Includes determination, commitment, intrinsic motivation, goal setting, and intense power of focus to maintain drive in the right direction. Social quotient – Involves the essential social skills of likeability and good communication to be an effective interpersonal magnate. LEADERS and LEADERSHIP Tactic 4: Express Positive Emotionality Combating the imbalance of negative emotionality in the workplace. Tactic 5: Savor Interruptions Interruptions are usually made by people who are experiencing a problem and may not have the level of common sense needed to solve the problem. Sometimes they just need a little clarification or airtime. “These are extreme teachable moments where people are at their listening peak.” LEADERS and LEADERSHIP Tactic 6: Model Balance Treating people equally and fairly. When you are balanced, your views are very appealing to others. That is because they are grounded in common sense, which everyone desires. Remember: “the best leadership is practiced not so much in words as in attitude and in action.” LEADERS and LEADERSHIP Tactic 7: Practice Good Timing “In anything timing is everything” [The Art of War]. Tactic 8: Ask Good Questions (Most Valuable Verbal Skill) When all is said and done, it is the questions that prompt productive change, not the answers. The most useful information comes from good questions and smart leaders learn the art of asking great questions. LEADERS and LEADERSHIP Tactic 9: Be Reasonable “Reason and Judgment are the paramount qualities of a good leader.” Common sense actions are often those we associate with what we expect from any reasonable person under similar circumstances. Tactic 10: Practice Reverence “The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant.” Showing such respect is practicing the epitome of common sense and it is guaranteed to draw long-term, loyal followers LEADERS and LEADERSHIP and be returned tenfold. There is nothing more admirable than a humble, quiet achiever who respects the lesser but important achievement of others. Tactic 11: Always Follow Up! There are never any results without following something through to its conclusion. Follow-up and follow-through must be priorities that always stay in focus. “If you don’t enforce accountability, it never gets done.” LEADERS and LEADERSHIP Tactic 12: Allow Time to Laugh “Laughter is healing for the soul”! Remember, “The highest form of leadership is to give yourself to others. You become a servant to others. We must learn to accept that.” LEADERS and LEADERSHIP Know your job description thoroughly Be a team player Accept responsibility (be accountable all the time) Do your job with consistent excellence (passion) Do more than expected Offer creative ideas for change and improvement Be a good listener Possess a genuine love for people Make those who work with you more successful Prepare relentlessly (Get a first hand view) The best indicators not only measure performance, but instead enhance performance Always error on the Side of Over Communicating (research reveals that an individual must hear something seven times, before s/he learns it) LEADERS and LEADERSHIP See through other people’s eyes Love people more than procedures Do “win-win” or don’t do it Include others in your journey “Deal wisely with difficult people” Initiate and accept responsibility for growth Develop and follow a statement of purpose Develop a system of accountability for results, beginning with yourself Know and do the things that give a high return LEADERS and LEADERSHIP Communicate the strategy and vision of the organization Make the difficult decisions that will make a difference Become a change-agent and understand timing Realize that people are your most valuable asset Place a priority on developing people Be a model for others to follow “Your greatest joy comes from watching others grow and develop.” LEADERSHIP:APPLYING THE PRINCIPLES On a Personal Level – What You Can Do To Become a Better Leader Understand that you must literally battle and discipline yourself to become a better leader. The most powerful tool at your disposal – modeling. Taking the Path of Most Resistance – developing conscious competence through self-mastery and discipline. “You cannot change human nature, but you can change human action.” [Lincoln] LEADERSHIP:APPLYING THE PRINCIPLES Seeking Corrective Vision – seeking feedback and accountability from others. Taking Thoughts Captive – developing structure to follow through on good thoughts. Invade the culture by understanding and utilizing the principle of “emotional bank accounts.” Invasion Strategies – Management by Walking Around (MBWA) Encouragement Strategies Confrontation Strategies LEADERSHIP:APPLYING THE PRINCIPLES On an Agency Level – Creating a System That Reinforces Leadership Rethinking Training Paradigms: in-service training and/or skills based training Rethinking Accountability Paradigms: encourage/reinforce good leadership, confront marginal managers, confront/discipline/remove evil managers (to NOT confront is to confirm), don’t select supervisors and managers who do not have the raw material – that are selfcentered, evil, etc. LEADERSHIP: APPLYING THE PRINCIPLES Rethinking Communications Paradigms: Leaders must aggressively and continuously maintain an environment of open communication to combat fear of the unknown. We should attend to those around us in word—good thoughts are worthless. 1. MBWA – watch those bank accounts 2. Diffuse the power of the problem employee 3. Feedback-Feedback-Feedback 4. Deal with misunderstandings 5. Fight rumors – talk with people LEADERSHIP: APPLYING THE PRINCIPLES Rethinking Motivations Paradigms – an agency has a spirit! Leaders cultivate an environment of recognition and motivation which makes the spirit alive and healthy. Leaders attend to those around them in deeds-they back up their words with action. Leaders leave a legacy. 1. Eliminate fear 2. Remember the geese (Gung Ho!) 3. The power of positive reinforcement 4. Valuing differences-building a team 5. Caring for the wounded LEADERSHIP: APPLYING THE PRINCIPLES Leadership as an abnormal or normal human behavior – Poor supervisory skills (being selfish, showing favoritism, not dealing with issues) are normal human behavior. Effective leadership skills (a servant perspective, mentoring, patience, etc.) are abnormal behavior and contrary to basic human behavior. We see this affirmed in our agency experience and by the organizational response to leadership and to ineffective/destructive management. LEADERSHIP: ETHICAL BEHAVIOR The Three C’s of Leadership: Character – Doing right versus wrong is obvious. Competence – Crucial to building the trust on all levels within an organization. Effective leaders continuously develop new skills while honing old ones. Commitment – To the mission and to the people (Mission first, people always!). LEADERSHIP: ETHICAL BEHAVIOR Power and Leadership Power is a more potent commodity than money. It can be earned, bestowed, taken by force, stolen, purchased, and bartered. Power can be inspiring and corrupting. Power, if not corrupt, must be linked to positive values and ethics. We acquire and surrender power every day. It is hazardous to assume people with power are smarter. LEADERSHIP: ETHICAL BEHAVIOR People with power over others should strive to deserve it. The misuse of power leads to the misuse of empowerment. With empowerment comes upward and downward responsibility and accountability. Empowerment creates instant partnerships. Power and empowerment are tools of leadership, and, like colors on a palette, they can be used to create a positive or negative image. LEADERSHIP: ETHICAL BEHAVIOR Readily recognize an ethical problem or dilemma (Document as necessary) Identify various options to address the particular issue involved (talk about ethical dilemmas!) Make a rational and ethically sound choice of which option to choose (set an example by your own conduct) Let people know where you stand, how you will deal with unethical conduct. LEADERSHIP: ETHICAL BEHAVIOR Take prompt action based upon that choice (back up your words—take corrective, disciplinary action). Enroll informal leaders. Accept responsibility for the outcome. Learn from and share your experiences. Remember: Safeguard your INTEGRITY, it is the only thing you have! LEADERSHIP: ETHICAL BEHAVIOR Questions 1. 2. 3. 4. 5. for Ethical Dilemmas: What alternatives do I have? What are the consequences of these alternatives? What solution would do the most good/least harm? Is the solution legal? What is the “right” thing to do? LEADERSHIP: SOME HELPFUL QUOTES “The price of excellence is always discipline.” “The price of mediocrity is always disappointment.” “If you always do what you’ve always done, you’ll always get what you’ve always got.” “Ability without integrity has no value.” A wise man once said, “If it is predictable…it is preventable.” LEADERSHIP: SOME HELPFUL QUOTES “Then shall thou enquire, and make search, and ask diligently. [Deuteronomy 13:14] “They eat before you eat, they sleep before you sleep.” “Greater love hath no man than this, that a man lay down his life for his friends. [John 15:13] “If you want to manage somebody, manage yourself. Do that well, and you will be ready to stop managing and start leading.” Leadership: Some Helpful Quotes Everything rises and falls on leadership. It really does. If you don’t believe it, just put together a group of people without a leader, and watch them. Without a Leader, Vision is Lost Without a Leader, Decisions are Delayed Without a Leader, Agendas are Multiplied Without a Leader, Conflicts are Extended Without a Leader, Morale is Low Without a Leader, Production is Reduced Without a Leader, Success is Difficult [The 360 Leader, John C. Maxwell] LEADERSHIP: SOME HELPFUL QUOTES “I do not know what your future holds. Some of you will, perhaps, occupy some remarkable positions. But I do know this: the only ones among you who will really be happy, are those of you who have sought, and found, how to serve.” [Albert Schweitzer] LEADERS AND LEADERSHIP THANK YOU!!