Law enforcement is a profession that is constantly dealing with the pressures of risk, politics, and morale, understanding key issues helps leaders improve the organizational performance and safety.

1. Leadership for Optimal
Performance!!
Dave Smith
thebucksavage@gmail.com

2. Listen Selfishly
What does this mean to
me?

3. What’s the Secret to
Effective Organizations?
Focus on
Mission
&
People

4. Survey Says
Name
Position / Responsibilities
Strengths
Weaknesses

5. Two Reasons
for Failure
1. System Flaws
2. Leadership Flaws

6. Defining Dysfunctional Behavior
The road to success is often
difficult to identify but…
… the road to failure is easy to
recognize.

7. 10 Things That Will
Guarantee Failure
in Your
Organization

8. 10 Ways to Guarantee Failure
1. Lose trust of each other
2. Failure to communicate
3. Misuse of resources
4. Take no risks
5. Focus on the negative

9. 10 Ways to Guarantee Failure
6. Contempt (Disrespect) for others
7. Lose sight of the Mission (Vision)
8. Micromanagement
9. Avoid conflicts
- Fight fair
- Don't personalize
- Stick to current issue

10. 10 Ways to Guarantee Failure
10. Don't have fun
Others that made the list
11. Failure to provide resources
12. Unwillingness to change
13. Failure to deal with customers (internal / external)
14. Failure to define roles
15. Failure to stay flexible

11. 1. System Flaws
A. Mission
Unclear, confused
Undefined roles/responsibilities
Forgotten
Overly ambitious

12. 1. System Flaws
A. Mission
B.
C.
Unclear, confused
Undefined roles/responsibilities
Forgotten
Overly ambitious
Lack of Accountability
Silos (vertical & lateral)

13. The Problem with Systems
Systems develop their own goal
the instant they come into being
Intra-system goals become the
priority
Complex and rigid systems are
normally failing
Loose systems last longer and
work better!

14. 2. Leadership Flaws
Fails to Create and Nurture the
Proper “Climate”
Poor Communication Skills
Failure to Define Roles
Ignores Talent
Micro-manages

16. Deputy Kyle Dinkheller, 22
January 12, 1998 - Laurens CO, GA

18. What Happened?

19. Did His Organization
Fail Him?

20. You
What are your priorities?
 Your career
 The Mission of the organization
 The people who work for you
What would those who work for
you say about your priorities?

21. Make changes, shake things
up, question, think outside the
proverbial box, partner with
line, be the bond between line
and admin.
My favorite question; “Why are
we doing this?”
The organizational system and
the Monkey Mind.

22. Part I.
The Common
Denominators of
Successful
Organizations
What do successful
leaders and
organizations have in
common?

23. I.
II.
III.
IV.
V.
VI.
Leadership is not Left to Chance
Communal Spirit
A Synergistic System (Team)
Talent is the Key
Mission
The Human Factor

24. I.
Leadership is not
Left to Chance
Effective Leaders
Actually Work at
Their Craft

25. II.
Communal Spirit - How long
Communal Spirit
employees stay and how productive
they are is determined by the
relationship with their immediate
supervisors and the climate they are
exposed to on a daily basis.

26. In the book, First Break All the
Rules, the authors conclude
that “No matter what your
business the only way to
generate enduring profits is to
begin by building the kind of
work environment that attracts,
focuses, and keeps talented
employees.”

27. First, Break All the Rules
http://www.slideshare.net/alexgrech/fir

28. The #1 Goal, everyday, of all
supervisors, managers, and leaders in
any organization anywhere should be
to;
Create an Atmosphere of
TRUST
TRUST is the backbone of any
relationship!!!!

29. Technological advances - only tools
People are the engine and heart of
any organization (cliché - alert)
+65% of people leaving a job are
really leaving their managers’
Cost of losing experienced officer?
-1 ½ times the annual salary and good
will in and out of organization
Counterproductive if not “satisfied”

30. The Adam-Henry Test
Self-Evaluation
We Are All Leaders

31. Self Test
http://
electricpulp.com/guykawasaki/arse
/

32. “AH” Test #1
After talking to the alleged
adam henry, does the “target”
feel oppressed, humiliated, deenergized, or belittled by the
person? In particular, does the
target feel worse about him or
herself?

33. “AH” Test #2
Does the alleged adam henry
aim his or her venom at people
who are less powerful rather
than at those people who are
more powerful?

34. Good Boss
Bad Boss

35. http://
www.slideshare.net/Rypple/good
-boss-bad-boss

36. III.
A Synergetic System
(Effective Teams)
The Combined Effort is
Greater than its Parts

37. CEOs/Chiefs
 Establish and articulate the overall
Mission
 Exceptional communication skills
Management
 Establish strategies
 Communicate goals & objectives
Managers/Command
 Ensure strategies are carried out
 Recognize and manage talent
 Communication and patience

38. Supervisors/Sergeants
 Are the Coaches of performance
 Insure the performance of the
subordinates matches the goals
and expectations of the
organization
Leaders ?

39. The Silo Theory

40. http://lib.nu.edu.sa/uploads/m1/53.pdf

41. Team Concept
Allows for individual
achievement and utilization of
unique skills and interests
while accomplishing the
Mission
Sink or Swim together
The Unit itself
Team Leaders

42. Team Leader Level
Communication
If a decision by one unit will effect
another, it must be brought to the
attention of the other unit’s team
leader (manager) immediately
Discuss reason
Must be designed with the Mission in
mind
Be on the same page when it is
implemented

43. The 5 dysfunctions of a team Management Pre

44. IV.
Talent is the Key
Recognizing and Utilizing Talent
Within the TEAM Concept

45. “A true leader is the one
who has sense enough to
pick good men to do what
he wants done, and selfrestraint to keep from
meddling with them while
they do it.”
Theodore Roosevelt

46. V. Mission, Goals & &
Mission, purpose, goals
objectives, and Purpose
Objectives,are absolutely
essential for the individuals
and the work force as a
whole.

47. Without a Mission, Purpose, and
Direction, performance is left to
chance!
The Purpose and Mission of an
organization must be translated
into Objectives.
There must be acceptance &
buy-in. (How do you get that?)

48. VII.
Understand the
Human Factor
The Essence of
Organizational Success

49. Belief Systems
External Belief Systems
 God / Family / Mission (Life’s Meaning)
Internal Belief Systems
 Optimism vs. Pessimism (victim)
 Locus of Control
 Healthy Expectations
 Commitment to Team
 Relationships

50. Police and the mythology of
RISK
Better equipment and
training are the variables
that matter.
We seek less and less risk in
our lives.
Veterans are at less risk

51. HOMO
PRUDENS
•ZERO RISK MAN
•SEEKS LOWER RISK
•A MYTH

52. •HOMO ALEATORIUS
•DICE SHOOTING, GAMBLER
•RISK TAKING IS GLORIFED
•LIFE IS UNCERTAIN
-GAMBLERS OUT OF
NECESSITY
-RISK IS PART OF
FULFILLMENT
-LIVE BY THE DANCE OF
RISK
THERMOSTATS

54. RISK
THERMOSTAT
Police and the
mythology of Risk
–Just don’t use the word
“ ROUTINE ” and we’ll be
okay
–We evaluate risk with

55. THE DANCE OF RISK
THE DANCE OF RISK
PROPENSITY
PROPENSITY
TO TAKE
TO TAKE
RISKS
RISKS
BALANCING
BALANCING
REWARDS
REWARDS
BEHAVIORS
BEHAVIORS
PERCEIVED
PERCEIVED
DANGER
DANGER
ACCIDENTS
ACCIDENTS

57. EXAMPLES OF RISK
COMPENSATION
THE 55 MILE LIMIT
THE 55 MILE LIMIT
THE AIRBAG EXPERIENCE
THE AIRBAG EXPERIENCE
SEATBELTS IN SCANDINAVIA
SEATBELTS IN SCANDINAVIA

59. UNDERSTANDING
UNDERSTANDING
RISK
RISK
VOLUNTARY V.
VOLUNTARY V.
INVOLUNTARY
INVOLUNTARY
– WE TOLERATE MUCH
– WE TOLERATE MUCH
MORE VOLUNTARY
MORE VOLUNTARY
REAL RISK V.
REAL RISK V.
PERCEIVED RISK

60. RESILANCE
Harden the Target!

61. Understanding Risk
DEALING WITH RISK
DEALING WITH RISK
RESILIANCE
– HARDEN THE TARGET
ANTICIPATION
– TRAINING
– EXPERIENCE
ANTICIPATION
•TRAINING
•EXPERIENCE
•WE LEARN FROM
OURS & OTHERS
WE LEARN FROM OURS AND OTHERS
– RITUALS NOT ROUTINES
•RITUALS
NOT
ROUTINES

62. UNTRAINED
PERCEIVED RISK
REAL RISK

63. TRAINED
PERCEIVED RISK
REAL RISK

64. DETRAINED BY ROUTINE
PERCEIVED RISK
REAL RISK

65. TRAINED
PERCEIVED RISK
REAL RISK

66. DETRAINED BY ROUTINE
PERCEIVED RISK
REAL RISK

67. ROUTINE

68. ROUTINE AS
TRAINER
IT IS INVISIBLE BY ITS NATURE
A REPETITION IS A REPETITION
IF I DO IT I LEARN IT
IF I DO IT A LOT, I LEARN IT WELL

69. ROUTINE AS
TRAINER
LEVELS OF LEARNING
–COGNITIVE
–ASSOCIATIVE
–AUTOMATIC
(A Habit)

70. How to break habits (from The Power of Habit
Duhigg) - YouTube

71. How the military uses habits by Charles
Duhigg
(author of The Power of Habit) - YouTube

74. Complacency KILLS

77. THE ROLE OF
ACCIDENTS
REINFORCE TRUE RISKS
MAKE THE JOB MORE
FULFILLING

79. THE ROLE OF
ACCIDENTS
MAY OR
MAY NOT
BE REAL

81. THE ROLE OF
ACCIDENTS
HELP US BY
INNOCULATION
THE ROLE OF THE TRAINER
– MAKE YOUR
REALISTIC
– MAKE YOUR
EMOTIONAL
– MAKE YOUR
ACCIDENTS
ACCIDENTS
ACCIDENTS SAFE

84. The Closer to the
Performance the
Feedback the Greater
the Effect!

86. MAXIMIZE YOUR
CHANCE
OPPORTUNITIES

87. LISTEN TO YOUR
LUCKY HUNCHES

88. EXPECT GOOD
FORTUNE

89. TURN YOUR BAD
LUCK INTO
GOOD

90. THE DANCE OF
RISK
PROPENSITY
TO TAKE
RISKS
REWARDS
BALANCING
BALANCING
BEHAVIORS
BEHAVIORS
PERCEIVED
DANGER
ACCIDENTS

92. Are the BEST
Antidote For
ROUTINE There Is!

93. We Defeat
Routine
By Creating
Rituals

94. David Lee Roth and his M and M’s

95. CREATE
YOUR OWN
PILOT’S
CHECKLIST

98. Maintaining
Optimism

99. Optimism:
-More
half full
than a glass
or half empty

100. Internal Belief
Systems
Optimists
Locus of Control
– Who controls your life and destiny?

102. Victim-Based
Thinking

103. “There are Two
Things I Hate!”

106. Victim-Based Thinking
Merging of personal and
professional roles
Hypersensitive to change
(change is an assault)

107. Victim-Based Thinking
Rigid/Inflexible
Believes control lies
with others

108. Victim-Based Thinking
Retaliate for perceived wrongs
Social isolation from most
others
(only a chosen few of “the good people”)
Grandiose sense of selfimportance

109. Victim-Based Thinking
Exaggerated perception of
own accomplishments
and worth
Sense of entitlement

110. Forgiveness
•Can you forgive others
who wrong you?
•Can you forgive
yourself when you
do wrong?

111. Understand
the Power of
Forgiveness…

112. Forgiveness
Gives You
Freedom!

114. Dr. Sally Satel
Specialist in Post Vietnam Era PTSD
Protective factors against PTSD:
Commitment to the cause of one's
risky job
Excellent preparation for the task
so that you feel in control and
competent (IE: TRAINING!)

116. Dr. Sally Satel
Specialist in Post Vietnam Era PTSD
Protective factors against PTSD:
Ability to derive meaning from a
disaster if it does occur despite
preparation (IE: BELIEFS!)
Excellent comradeship (FRIENDS!)

118. Dr. Sally Satel
Specialist in Post Vietnam Era PTSD
Protective factors against PTSD:
Support of family if there is a
disaster - isolation is bad for
people who have experienced a
traumatic event!

123. DON’T LET
YOUR
PEOPLE BE
MADE
“HELPLESS!”

125. This could never
happen in police work...
Right?!

130. Maintaining
Optimism
Live in the NOW!
Monitor our self talk
Keep our beliefs strong

131. Maintaining
Optimism
We are responsible for our
lives!
Keep our sense of mission
Don’t let the bureaucracy get
to you!

133. Battling the Bureaucracy
The Nature of Bureaucracies
No-men and the Law of Delay
The Abilene Paradox

134. Battling the Bureaucracy
Discipline v.
Discipline

135. Bureaucracy
Doesn’t work well and eats
at the human spirit but is
still the best way to get
things done! Damn it!

136. The Problem
With
Systems

137. The Problem with
Systems
Systemantics Axioms
Systems work poorly or not at all
New systems create new
problems

138. The Problem with
Systems
System tend to grow and
encroach
Complex systems exhibit
unpredictable behavior
Complex systems tend to oppose
their own function

140. The Problem with
Systems
System tend to grow and
encroach
Complex systems exhibit
unpredictable behavior
Complex systems tend to oppose
their own function

143. The Problem with Systems
People in systems tend to not do
what the system says they do
Systems develop their own goal
the instant they come into being

145. The Problem with Systems
Intra-system goals come first
Complex systems are normally
failing
Loose system last longer and work
better!

148. Change in a Bureaucracy
Rigid by nature
Learn to speak its
language…staff work
Convince don’t threaten

149. Change in a
Bureaucracy
“The Power of
Positive
Annoyance”

150. Change in a Bureaucracy
Use the Power of Positive
Annoyance!
Truth equals Mass times
Volumes
Require little work by the
Bureaucrats!!

151. Maintaining Optimism
We are responsible for our
lives!
Keep our sense of mission.
Don’t let the bureaucracy
get to you!

152. CHOOSE
YOUR
BATTLES
WISELY

154. Maintaining Optimism
Live in the NOW!
Monitor our self talk.
Keep our beliefs strong.

155. What Do You Control?
Your integrity
Your professionalism
Your work ethic & product
Your reactions

156. What Don’t You Control?
The agency
The administration
The courts
The community
Department politics
The reaction of others

157. “ Love your profession, love
your brothers and sisters in
law enforcement, but do not
love your agency, because it
is not your agency’s job to
love you back .”

158. The difference
between
Bureaucrats and
Leaders…

164. Leadership for Optimal
Performance!!
Dave Smith
thebucksavage@gmail.com