Leadership for optimal performance

Leadership for Optimal Leadership for Optimal Performance!!Performance!!

Dave SmithDave Smiththebucksavage@gmail.comthebucksavage@gmail.com

Listen SelfishlyListen Selfishly

What does this mean to What does this mean to me?me?

What’s the Secret to What’s the Secret to Effective Organizations?Effective Organizations?

Focus onFocus onMission Mission

& & PeoplePeople

Survey SaysSurvey SaysSurvey SaysSurvey Says

NameName

Position / ResponsibilitiesPosition / Responsibilities

StrengthsStrengths

WeaknessesWeaknesses

Two Reasons Two Reasons for Failurefor Failure

1.1. System FlawsSystem Flaws

2.2. Leadership FlawsLeadership Flaws

Defining Dysfunctional BehaviorDefining Dysfunctional BehaviorDefining Dysfunctional BehaviorDefining Dysfunctional Behavior

The road to success is often The road to success is often difficult to identify but…difficult to identify but…

… … the road to failure is easy to the road to failure is easy to recognize. recognize.

The road to success is often The road to success is often difficult to identify but…difficult to identify but…

… … the road to failure is easy to the road to failure is easy to recognize. recognize.

10 Things That Will10 Things That Will Guarantee Failure Guarantee Failure

in Your in Your OrganizationOrganization

10 Things That Will10 Things That Will Guarantee Failure Guarantee Failure

in Your in Your OrganizationOrganization

10 Ways to Guarantee Failure10 Ways to Guarantee Failure

1. Lose trust of each other1. Lose trust of each other

2. Failure to communicate2. Failure to communicate

3. Misuse of resources3. Misuse of resources

4. Take no risks4. Take no risks

5. Focus on the negative5. Focus on the negative

6.6. Contempt (Disrespect) for othersContempt (Disrespect) for others

7.7. Lose sight of the Mission (Vision)Lose sight of the Mission (Vision)

8.8. MicromanagementMicromanagement

9.9. Avoid conflictsAvoid conflicts

- Fight fair - Fight fair - Don't personalize - Don't personalize - Stick to current issue - Stick to current issue

10. Don't have fun10. Don't have fun

Others that made the listOthers that made the list

11. Failure to provide resources11. Failure to provide resources

12. Unwillingness to change12. Unwillingness to change

13. Failure to deal with customers (13. Failure to deal with customers (internal / externalinternal / external))

14. Failure to define roles14. Failure to define roles

15. Failure to stay flexible15. Failure to stay flexible

1. System Flaws1. System Flaws

A.A. MissionMission

Unclear, confusedUnclear, confused

Undefined roles/responsibilitiesUndefined roles/responsibilities

Forgotten Forgotten

Overly ambitiousOverly ambitious

1. System Flaws1. System Flaws

A.A. MissionMission

Unclear, confusedUnclear, confused

Undefined roles/responsibilitiesUndefined roles/responsibilities

Forgotten Forgotten

Overly ambitiousOverly ambitious

B.B. Lack of AccountabilityLack of Accountability

C.C. Silos (vertical & lateral) Silos (vertical & lateral)

The Problem with SystemsThe Problem with Systems

Systems develop their own goal Systems develop their own goal

the instant they come into beingthe instant they come into being

Intra-system goals become the Intra-system goals become the

prioritypriority

Complex and rigid systems are Complex and rigid systems are

normally failingnormally failing

Loose systems last longer and Loose systems last longer and

work better!work better!

2. Leadership Flaws2. Leadership Flaws

Fails to Create and Nurture the Fails to Create and Nurture the Proper Proper “Climate”“Climate”

Poor Communication SkillsPoor Communication Skills

Failure to Define RolesFailure to Define Roles

Ignores TalentIgnores Talent

Micro-managesMicro-manages

Deputy Kyle Dinkheller, 22Deputy Kyle Dinkheller, 22Deputy Kyle Dinkheller, 22Deputy Kyle Dinkheller, 22

January 12, 1998 - Laurens CO, GAJanuary 12, 1998 - Laurens CO, GA

What Happened?What Happened?

Did His Organization Did His Organization Fail Him?Fail Him?

YouYou What are your priorities?What are your priorities? Your careerYour career The Mission of the organizationThe Mission of the organization The people who work for youThe people who work for you

What would those who work for What would those who work for you say about your priorities?you say about your priorities?

Make changes, shake things Make changes, shake things up, question, think outside the up, question, think outside the proverbial box, partner with proverbial box, partner with line, be the bond between line line, be the bond between line and admin.and admin.

My favorite question;My favorite question; “Why are “Why are we doing this?”we doing this?”

The organizational system and The organizational system and the the Monkey MindMonkey Mind..

Part I.Part I. The Common The Common

Denominators of Denominators of Successful Successful

OrganizationsOrganizationsWhat do successful What do successful

leaders and leaders and organizations have in organizations have in

common?common?

I.I. Leadership is not Left to ChanceLeadership is not Left to Chance

II.II. Communal SpiritCommunal Spirit

III.III. A Synergistic System (Team)A Synergistic System (Team)

IV.IV. Talent is the KeyTalent is the Key

V.V. Mission Mission

VI.VI. The Human FactorThe Human Factor

I.I.Leadership is not Leadership is not

Left to ChanceLeft to Chance

Effective Leaders Effective Leaders Actually Work at Actually Work at

Their CraftTheir Craft

II. II. Communal SpiritCommunal SpiritCommunal SpiritCommunal Spirit - How long - How long

employees stay and how productive employees stay and how productive they are is determined by the they are is determined by the

relationship with their relationship with their immediate immediate supervisorssupervisors and the climate they are and the climate they are

exposed to on a daily basis.exposed to on a daily basis.

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

First, Break All the RulesFirst, Break All the Rules

Go to Slideshare.netGo to Slideshare.net

TheThe #1 Goal, everyday, #1 Goal, everyday, of all of all supervisors, managers, and leaders in supervisors, managers, and leaders in any organization anywhere should be any organization anywhere should be

to; to;

Create an Atmosphere ofCreate an Atmosphere of

TRUSTTRUST

TRUST is the backbone of any relationship!!!!TRUST is the backbone of any relationship!!!!

Technological advances - only tools

People are the engine and heart of People are the engine and heart of any organization any organization ((cliché - alertcliché - alert))

+65% of people leaving a job are +65% of people leaving a job are really leaving really leaving their managers’their managers’

Cost of losing experienced officer?Cost of losing experienced officer?

-1 ½ times the annual salary and good -1 ½ times the annual salary and good will in and out of organizationwill in and out of organization

Counterproductive if not “satisfied”Counterproductive if not “satisfied”

The Adam-Henry TestThe Adam-Henry TestThe Adam-Henry TestThe Adam-Henry Test

Self-EvaluationSelf-Evaluation

We Are All LeadersWe Are All Leaders

Self-EvaluationSelf-Evaluation

We Are All LeadersWe Are All Leaders

Self TestSelf Test

http://http://electricpulp.com/guykawasaki/electricpulp.com/guykawasaki/arsearse

““AH”AH” Test #1 Test #1““AH”AH” Test #1 Test #1

After talking to the alleged After talking to the alleged adam henryadam henry, does the “target” , does the “target” feel oppressed, humiliated, de-feel oppressed, humiliated, de-energized, or belittled by the energized, or belittled by the person? In particular, does the person? In particular, does the target feel worse about him or target feel worse about him or herself?herself?

““AH” Test #2AH” Test #2““AH” Test #2AH” Test #2

Does the alleged Does the alleged adam henryadam henry aim his or her venom at people aim his or her venom at people who are who are less powerfulless powerful rather rather than at those people who are than at those people who are more powerfulmore powerful??

Good Boss Good Boss Bad BossBad Boss

http://http://www.slideshare.net/Rypple/gwww.slideshare.net/Rypple/goodood

-boss-bad-boss-boss-bad-boss

III. III. A Synergetic SystemA Synergetic System

(Effective Teams)(Effective Teams)

The Combined Effort is The Combined Effort is Greater than its PartsGreater than its Parts

CEOs/ChiefsCEOs/Chiefs Establish and articulate the overall Establish and articulate the overall

MissionMission Exceptional communication skillsExceptional communication skills

ManagementManagement Establish strategiesEstablish strategies CommunicateCommunicate goals & objectives goals & objectives

Managers/CommandManagers/Command Ensure strategies are carried outEnsure strategies are carried out Recognize and manage talentRecognize and manage talent Communication and patience Communication and patience

Supervisors/SergeantsSupervisors/Sergeants Are the Coaches of performanceAre the Coaches of performanceInsure the performance of the Insure the performance of the

subordinates matches the goals subordinates matches the goals and expectations of the and expectations of the organizationorganization

Leaders ?Leaders ?

The Silo TheoryThe Silo Theory

Team ConceptTeam Concept

Allows for individual Allows for individual achievement and utilization of achievement and utilization of unique skills and interests unique skills and interests while accomplishing the while accomplishing the MissionMission

Sink or Swim togetherSink or Swim together

The Unit itselfThe Unit itself

Team LeadersTeam Leaders

Team Leader Level Team Leader Level CommunicationCommunication

IfIf a decision by one unit will effect another, a decision by one unit will effect another, it must be brought to the attention of the it must be brought to the attention of the other unit’s team leader (manager) other unit’s team leader (manager) immediatelyimmediately

Discuss reasonDiscuss reason

Must be designed with the Mission in mindMust be designed with the Mission in mind

Be on the same page when it is Be on the same page when it is implementedimplemented

IV. IV. Talent is the KeyTalent is the Key

Recognizing and Utilizing Talent Recognizing and Utilizing Talent Within the Within the TEAMTEAM Concept Concept

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

TheodoreTheodore RooseveltRoosevelt

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

TheodoreTheodore RooseveltRoosevelt

V. Mission, Goals & V. Mission, Goals & Objectives, and PurposeObjectives, and Purpose

MissionMission, , purposepurpose, , goalsgoals & & objectivesobjectives,, are are absolutely absolutely

essentialessential for the individuals for the individuals and the work force as a and the work force as a

whole.whole.

WithoutWithout a Mission, Purpose, and a Mission, Purpose, and

Direction, Direction, performance is left to performance is left to

chancechance!!

The Purpose and Mission of an The Purpose and Mission of an

organization must be translated organization must be translated

into Objectives. into Objectives.

There must be acceptance & There must be acceptance &

buy-in. buy-in. (How do you get that?)(How do you get that?)

VII. VII. Understand the Understand the Human FactorHuman Factor

The Essence of The Essence of Organizational SuccessOrganizational Success

Belief SystemsBelief SystemsBelief SystemsBelief Systems

External Belief SystemsExternal Belief Systems God / Family / Mission (Life’s Meaning)God / Family / Mission (Life’s Meaning)

Internal Belief SystemsInternal Belief Systems Optimism vs. Pessimism (victim)Optimism vs. Pessimism (victim) Locus of ControlLocus of Control Healthy ExpectationsHealthy Expectations Commitment to Team Commitment to Team RelationshipsRelationships

External Belief SystemsExternal Belief Systems God / Family / Mission (Life’s Meaning)God / Family / Mission (Life’s Meaning)

Internal Belief SystemsInternal Belief Systems Optimism vs. Pessimism (victim)Optimism vs. Pessimism (victim) Locus of ControlLocus of Control Healthy ExpectationsHealthy Expectations Commitment to Team Commitment to Team RelationshipsRelationships

Police and the mythology of Police and the mythology of RISKRISK

Better equipment and training Better equipment and training are the variables that matter.are the variables that matter.We seek less and less risk in our We seek less and less risk in our lives.lives.Veterans are at less risk than Veterans are at less risk than rookies.rookies.

Police and the mythology of Police and the mythology of RISKRISK

Better equipment and training Better equipment and training are the variables that matter.are the variables that matter.We seek less and less risk in our We seek less and less risk in our lives.lives.Veterans are at less risk than Veterans are at less risk than rookies.rookies.

HOMO PRUDENSHOMO PRUDENS•ZERO RISK MANZERO RISK MAN•SEEKS LOWER RISKSEEKS LOWER RISK•A MYTHA MYTH

•HOMO ALEATORIUSHOMO ALEATORIUS•DICE SHOOTING, GAMBLERDICE SHOOTING, GAMBLER

•RISK TAKING IS GLORIFEDRISK TAKING IS GLORIFED•LIFE IS UNCERTAINLIFE IS UNCERTAIN

--GAMBLERS GAMBLERS OUT OF NECESSITYOUT OF NECESSITY

-RISK IS PART OF -RISK IS PART OF FULFILLMENTFULFILLMENT

-LIVE BY THE DANCE OF -LIVE BY THE DANCE OF RISK RISK THERMOSTATSTHERMOSTATS

•HOMO ALEATORIUSHOMO ALEATORIUS•DICE SHOOTING, GAMBLERDICE SHOOTING, GAMBLER

•RISK TAKING IS GLORIFEDRISK TAKING IS GLORIFED•LIFE IS UNCERTAINLIFE IS UNCERTAIN

--GAMBLERS GAMBLERS OUT OF NECESSITYOUT OF NECESSITY

-RISK IS PART OF -RISK IS PART OF FULFILLMENTFULFILLMENT

-LIVE BY THE DANCE OF -LIVE BY THE DANCE OF RISK RISK THERMOSTATSTHERMOSTATS

RISK THERMOSTATRISK THERMOSTATRISK THERMOSTATRISK THERMOSTAT

Police and the Police and the mythology of mythology of RiskRisk

–Just don’t use the word Just don’t use the word ““ROUTINEROUTINE”” and we’ll be okayand we’ll be okay–We evaluate risk with cold, We evaluate risk with cold,

hard reason…hard reason…

Police and the Police and the mythology of mythology of RiskRisk

–Just don’t use the word Just don’t use the word ““ROUTINEROUTINE”” and we’ll be okayand we’ll be okay–We evaluate risk with cold, We evaluate risk with cold,

hard reason…hard reason…

THE DANCE OF RISKTHE DANCE OF RISKTHE DANCE OF RISKTHE DANCE OF RISK

PROPENSITYTO TAKE

PERCEIVEDDANGER

BALANCING BEHAVIORS

REWARDSREWARDS

ACCIDENTSACCIDENTS

EXAMPLES OF RISK EXAMPLES OF RISK COMPENSATIONCOMPENSATION

THE 55 MILE LIMITTHE 55 MILE LIMIT

THE AIRBAG EXPERIENCETHE AIRBAG EXPERIENCE

SEATBELTS IN SCANDINAVIASEATBELTS IN SCANDINAVIA

THE 55 MILE LIMITTHE 55 MILE LIMIT

THE AIRBAG EXPERIENCETHE AIRBAG EXPERIENCE

SEATBELTS IN SCANDINAVIASEATBELTS IN SCANDINAVIA

UNDERSTANDING RISKUNDERSTANDING RISKUNDERSTANDING RISKUNDERSTANDING RISK

VOLUNTARY V. VOLUNTARY V.

INVOLUNTARYINVOLUNTARY– WE TOLERATE MUCH WE TOLERATE MUCH

MORE VOLUNTARYMORE VOLUNTARY

REAL RISK V. REAL RISK V.

VOLUNTARY V. VOLUNTARY V.

INVOLUNTARYINVOLUNTARY– WE TOLERATE MUCH WE TOLERATE MUCH

MORE VOLUNTARYMORE VOLUNTARY

REAL RISK V. REAL RISK V.

PERCEIVED RISKPERCEIVED RISKPERCEIVED RISKPERCEIVED RISK

RESILANCE

Harden the Target!RESILANCE

Harden the Target!

DEALING WITH RISKDEALING WITH RISKDEALING WITH RISKDEALING WITH RISK

RESILIANCERESILIANCE– HARDEN THE TARGETHARDEN THE TARGET

ANTICIPATIONANTICIPATION– TRAININGTRAINING– EXPERIENCEEXPERIENCE

WE LEARN FROM OURS AND OTHERSWE LEARN FROM OURS AND OTHERS

– RITUALS NOT ROUTINESRITUALS NOT ROUTINES

Understanding RiskUnderstanding Risk

ANTICIPATIONANTICIPATION•TRAININGTRAINING•EXPERIENCEEXPERIENCE

•WE LEARN FROM WE LEARN FROM OURS & OTHERSOURS & OTHERS

•RITUALS NOT RITUALS NOT ROUTINESROUTINES

ANTICIPATIONANTICIPATION•TRAININGTRAINING•EXPERIENCEEXPERIENCE

•WE LEARN FROM WE LEARN FROM OURS & OTHERSOURS & OTHERS

•RITUALS NOT RITUALS NOT ROUTINESROUTINES

REAL RISK

PERCEIVED RISK

UNTRAINED

REAL RISK

PERCEIVED RISK

TRAINED

REAL RISK

PERCEIVED RISK

DETRAINED BY ROUTINE

REAL RISK

PERCEIVED RISK

TRAINED

REAL RISK

PERCEIVED RISK

DETRAINED BY ROUTINE

ROUTINEROUTINE

ROUTINE AS TRAINERROUTINE AS TRAINER

IT IS INVISIBLE BY ITS NATUREIT IS INVISIBLE BY ITS NATURE

A REPETITION IS A REPETITIONA REPETITION IS A REPETITION

IF I DO IT I LEARN ITIF I DO IT I LEARN IT

IF I DO IT A LOT, I LEARN IT WELLIF I DO IT A LOT, I LEARN IT WELL

IT IS INVISIBLE BY ITS NATUREIT IS INVISIBLE BY ITS NATURE

A REPETITION IS A REPETITIONA REPETITION IS A REPETITION

IF I DO IT I LEARN ITIF I DO IT I LEARN IT

IF I DO IT A LOT, I LEARN IT WELLIF I DO IT A LOT, I LEARN IT WELL

ROUTINE AS TRAINERROUTINE AS TRAINER

LEVELS OF LEARNINGLEVELS OF LEARNING–COGNITIVECOGNITIVE–ASSOCIATIVEASSOCIATIVE–AUTOMATICAUTOMATIC

(A Habit)(A Habit)

LEVELS OF LEARNINGLEVELS OF LEARNING–COGNITIVECOGNITIVE–ASSOCIATIVEASSOCIATIVE–AUTOMATICAUTOMATIC

(A Habit)(A Habit)

Complacency Complacency KILLSKILLS

THE ROLE OF THE ROLE OF ACCIDENTSACCIDENTS

REINFORCE TRUE RISKSREINFORCE TRUE RISKS

MAKE THE JOB MORE MAKE THE JOB MORE FULFILLINGFULFILLING

REINFORCE TRUE RISKSREINFORCE TRUE RISKS

MAKE THE JOB MORE MAKE THE JOB MORE FULFILLINGFULFILLING

MAY OR MAY MAY OR MAY NOT BE REALNOT BE REALMAY OR MAY MAY OR MAY NOT BE REALNOT BE REAL

HELP US BY INNOCULATIONHELP US BY INNOCULATION

THE ROLE OF THE TRAINERTHE ROLE OF THE TRAINER– MAKE YOUR ACCIDENTS REALISTICMAKE YOUR ACCIDENTS REALISTIC– MAKE YOUR ACCIDENTS EMOTIONALMAKE YOUR ACCIDENTS EMOTIONAL– MAKE YOUR ACCIDENTS SAFEMAKE YOUR ACCIDENTS SAFE

HELP US BY INNOCULATIONHELP US BY INNOCULATION

THE ROLE OF THE TRAINERTHE ROLE OF THE TRAINER– MAKE YOUR ACCIDENTS REALISTICMAKE YOUR ACCIDENTS REALISTIC– MAKE YOUR ACCIDENTS EMOTIONALMAKE YOUR ACCIDENTS EMOTIONAL– MAKE YOUR ACCIDENTS SAFEMAKE YOUR ACCIDENTS SAFE

The Closer to the The Closer to the Performance the Performance the

Feedback the Greater Feedback the Greater the Effect!the Effect!

MAXIMIZE YOUR CHANCE

OPPORTUNITIES

MAXIMIZE YOUR CHANCE

OPPORTUNITIES

LISTEN TO YOUR LUCKY HUNCHESLISTEN TO YOUR LUCKY HUNCHES

EXPECT GOOD FORTUNE

TURN YOUR BAD LUCK INTO GOODTURN YOUR BAD LUCK INTO GOOD

THE DANCE OF RISKTHE DANCE OF RISK

PROPENSITYTO TAKE

PERCEIVEDDANGER

BALANCING BEHAVIORSBALANCING BEHAVIORS

REWARDS

ACCIDENTS

Are the BEST Antidote For

ROUTINE There Is!

Are the BEST Antidote For

ROUTINE There Is!

We Defeat Routine

By Creating Rituals

David Lee Roth and his M and M’sDavid Lee Roth and his M and M’s

CREATE YOUR OWN

PILOT’S CHECKLIST

Maintaining Optimism Maintaining Optimism

Optimism:Optimism:-More than a -More than a

glass half full or glass half full or half emptyhalf empty

Optimism:Optimism:-More than a -More than a

glass half full or glass half full or half emptyhalf empty

Internal Belief Internal Belief SystemsSystems

OptimistsOptimists

Locus of Control Locus of Control – Who controls your life and destiny?Who controls your life and destiny?

OptimistsOptimists

Locus of Control Locus of Control – Who controls your life and destiny?Who controls your life and destiny?

Victim-Based Victim-Based ThinkingThinking

“There are Two Things I Hate!”“There are Two Things I Hate!”

Merging of personal and Merging of personal and

professional rolesprofessional roles

Hypersensitive to change Hypersensitive to change

(change is an assault)(change is an assault)

Merging of personal and Merging of personal and

professional rolesprofessional roles

Hypersensitive to change Hypersensitive to change

(change is an assault)(change is an assault)

Rigid/InflexibleRigid/Inflexible

Believes control lies Believes control lies with otherswith others

Rigid/InflexibleRigid/Inflexible

Believes control lies Believes control lies with otherswith others

Retaliate for perceived wrongsRetaliate for perceived wrongs

Social isolation from most othersSocial isolation from most others(only a chosen few of “the good people”)(only a chosen few of “the good people”)

Grandiose sense of self-Grandiose sense of self-importanceimportance

Retaliate for perceived wrongsRetaliate for perceived wrongs

Social isolation from most othersSocial isolation from most others(only a chosen few of “the good people”)(only a chosen few of “the good people”)

Grandiose sense of self-Grandiose sense of self-importanceimportance

Exaggerated perception of Exaggerated perception of

own accomplishments and own accomplishments and worthworth

Sense of entitlementSense of entitlement

Exaggerated perception of Exaggerated perception of

own accomplishments and own accomplishments and worthworth

Sense of entitlementSense of entitlement

ForgivenessForgivenessForgivenessForgiveness

•Can you forgive others who wrong you?

•Can you forgive yourself when you do

wrong?

•Can you forgive others who wrong you?

•Can you forgive yourself when you do

wrong?

Understand the Understand the Power of Power of

Forgiveness…Forgiveness…

Understand the Understand the Power of Power of

Forgiveness…Forgiveness…

Forgiveness Forgiveness Gives YouGives YouFreedom!Freedom!

Dr. Sally SatelDr. Sally SatelSpecialist in Post Vietnam Era PTSDSpecialist in Post Vietnam Era PTSD

Protective factors against PTSD:Protective factors against PTSD:

Commitment to the cause of one's Commitment to the cause of one's risky jobrisky job

Excellent preparation for the task Excellent preparation for the task so that you feel in control and so that you feel in control and competent competent (IE: TRAINING!)(IE: TRAINING!)

Commitment to the cause of one's Commitment to the cause of one's risky jobrisky job

Excellent preparation for the task Excellent preparation for the task so that you feel in control and so that you feel in control and competent competent (IE: TRAINING!)(IE: TRAINING!)

Ability to derive meaning from a Ability to derive meaning from a disaster if it does occur despite disaster if it does occur despite preparationpreparation (IE: (IE: BELIEFS!BELIEFS!))

Excellent comradeshipExcellent comradeship ((FRIENDS!FRIENDS!))

Ability to derive meaning from a Ability to derive meaning from a disaster if it does occur despite disaster if it does occur despite preparationpreparation (IE: (IE: BELIEFS!BELIEFS!))

Excellent comradeshipExcellent comradeship ((FRIENDS!FRIENDS!))

Support of family if there is a Support of family if there is a disaster - disaster - isolation is bad for isolation is bad for people who have experienced a people who have experienced a traumatic event!traumatic event!

DON’T LET YOUR DON’T LET YOUR PEOPLE BE PEOPLE BE

MADE MADE “HELPLESS!”“HELPLESS!”

DON’T LET YOUR DON’T LET YOUR PEOPLE BE PEOPLE BE

MADE MADE “HELPLESS!”“HELPLESS!”

This could never happen This could never happen in police work...in police work...

Right?!Right?!Right?!Right?!

Maintaining Maintaining OptimismOptimismMaintaining Maintaining OptimismOptimism

Live in the NOW!Live in the NOW!

Monitor our Monitor our self talkself talk

Keep our beliefs strongKeep our beliefs strong

Monitor our Monitor our self talkself talk

Keep our beliefs strongKeep our beliefs strong

Maintaining OptimismMaintaining OptimismMaintaining OptimismMaintaining Optimism

We are responsible for our We are responsible for our lives!lives!

Keep our sense of missionKeep our sense of mission

Don’t let the bureaucracy Don’t let the bureaucracy get to you!get to you!

Keep our sense of missionKeep our sense of mission

Don’t let the bureaucracy Don’t let the bureaucracy get to you!get to you!

The Nature of BureaucraciesThe Nature of Bureaucracies

No-men and the Law of DelayNo-men and the Law of Delay

The Abilene ParadoxThe Abilene Paradox

The Nature of BureaucraciesThe Nature of Bureaucracies

No-men and the Law of DelayNo-men and the Law of Delay

The Abilene ParadoxThe Abilene Paradox

Battling the BureaucracyBattling the Bureaucracy

Battling the BureaucracyBattling the BureaucracyBattling the BureaucracyBattling the BureaucracyDiscipline v. DisciplineDiscipline v. Discipline

BureaucracyBureaucracy BureaucracyBureaucracyDoesn’t work well and eats at Doesn’t work well and eats at

the human spirit but is still the human spirit but is still the best way to get things the best way to get things

done! done! Damn it!Damn it!

Doesn’t work well and eats at Doesn’t work well and eats at the human spirit but is still the human spirit but is still the best way to get things the best way to get things

done! done! Damn it!Damn it!

The Problem With SystemsThe Problem With Systems

The Problem with The Problem with SystemsSystems

Systemantics AxiomsSystemantics Axioms

Systems work poorly or not at allSystems work poorly or not at all

New systems create new problemsNew systems create new problems

Systemantics AxiomsSystemantics Axioms

Systems work poorly or not at allSystems work poorly or not at all

New systems create new problemsNew systems create new problems

System tend to grow and encroachSystem tend to grow and encroach

Complex systems exhibit Complex systems exhibit unpredictable behaviorunpredictable behavior

Complex systems tend to oppose Complex systems tend to oppose their own functiontheir own function

The Problem with SystemsThe Problem with SystemsThe Problem with SystemsThe Problem with Systems

People in systems tend to not do People in systems tend to not do what the system says they dowhat the system says they do

Systems develop their own goal Systems develop their own goal the instant they come into beingthe instant they come into being

People in systems tend to not do People in systems tend to not do what the system says they dowhat the system says they do

Systems develop their own goal Systems develop their own goal the instant they come into beingthe instant they come into being

The Problem with SystemsThe Problem with SystemsThe Problem with SystemsThe Problem with Systems

Intra-system goals come firstIntra-system goals come first

Complex systems are normally Complex systems are normally failingfailing

Loose system last longer and work Loose system last longer and work better!better!

Intra-system goals come firstIntra-system goals come first

Complex systems are normally Complex systems are normally failingfailing

Loose system last longer and work Loose system last longer and work better!better!

Change in a BureaucracyChange in a BureaucracyChange in a BureaucracyChange in a Bureaucracy

Rigid by natureRigid by nature

Learn to speak its Learn to speak its language…staff worklanguage…staff work

Convince don’t threatenConvince don’t threaten

Rigid by natureRigid by nature

Learn to speak its Learn to speak its language…staff worklanguage…staff work

Convince don’t threatenConvince don’t threaten

““The Power of The Power of Positive Positive

AnnoyanceAnnoyance””

““The Power of The Power of Positive Positive

AnnoyanceAnnoyance””

Change in a Change in a BureaucracyBureaucracyChange in a Change in a

BureaucracyBureaucracy

Change in a BureaucracyChange in a BureaucracyChange in a BureaucracyChange in a Bureaucracy

Use the Use the Power of Positive Power of Positive Annoyance!Annoyance!

Truth equals Mass times Truth equals Mass times VolumesVolumes

Require little work by the Require little work by the Bureaucrats!!Bureaucrats!!

Use the Use the Power of Positive Power of Positive Annoyance!Annoyance!

Truth equals Mass times Truth equals Mass times VolumesVolumes

Require little work by the Require little work by the Bureaucrats!!Bureaucrats!!

Keep our sense of mission.Keep our sense of mission.

Don’t let the bureaucracy get Don’t let the bureaucracy get to you!to you!

Keep our sense of mission.Keep our sense of mission.

Don’t let the bureaucracy get Don’t let the bureaucracy get to you!to you!

CHOOSE YOUR

BATTLES WISELY

CHOOSE YOUR

BATTLES WISELY

Monitor our self talk.Monitor our self talk.

Keep our beliefs strong.Keep our beliefs strong.

Monitor our self talk.Monitor our self talk.

Keep our beliefs strong.Keep our beliefs strong.

What Do What Do YouYou Control? Control? What Do What Do YouYou Control? Control?

Your integrityYour integrity

Your professionalismYour professionalism

Your work ethic & productYour work ethic & product

Your reactionsYour reactions

Your integrityYour integrity

Your professionalismYour professionalism

Your work ethic & productYour work ethic & product

Your reactionsYour reactions

What Don’t What Don’t YouYou Control? Control?What Don’t What Don’t YouYou Control? Control?

The agencyThe agency

The administrationThe administration

The courtsThe courts

The communityThe community

Department politicsDepartment politics

The reaction of othersThe reaction of others

The agencyThe agency

The administrationThe administration

The courtsThe courts

The communityThe community

Department politicsDepartment politics

The reaction of othersThe reaction of others

“ “Love your profession, love your Love your profession, love your brothers and sisters in law brothers and sisters in law

enforcement, but do not love enforcement, but do not love your agency, your agency, because it is not because it is not your agency’s job to love you your agency’s job to love you

backback.”.”

“ “Love your profession, love your Love your profession, love your brothers and sisters in law brothers and sisters in law

enforcement, but do not love enforcement, but do not love your agency, your agency, because it is not because it is not your agency’s job to love you your agency’s job to love you

backback.”.”

The difference The difference between between

Bureaucrats and Bureaucrats and Leaders…Leaders…

The difference The difference between between

Bureaucrats and Bureaucrats and Leaders…Leaders…

Leadership for Optimal Leadership for Optimal Performance!!Performance!!

Dave SmithDave Smiththebucksavage@gmail.comthebucksavage@gmail.com

Leadership for optimal performance

Career

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