Criminal Justice 2012

Criminal Justice 2012

Class Name, Instructor Name

Date, Semester

Chapter 11:

Soliciting and Entertaining 100 Ideas:

The Skills ApproachLEEI – Leadership Sessions

2005-2008

© 2013 by Pearson Higher Education, IncUpper Saddle River, New Jersey 07458 • All Rights Reserved

“BLINK”Gladwell (2005)

In policing, as in many other areas of life, a critical skill is the ability to quickly and reflexively identify and act upon the important characteristics of complex situations.


Skills Approach Description

Leader-centered perspectiveEmphasis on skills and abilities that can be acquired and developed

Definition of leadership skills The ability to use one’s knowledge and competencies to accomplish a set of goals and objectives


Three-Skill Approach

Technical SkillHuman SkillConceptual Skill


Technical Skill

Technical skill is having knowledge about and being proficient in a specific type of work or activity.

• Specialized competencies• Analytical ability• Capability to use appropriate tools and techniques

Technical skills involve hands-on ability with a product or process

Most important at lower levels of management


Human Skill

Human skill is having knowledge about and being able to work with people.

• Awareness of one’s own perspective and others’ perspectives at the same time

• People skills allow a leader to assist group members in working cooperatively to achieve common goals

• Creates an atmosphere of trust where members feel they can become involved and influence decisions in the organization

• Important at all levels of the organization


Conceptual Skill

Conceptual skill is the ability to do the mental work of shaping the meaning of organizational policy or issues (what the company stands for and where it’s going)

• Works easily with abstraction and hypothetical notions

• Central to creating and articulating a vision and strategic plan for an organization

• Most important at top management levels


Skills-Based Model

Skills Model PerspectiveSkills-Based Model

• Competencies• Individual Attributes• Leadership Outcomes• Career Experiences• Environmental Influences


Leadership and Intelligence

IQ – Intellectual Intelligence

EQ – Emotional Intelligence

SQ – Social Intelligence

CQ – Change Intelligence


IQ

GENETIC

REVEALED IN CURIOSITY

HONED BY DISCIPLINE

SUPPORTED BY RANGE OF EXPERIENCE


EQ

RECOGNIZE YOUR OWN EMOTIONS

MANAGE YOUR OWN EMOTIONS

CONTROL YOURSELF


SQ

RECOGNIZE EMOTIONS IN OTHERS

LISTEN

CARE ABOUT OTHERS’ EMOTIONAL STATE

HELP OTHERS GAIN CONTROL AND MANAGE THEIR EMOTIONS


CQ

RECOGNIZE THE NEED FOR CHANGE

UNDERSTAND THE CHANGE PROCESS

MASTER THE CHANGE PROCESS

COMFORT IN MANAGING THE CHANGE PROCESS


Jack Welsh (CEO of G/E)

“Change before you have to…”


Quotes on Collaboration

None of us is as smart as all of usEdward C. Register, 1915

Cooperation! What a word! Each working with all, and all working with each.Warren Bennis, 1996

Collaboration is damn toughFocus group participants, 1997

All quotes from Medicine and Public Health: The power of collaboration, Lasker, et al.


Collaboration

A mutually beneficial and well-defined relationship entered into by two or more organizations to achieve common goals

Amerst H. Wilder Foundation


Why Collaborate?

• Shared concern• Pool power• Overcome gridlock (“get unstuck”)• Add diversity• Increased ability to handle complex issues


Qualities of Collaborative Leaders

• Capacity for maturity• Capacity for patience• Ego control• Capacity for self-reflection• Capacity to handle uncertainty • Tolerance for uncertainty



• Capacity to see problems from others’ point of view• Capacity for respectful assessment• Capacity to respect others’ experience or point of

view• Capacity to create a safe, open, supportive

environment



• Capacity to communicate across organizational boundaries and with every part of community

• Capacity to create a shared vision• Capacity for creativity• Constructive conflict management

Turning Point Collaborative Leadership video serieshttp://eric-web.tc.columbia.edu/families/TWC


Traditional-Collaborative LeadershipTraditional Collaborative

Top-down Self-governing

Few make decisions Broad participation

Unilateral action Guide & coordinate process

Win or shift power Build relationships

Linear thinking Systems thinking

Programs & products Process

Charisma Vision

Persuasive Empathetic

Group falls apart if leader leaves Group continues when leader leaves


Six Practices: Definitions

• Assessing the Environment: Understanding the context for change before you act.• Creating Clarity: Defining shared values and engaging people in positive action.• Building Trust: Creating safe places for developing shared purpose and action.• Sharing Power and Influence: Developing synergy of people, organizations, and communities to accomplish a shared vision.• Developing People: Committing to people as a key asset through coaching and mentoring.• Self-Reflection: Understanding your own values, attitudes, and behaviors as they relate to your leadership style and its impact on others.


Hand-Washing Talking Points

Learn by Hearing it

Learn by Watching it

Learn by Doing it

Criminal Justice 2012

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