Presentation on theme: "TODAY’S NEW SUPERVISOR"— Presentation transcript:
1 TODAY’S NEW SUPERVISOR Capt. Kelly McCarthyLino Lakes Police DepartmentDesk:Cell:
2 Goals of this discussion: Provide some insight into your new role Provide some real tools and tactics Put customer service in the proper context
3 Here are your stripes….Most supervisors don’t receive training along with their promotion There is no magic bullet or one style that works for all supervisors
4 “Now that you make the big bucks” Your promotion was not a “reward”.People will now start to treat you different no matter what you do, so you might as well do it right.
5 What got you here will not keep you here What makes a good patrol officer does not make a good supervisorMade vs. bornYou have to believe that you need to acquire new skills if you are going to be a good supervisorWhen faced with the born v made question, most people think of charismatic leaders.
6 The do’s and don’ts General guidelines and tips Be authentic Small group exercise: think of the worst leader that you have worked for: worked, coach, teacher, any thing. Describe them to the members of your group. Write down any similar themes.
7 Do Be patient Know and respect the chain of command Do the work you are assigned and do it well, assign others work and direct your shiftKnow the rules and follow themDon’t allow violations just because you used to do them (protip)It is ok to have discussions and disagreements up the chain, but once you are out with the troops, you have to support Admin.Protip: when faced with co-workers who say that you used to do it, acknowledge it, frame it, and do the right thing.
8 Do Respect confidential information Stay technically proficient, but don’t just be a worker beeRecognize good workHold people accountableFormat for feedback will be discussed in greater detailDUI and 05 example. People will not necessarily step up their game to match your pace.Compliment in public, correct in private.
9 DO… Be in constant learning mode Take responsibility for your shift Apologize when you are wrong
10 Don’t Think you can take off your stripes Think they aren’t watching/listeningDon’t be “political” or gossipPole vault over mouse pooWhat do you think of when you hear the word “political”What I mean by this is don’t treat people as just a means to an end.
11 The dreaded correction New and experienced supervisors dread correcting behaviorAvoid doing it byHow the correction goes has a lot to do with how people react to hearing things they don’t like or agree with
12 Reactions to work stress and criticism: Reflexive vs. Reflective
13 ReflexiveWhat most people do when immediately faced with stress or a critiqueStarts with an assumptionThis is your knee jerk reaction
14 Reflexive Blame Others Blame Self I suffer because you/they/this place sucksResults in hostility, frustration, angerCauses people to avoid one another and attack their reputationBlame SelfI suffer because I suckCan lead the employee to become depressed, withdrawn, 8 & skateResults in decreased production, avoiding new tasks/activities
15 Reflective Start with a question, not an assumption “There must be a reason for his/her actions”CalmCuriousConcernedLeads to open communication and trust
16 How do you react?Think of the last time a supervisor corrected your behavior. How did you react?Maturity is how fast you can move from reflexive to reflectiveWhat are your issues?Protip: “that’s interesting, can you tell me more about that?”
17 Great theory… Format for correcting behavior or negative feedback. Start with a questionpast, present, future
18 Start with a questionDid you……? Is there a reason….? Can you tell me about….?Make sure your question is not coming off as sarcasticThe purpose of the question is not to incriminate, but to ensure that you know the context of an action
19 Past, Present, FuturePast: What was the EXACT behavior you are correcting or commenting onPresent: What did or could result from the behavior,Future: Consequences and the behavior you want to seeMany supervisors are good at telling people what not to do, but fail to tell people what the correct action is.
20 Positive feedback Each supervisor has a different bar Establish your bar and be consistentConsistency will avoid the appearance of playing favorites
21 Importance of perception You see yourself through a limited view that is usually based on your INTENTIONS. Others see you through your ACTIONS. Perception is reality.Is there someone in your agency you trust to tell it to you straight?
22 Be authentic And NEVER compromise your integrity or ethics. (true to one's own personality, spirit, or character)And NEVER compromise your integrity or ethics.“Fake it until you make it” works for some situations, but not leadership. Cops will see right through you and you will only be able to keep it up for so long. The trick is how to be authentic in your new roll. Do not compromise your integrity, not even a little. You cant be half a whore.
23 Don’t be afraid to turn down a promotion (including this one). We do a job well, we're promoted. We do that job well, we're promoted again. This happens in succession until we eventually rise to a position that we can no longer do well -- or our level of incompetence. There, we either stagnate, revert back to a lower position, are fired, or learn and grow. You have to make the choice to learn and grow.
24 Customer Service Who are our “customers”? What is good customer service?What is customer service? Meeting and exceeding your customers expectations.
25 What influences expectations? Police Officers in the 1940s and 1950sThings that influenced public perception: *1968 democratic convention
26 Expectations Cont..Police officers in the 1960s and 1970s
28 Current statusHow would you describe the level of customer service in your police department?Your officers will treat the public the way that you treat them.If I called in to report that someone stole something from my unlocked vehicle, how would I be treated? Would I get a call back?
29 Common Barriers to customer service Overworked staffUnderworked staffNon-caring cultureCustomer value has not been communicatedPoor accountability
30 “But I am not paid to make people feel good, I am paid to protect people and arrest bad guys.” 2013 UCR Clearance RatesStatewide part 1 = 28%Statewide part 2 = 61%Oh, you catch bad guys?
31 Importance of good customer service? Rapidly changing timesTechnologyOfficer safetyBudgets
32 Now for the good news! Here is what our customers want: Be treated with dignity and respect75%Listen to what we have to say74%Get things right the first time56%Act on feedback50%Manage expectations46%Consumer focus survey from 2010 in the UK
33 What you can start doing today Decide to give a shitLet people have their sayOthers don’t have to be wrong for you to be rightGolden ruleShow your coworkers how customers should be treated
34 If you know how to set someone off, then you also know how to calm them down “An injury is much sooner forgotten than an insult”