1. Management, Supervision, and Leadership in Law Enforcement

2. Managers and Management Management – Uses resources to achieve organizational goals – Supports the development of individual responsibility Supervision – Makes sure activities are effectively implemented by those responsible for doing so – Focuses on the daily operations of a department

3. Fundamentals of Delegation Focus on results, not details Establish realistic deadlines Recognize accomplishments When you assign a task, also delegate authority or task might not get done

4. Potential Pitfalls as a New Supervisor Challenges with delegation – Delegate the authority, not the responsibility Temptation to do it all yourself Providing solutions, not questions – Remember, sometimes it is better to ask questions – Let employees give feedback/answers—this empowers them and helps them learn Tendency to micromanage

5. Do not be a Seagull Manager Authority – Power to enforce laws, exact obedience, and command – Legal right to get things done through others by influencing behavior Responsibility – Being answerable, liable, or accountable Delegation – Transferring authority – World According to Shook: Delegate the authority, not the responsibility

6. Basic Management Skills and Tools Necessary Technical skills – Having all the procedures necessary to be a successful officer Administrative skills – Organizing, delegating, and directing the work of others Conceptual skills – As we move up the ranks, the picture we see should broaden. Supervisor should have the ability to problem solve and see the big picture People skills – Being able to communicate, motivate, discipline, and inspire

7. Successful Managers Have Clear goals A commitment to excellence Feedback Support

8. Personal Characteristics Consistent self-confidence Consistent positive attitude – (almost) No one likes to be around a negative person – If you are not positive and confident, how can you expect your employees to be the same?

9. Management Styles There are a number of theories on Management Style – Theory X/Theory Y – Four-System Approach – Mature Employee Theory – Managerial/Leadership Grid Theory A management style must match individual personalities and situations.

10. Avoiding Micromanaging What is micromanaging? – Oversupervising, oversight with excessive control Symptoms – Being overly critical of subordinates – Spending too much time overseeing simple tasks Solutions – Allow honest mistakes – Become a mentor rather than a micromanager

11. Leading versus Managing Managers focus on tasks. Leaders focus on people. Manage things; lead people.

12. Leadership Working with and through individual groups to accomplish organizational goals Generating an emotional connection between the leader and the led

13. Characteristics of Leaders Being the boss does not mean bossing. Leaders have self-confidence and a positive attitude. A true leader exhibits humility. Leaders respect knowledge of others regardless of rank. Effective leadership requires trust.

14. Common Leadership Errors Preoccupation Indecisiveness Defending decisions without full information Ignoring danger signs

15. Guidelines for Effective Management/Leadership Know your work and those you manage. Know how to get and maintain cooperation. Learn as much as possible about decision making. Learn as much as possible about how to be a leader. Learn how to give praise and constructive criticism. Learn to think positively; create rather than destroy. Learn to handle bad situations as well as good ones. Know when to discipline and when to be authoritarian or democratic/participatory.

16. Guidelines for Effective Management/Leadership (cont.) Help your employees improve themselves. Be honest with yourself and your officers. Use your employees’ abilities. Do not oversupervise. Remember that you are part of management, and never downgrade management or managers. Keep your perception of your leadership abilities in line with subordinates’ perceptions. If you call a meeting, make it worthwhile.

17. Guidelines for Effective Management/Leadership (cont.) Treat employees’ mistakes as a teaching responsibility, not a punitive opportunity. Develop officers who differ with you rather than clones. Develop officers who can compensate for your weaknesses. The tendency is to do the opposite. Be consistent. Be direct. Be honest. Be fair. Listen. Lead by example. Develop people skills. Be a risk taker. * (Though the book lists this, please be careful with this one in a law enforcement environment – risk taking is not always a good thing. Policy normally establishes appropriate response.)

18. Management and Leadership— A Call for Change Managers must pay attention to new ideas and trends: – Commitment to people – Development of people-oriented workplace – Belief that leadership can and does make a difference Coercion discourages creativity. Managers must listen to the citizens in new and more open ways.

19. Closing Tips and Good Rules to Live By Do not use seagull management Do not play favorites! When you delegate – – Focus on results, not details – Establish realistic deadlines – Recognize accomplishments Warren Bennis made the following quote “Managers are people who do things right; leaders are people who do the right thing.” What does this mean? In the “World according to Shook” – Praise in public, criticize in private – If the outcome is a success, it is because of your employees; if the outcome is a failure, it is because of you. – The title gets a certain amount of respect—you must earn the rest!