saint paul police seargents training 2010

Ethical Leadershipfor Real Life

Saint Paul Police Department

Sergeants In-Service TrainingChad Weinstein, President

Ethical Leaders in Action

ELA’s “Guidelines for Grownups”

• Confidentiality Expectations

• Engagement

• Respectful Candor

• Thoughtful Expediency

• Comfort and Fun

Agenda for Today

Introductions

What is Ethical Leadership?

Practical Leadership Skills

Sergeant: Core of the Culture

Leadership

• Focus on

People

• Give Vision,Guidance

• People Matter

• Key Outcomes not

Measurable

• More Art than Science.

Management

• Focus on

Process

• Give Coordination

• Resources Matter

• Outcomes

Measurable.

• More Science than Art.

Leadership in Context

Do not

overplay

the

distinction.

Managing

and

leading

are both

critical!

Command

• Focus on

Execution

• Give Direction

• Mission Matters

• Outcomes

Measurable.

• Art and Science.

Do not overplay these distinctions.

You must command, manage and lead

Command, Manage, and Lead

On the Street In the House.When do we

command

or manage,

and

when do

we lead?

What drives employee engagement?

Source: Gallup G12 Summary

• Clear expectations for my performance

• Materials and equipment

• Ability to do good work in assigned roles

• A supervisor who cares about me

• Co-workers committed to quality work

• Opportunities to learn and grow

Source: Gallup G12 Summary

Gallup’s six key factors

Empower others to improve the world

Ethical Leaders in ActionLeadership Development Model

Leading

Self

Leading

Others

Leading

in Context

The oldest leadership seminar

• Safety and comfort

• Tactical information

• Problem-solving

• Strategic decisions

• Who are we???

If we

aren’t

telling

stories,

others

surely

are!

Pursue Greatness – with Humility

• Humility is realism.

• Envision a better you.

• Be firm and kind.

• We help one another.

Pre

ssu

re

LOW

HIGH

HIGH

Adapted from Social Discipline Window - Paul McCold and Ted Wachtel - 2000

TO WITH

NOT FOR

punitive relational

neglectful permissive

authoritarian

stigmatising

authoritative

respectful

indifferent

passive

protective

easy/undemanding

Relational Leadership Model

TO WITH

NOT FOR

Relational

Leaders

offer high

pressure,

high

support

Pre

ssu

re

How do you lead?

• Perceive – with whole being

– Most people blunt their own perceptions.

– Cops sharpen perceptions to survive and succeed

• Suspend analysis and action

– Cops learn to draw conclusions and to act swiftly

– Act, but deliberately.

• Ask, ask, ask ask

– Action bias leads to “internal storytelling.”

– Inform your narrative with input from others.

Leaders Listen!

We need to learn how to deliver

pressure and support to each person

• Past: What happened

– Observable events and facts

– First person and objective

• Present: Why it matters

– Consequences of actions.

– Implications

• Future: Required Changes, Directions

– Changes in actions or behaviors

– Reinforcement to repeat positive actions

Fair

Process is

working

WITH

others

Giving Feedback

What does “Relational Leadership” teach us

about giving feedback?

• I am sorry

– I understand your concerns and my mistake(s)

– I sincerely regret both my actions and their impact

• It won’t happen again

– I commit to change

– I am accountable for that commitment

• Thank you for bringing this to me

– I appreciate the trust you demonstrated

– I appreciate the opportunity to apologize and change

The Critical Art of Apology

A mistake – or crisis - becomes an opportunity

to strengthen a relationship

Police Personality “Types”

Reciprocator

- +

Professional

+ +

Avoider

- -Enforcer

+-

PASSION

PERSPECTIVE

Karl Klockars (1985) quoting Wm. Ker Muir (1977)

Paths to Professional Entry

Law School Clerkship Associate

Academy Field Training Officer

Med School Residency Physician

Who really teaches “culture”?

• What do we expect from these

“teachers?”

• Do we give them sufficient

reason to embrace our

cultural values?

• Do we expect – and reward -

their courage in standing up

for our shared beliefs?

Academy Instructors

FTOs

Sergeants

Peers

Steady Eyes, Steady Hands

Thank you for your attention!

Chad Weinstein

Ethical Leaders in Action, LLC

cweinstein@ethinact.com

651-646-1512

“We enable ethical leaders to achieve

extraordinary results”