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City of Miami Gardens Police Department
 

City of Miami Gardens Police Department

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    City of Miami Gardens Police Department City of Miami Gardens Police Department Presentation Transcript

    • How to Build, Lead and Sustain a High Performance Team
    • Our Goal for today…
      • Share with you a wealth of valuable information on leadership and high performance teams.
      • This information has been gleaned from leading research, benchmarking studies, executive surveys and interviews at more than 3,000 top organizations.
      • Your challenge is to look for the big ideas you can take and implement right away.
      • Take this seriously and be ready to offer opinions or ask questions at any time.
      • Take lots of notes – but I will give you all of the slides.
    •  
    • Not just business…
      • City of Gainesville
      • City of Ocala
      • City of High Springs
      • City of Tampa
      • City of St. Petersburg
      • City of Clearwater
      • City of Jacksonville
      • City of Nashville
      • United States Navy
      • United States Department of Agriculture
      • Gainesville City Attorney
      • Gainesville Office of the Tax Collector
      • Gainesville Police
      • Gainesville Fire Rescue
      • Ocala Emergency Medical Services Alliance
      • Alachua County
      • Marion County
      • Duval County
    • What does this mean to me? How can I use this idea? What can I do right away? Do not look for what won’t work… look for what could work, what might work, what you can make work.
    • Who is your “customer”
    • 74% 23,000,000
    • 88%
    • Top high-potential employees…
      • Credible
      • Respectful
      • Approachable
      • Highly Professional
      • Team Player
    • Credibility
      • Complete honesty and transparency
      • Impeccable integrity
      • Knows how to do their job well
      • A compelling vision for the future
      • Passion and excitement
      • Superb decision making skills…
      • Who owns the decision…
    • 4-Level Decision Making
      • You own it.
      • Ask for input… you own it.
      • Team decision… I own it.
      • My call… I own it.
      • Leadership vs. Power
    • Power is NOT Leadership
      • Do it because I said so…
      • Coercive
      • Telling
      • Demanding
      • Belittling
      • Do it because it is the right thing to do…
      • Collaborative
      • Listening / Asking
      • Motivating
      • Empowering
      • “ Real” timeline
      • Actual required information
      • Recommenders
      • Influencers
      • Executors
      • Evidence vs. Assumptions
      • Risk = Probability & Impact
      • Clear expectations
      • Measureable outcomes
      • Follow-up
      • Accountability
      Key Decision Making Factors
    • Respectful
      • Open to the ideas of others
      • Values other’s opinions
      • Treats people with dignity
      • Treats people fairly
      • Extends trust
    • Culture Counts
      • Fun
      • Family
      • Friends
      • Fair
      • Freedom
      • Pride
      • Praise
      • Meaning
      • Accomplishment
    • Approachable
      • Genuine
      • Appreciative
      • IQ + EQ
      • Great communicator
      • But NOT a buddy…
    • Skills Cheerleader Director Teacher Coach HIGH LOW LOW HIGH Motivation Situational Leadership
    • Highly Professional
      • Impressive Talent
      • 100% Ethical
      • Highly Self-aware
      • Always Learning & Improving
      • Insightful and Innovative
      • Pro-active
      • Results Driven
      • Fully Accountable…
    • Team Workshop
      • Who, specifically, are you accountable to and accountable for?
      • How do you clearly and consistently demonstrate your personal and professional commitment to that obligation of accountability?
    • Ground Rules for a Professional Organization
      • Staff agrees to be managed and coached to strictly enforced standards of performance and quality work.
      • Teamwork is mandatory, not optional.
      • Excellence in customer satisfaction is an enforced standard.
      • Personal and professional growth is a nonnegotiable minimum standard.
      • All team members must show a sincere interest in the customer and a sincere desire to help them.
      • The primary focus must be on delivering quality work and building strong customer relationships.
      • Demand excellence and refuse to tolerate mediocrity.
    • Let’s take a look at an example of a company that has taken these standards of professionalism and codified them into a set of values that drives their business: As you read the following GE leadership values…
      • Are passionately focused on driving customer success.
      • Live Six Sigma quality, ensuring that the customer is always its first beneficiary, and using that concept to accelerate growth.
      • Insist on excellence, and are intolerant of mediocrity or bureaucracy.
      • Act in a boundaryless fashion, always searching for and applying the very best ideas regardless of origin.
      • See change for the positive growth opportunities it brings.
      • Create a clear, simple, customer-centered vision, and continually renew and refresh its execution.
      • Create an environment that stretches excitement, informality and trust; rewards improvements; and celebrates results.
      • Demonstrate—always with infectious enthusiasm for the customer—the “Four E’s” of GE leadership: the personal Energy to welcome and deal with the speed of change; the ability to create an atmosphere that Energizes others; the Edge to make the difficult decisions; and the ability to consistently Execute …
      GE leaders, always with unyielding integrity:
    • 10 – 15 %
    • TEAM PLAYER
    • What does it take to be a valued member of a team? Develop and display competence. Follow through on commitments. Deliver required results. Ensure your actions are consistent with your word. Stand behind the team and its people. Be enjoyable to work with. Be passionate about your work and those you serve. Communicate and keep everyone informed. Help the other members of the team. Help members of other teams. Share ideas, information and credit. Hold yourself 100% accountable. Team Leaders are: Rigorous… but not ruthless
    • Why you need to be an expert at collaboration and teamwork:
      • You cannot succeed alone.
      • You need a team of the brightest people you can possibly find to help you.
      • You need to help the team work extremely well together.
      • You need the team to support you with enthusiasm, respect and trust.
      • But don’t take my word for it…
    • Anne Mulcahy CEO of Xerox and the third most powerful woman in the world!
      • Build a network of great relationships with people who want to see you succeed.
      • You don’t have all of the answers, so ask for help and advice from the smartest people you can find.
      • Learn to be a learner.
      • Listen intently to your employees and to your customers.
    • Typical ways that team members violate the team leader’s expectations:
      • Missing or being late to team meetings.
      • Not outwardly demonstrating commitment and support for the leader’s agenda.
      • Not completing assignments in a timely manner so the team can complete its work.
      • Not letting the leader know when there are problems or issues.
      • Not sharing resources with other team members.
      • Not sharing credit with the rest of the team.
      • Not responding to e-mails or voice mails in a timely manner.
    • Typical ways that team leaders violate team members’ expectations:
      • Micromanaging – not giving autonomy.
      • Making decisions that effect subordinates without their input.
      • Letting team members shirk their duties without any negative consequences.
      • Not giving praise or rewards for a job well done.
      • Not recognizing that the subordinate has a life outside of work that occasionally takes priority over work.
    • Let’s take a close look at what some of the top thought leaders in the world have to say about teams…
    • A Vivid Shared Vision
      • A meaningful common purpose that the
      • team has helped shape. Most teams are
      • responding to an initial mandate from
      • outside the team. But to be successful, the
      • team must “ own ” this purpose, develop its
      • own spin on it, and they must create
      • this vision together as a team.
    • Clear Measurable Goals
      • Specific performance goals that flow from
      • the common purpose. For example, getting
      • a project completed in less than half
      • the normal time. Compelling goals inspire
      • and challenge a team, give it a sense of
      • urgency. They also have a leveling effect,
      • requiring members to focus on the collective
      • effort necessary rather than any differences
      • in title or status.
    • Competence + Diversity
      • A mix of complementary skills. Successful teams rarely have all the needed skills at the outset — they develop them as they learn what the challenge requires.
      Individual greatness…leading to team excellence
    • Solid Work Ethic
      • A strong commitment to how the work
      • gets done . Teams must agree on who will
      • do what jobs, how schedules will be
      • established and honored, and how decisions will be made and modified. On a genuine
      • team, each member does equivalent amounts
      • of real work; all members, the leader included.
    • Team Trust
      • Trust and commitment cannot be coerced. The process of agreeing upon appropriate goals serves as the crucible in which members forge their accountability to each other… not just to the leader or manager.
      • Lack of TRUST
      • Lack of candor
      • Lack of commitment
      • Lack of accountability
      • Lack of results
    • Competence Respect Distrust Affection TRUST HIGH LOW LOW HIGH Concern
    • A high-functioning team has:
      • An extremely clear mandate that all the team members are fully committed to achieving?
      • A written set of ground rules for performance expectations and professional behavior ?
      • Effective meetings that stay on agenda and always end with clearly identified next steps and action owners?
      • Clarity around assignments and appropriate competencies?
      • An agreed upon decision making process?
      • A clearly defined process for reviewing team effectiveness and dealing with issues and conflict within the team.
      • A strong sense of camaraderie, mutual support and mutual accountability?
      • Very high levels of open, honest and frank communication.
      1 - 10
    • Personal Philosophy of Leadership
      • Extremely well thought out
      • Values driven
      • Fully integrated
      • Well communicated
      • Lived in all aspects of their life
      • 100% accountable
    • Demonstrate Personal Character (habits, integrity, trust, honesty, credibility) S ET D IRECTION (Vision – Goals - Future) Mobilize Commitment (engage others, share power) Enhance Capability (build teams, manage change) What do successful leaders do… Leadership Attribute Framework
    • Study of most important leadership skills 7,000+ managers from 1,600 large organizations
      • Must have superb communication skills.
      • Lead by example to demonstrate character and competence.
      • Establish and maintain clear and meaningful vision.
      • Provide motivation to create ownership and accountability for results.
      • Clarify performance expectations.
      • Foster teamwork and collaboration.
      • Develop clear performance goals and metrics.
      From: Getting Results by Longenecker and Simoneti
      • Honesty
      • Competence
      • Opportunity
      • Appreciation
    • Ideal Team Leader Model
      • Vision = shared direction, clear & measurable goals, a plan.
      • Learning Environment = coaching, mentoring, networking
      • Urgency + Balance
      • Praise & Respect = timely, genuine, sincere, public
      • Communication = honesty, trust, values, ethics, integrity
      • Passion = enthusiasm, inspiration, energy
      • Lead by Example
    • Workshop
      • Carefully read pages 9 – 30. Look for the big ideas, underlining the thing that looks interesting, make notes in the margins, really try to dig into the information.
      • Then complete the workshop on page 31. Take this very seriously, give it a lot of thought, and work hard to develop something meaningful. Be specific and clear in your work, put in as much detail and information as possible. There is more room on page 32 for additional notes.
    • Sergeants…
      • Lead by Example – competence / professionalism
      • Vision + consistency
      • Core values/ honesty – integrity
      • 2-way communication / respect / contribution
      • Creativity / Innovation / empowerment
      • Sergeants
      • Lead by Example – competence / professionalism / development
      • Vision + consistency
      • Core values/ honesty – integrity
      • 2-way communication / respect / contribution
      • Creativity / Innovation / empowerment / flexibility
      • Supervisors
      • Vision = shared direction, clear & measurable goals, a plan.
      • Learning Environment = coaching, mentoring, networking
      • Urgency + Balance
      • Praise & Respect = timely, genuine, sincere, public
      • Communication = honesty, trust, values, ethics, integrity
      • Passion = enthusiasm, inspiration, energy
      • Lead by Example
    • Summary
      • A lot to talent, experience and wisdom in this room.
      • A lot of passion and commitment to your profession.
      • A lot of things going right in your organization.
      • Very rare opportunity to play a major role in shaping the future of this department…
    • However…
      • A great deal of frustration
        • Poor communication
        • Inconsistent / incompetent upper management
        • “ do as I say…”
        • Knee-jerk decisions
        • Tolerating mediocrity
        • Need clearer expectations
        • Need to know how success will be measured
    • What I see…
      • Some extremely talented, professional and passionate people.
      • Some people who are tired of battling the system.
      • Some folks who have hit the “R.O.A.D.”
      • A few truly disengaged people who DO NOT belong here and really should leave.
      • Too many people waiting for someone else to fix it.
      • Drifting dangerously close to heading in the direction of so many other departments.
      • Sergeants
      • Lead by Example – competence / professionalism / development
      • Vision + consistency
      • Core values/ honesty – integrity
      • 2-way communication / respect / contribution
      • Creativity / Innovation / empowerment / flexibility
      • Supervisors
      • Vision = shared direction, clear & measurable goals, a plan.
      • Learning Environment = coaching, mentoring, networking
      • Urgency + Balance
      • Praise & Respect = timely, genuine, sincere, public
      • Communication = honesty, trust, values, ethics, integrity
      • Passion = enthusiasm, inspiration, energy
      • Lead by Example
      Cannot be us vs. them!!!!!!! You both want the same thing.
    • T HANK Y OU ! Don’t forget to go check out my blog: www.johnspence.com My email address is: [email_address]