The Jacksonville Sheriff’s Office Leadership Transformation<br />An Alignment of Leadership and Continuous Improvement Phi...
Top Down Support is Essential!!<br />
Why Change?<br />
Generational  Groups Timeline<br />
Traditionalists<br /><ul><li>Born 1922 – 1945       (225 JSO employees)
Strong work ethic
Earn your way through hard work
About 95% now retired
Civic minded – loyal
Less likely to change jobs
Respect authority
Good team players
Tech challenged</li></li></ul><li>Baby Boomers<br /><ul><li>Born 1946 -1964        (1,262 JSO employees)
Well established in careers
Hold positions of power & authority
Hard working
Motivated by position, perks, prestige
Workaholics
Believes Gen X & Y need to “pay dues”
Independent  / Self-reliant
Can change the world
Goal oriented
Competitive</li></li></ul><li>Generation X<br /><ul><li>1965 – 1980         (1,786 JSO employees)
  Statistically highest education level for age group
  Home PC / Video games / Internet
  Multitasks
  Latch-key kids
  Casual, friendly work environment
  Flexibility & freedom
  Craves feedback & guidance</li></li></ul><li>GenerationY<br /><ul><li>Born 1980 – 2000          (503 JSO employees)
  Fastest growing segment of the workforce
  Tech savvy
  Plugged in 24 / 7
Prefers to communicate via electronic rather than face to face
Text  / email / social network
  Nurtured and pampered by parents
  Confident /   Ambitious /   Achievement inclined
  Team oriented
  Loyal / Committed / Want to be involved</li></li></ul><li>JSO Generational Demographics<br />1,750 employees<br />(6%)<b...
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12312009 Leadership Academy

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The Jacksonville Sheriff\'s Office, Continuous Improvement Unit, gives an insightful look at LEAN in law enforcement and its necessity for leadership that champions the change culture.

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  • Lamb
  • Lamb, Intro of Sheriff, Sheriff’s presentation
  • Lamb, Why Change VideoAdvances in technologyChanging generations
  • Chandler/WilkersonImportant to know your customer (Internal and External)Different generations will respond differently to your leadership style.Practice patience and flexibility at all levels
  • Chandler/WilkersonSome lived through great depressionWorld War II and KoreaNewspapers and Radio used for main mass media communication, invention of the television
  • Chandler/WilkersonCivil rights movementDesegregation Beginning of space exploration Korean War and Vietnam conflict
  • Chandler/WilkersonMan on the moonComputer age, VHS8 track to tapes 1970-71 lowest birth rate in the history of the U.S.
  • Chandler/WilkersonPersonal cellular phonesTapes to CDVHS to DVD
  • Chandler/WilkersonThese are your internal customers
  • Chandler/WilkersonThe future of JSO
  • Chandler/WilkersonThe future of JSO
  • Lamb (Handouts)
  • LambWake and LegacyCommand and Control leadership is dyingServant LeadershipCreate the climate you can be proud of, one of trust and supportBreak for Lunch
  • Lamb
  • Lamb
  • Lamb
  • Lamb
  • Lamb
  • Lamb
  • LambChanging the culture and how it can affect the morale, employee buy in on the mission of the Sheriff’s Department, pride in their work…EmpowermentReward employeesStand up for your people “Challenge the Status Quo”
  • Lamb“Leaders must free their employees to fulfill their talents to the utmost. However, most obstacles limiting people’s potential are set in motion by the leader and are rooted in his/her own fears, ego needs, and unproductive habits.” CommanderAbrashoffLeaders need to be confident enough in their own abilities to accept not every great idea has to be theirs.
  • Lamb
  • LambEmpowerment of subordinatesIt is your command “steer it”Check your egoJSO is unlike any other agencyWe have the best officersTrain your replacementTrust your people that they can do the job
  • LambExample of purpose and meaning“There are no secrets to success. It is the result of preparation, hard work, and learning from failure.” Colin Powell
  • Wilkerson
  • Chandler/Wilkerson
  • LambLevels go from easy to impossible / This crosses a spectrum of continual change (CI) over increasing levels of difficulty. Each level is progressively more complex, more difficult to undertake. Each levels also brings greater rewards (for employees, agency, both.)
  • Lamb/ChandlerIn other words, experiencing problems first-hand &quot;sticks&quot; in people’s minds and hearts, whereas poor performance described in numbers is forgettable.When Bratton first went to New York to head the transit police in 1990, he discovered that none of the senior staff officers rode the subway.  Comfortably removed from the facts of underground life — and reassured by statistics showing that only 3% of the city’s major crimes were committed in the subway — the senior managers had little sensitivity to the riders’ widespread concern about safety.  In response to this, Bratton required all his officers to ride the subway to work, to meetings, and at night.  This Genchi Genbutsu “go see for yourself” approach was enough of a platform to convert the senior managers to begin policing differently and to enforce change in the subway system.  While data showed crime numbers in the subway of 3%, the widespread feeling was fear, chaos, and panic — the senior officers no longer could deny this claim — they experienced it first-hand. In another example, Bratton was made Head of the Massachusetts Bay Transit Authority.  On one occasion, the board decided to purchase small squad cars that would be cheaper to buy and run.  Instead of fighting the decision, Bratton invited the General Manager of the MBTA for a tour of the district; Bratton picked him up in a small squad car — similar to what would have been bought — with all of his police gear on, and drove over every pot hole he could find all over the city.  This direct experience convinced the General Manager that the small squad cars wouldn’t be a good purchase for the officers of the MBTA.Nothing beats direct, front-line experience.  Indeed, Genchi Genbutsu is about experiencing the facts — a reality that is much more true than data. A local example of Voice of the Customer:“Duval Ford” police package displayed.. Many of the enhancements were voice of the customer suggestions (trunk LEDs, free floating laptop stand, rifle stand, rear seat drain plugs, key security, etc.)Court OvertimeQuality Control formsNoteworthy
  • WilkersonAsk the group, how do you empower your employees “It’s Your Ship”/”It’s Your JSO”Refer back to Abrashoff
  • WilkersonHow do we allow our employees suggestions to move up if they encounter obstacles (sergeants, lieutenants, etc.)Good discussion on how do we promote and support suggestions as they come up from the officers/employees.
  • Wilkerson,Class exercise
  • Lamb
  • 12312009 Leadership Academy

    1. 1. The Jacksonville Sheriff’s Office Leadership Transformation<br />An Alignment of Leadership and Continuous Improvement Philosophies<br />
    2. 2. Top Down Support is Essential!!<br />
    3. 3. Why Change?<br />
    4. 4. Generational Groups Timeline<br />
    5. 5. Traditionalists<br /><ul><li>Born 1922 – 1945 (225 JSO employees)
    6. 6. Strong work ethic
    7. 7. Earn your way through hard work
    8. 8. About 95% now retired
    9. 9. Civic minded – loyal
    10. 10. Less likely to change jobs
    11. 11. Respect authority
    12. 12. Good team players
    13. 13. Tech challenged</li></li></ul><li>Baby Boomers<br /><ul><li>Born 1946 -1964 (1,262 JSO employees)
    14. 14. Well established in careers
    15. 15. Hold positions of power & authority
    16. 16. Hard working
    17. 17. Motivated by position, perks, prestige
    18. 18. Workaholics
    19. 19. Believes Gen X & Y need to “pay dues”
    20. 20. Independent / Self-reliant
    21. 21. Can change the world
    22. 22. Goal oriented
    23. 23. Competitive</li></li></ul><li>Generation X<br /><ul><li>1965 – 1980 (1,786 JSO employees)
    24. 24. Statistically highest education level for age group
    25. 25. Home PC / Video games / Internet
    26. 26. Multitasks
    27. 27. Latch-key kids
    28. 28. Casual, friendly work environment
    29. 29. Flexibility & freedom
    30. 30. Craves feedback & guidance</li></li></ul><li>GenerationY<br /><ul><li>Born 1980 – 2000 (503 JSO employees)
    31. 31. Fastest growing segment of the workforce
    32. 32. Tech savvy
    33. 33. Plugged in 24 / 7
    34. 34. Prefers to communicate via electronic rather than face to face
    35. 35. Text / email / social network
    36. 36. Nurtured and pampered by parents
    37. 37. Confident / Ambitious / Achievement inclined
    38. 38. Team oriented
    39. 39. Loyal / Committed / Want to be involved</li></li></ul><li>JSO Generational Demographics<br />1,750 employees<br />(6%)<br />(34%)<br />(47%)<br />(13%)<br />1,283 employees<br />743 employees<br />3,776 Total Employees*<br />*Data by JSO HR 12/2009<br />
    40. 40. Current Police Lieutenants & Sergeants<br />61 Employees<br />172 Employees<br />
    41. 41. Directors, Chiefs, and Assistant Chiefs<br />32 Employees<br />
    42. 42. General Order 7.4 – Direction and Supervision<br /> Commanding Officers shall have direct supervision and responsibility for all members assigned to their commands. Supervisors have the responsibility for setting a personal example of leadership in the knowledge and application used to bring positive change. Supervisors are responsible for the ongoing improvement of the work experience and environment of their employees. Commanding Officers have the ultimate responsibility for continuously promoting, facilitating, and producing tangible, measureable, and sustainable results and a culture of improvement in their business units <br />Revision Date January 17, 2006<br />
    43. 43. General Order 7.4 – Direction and Supervision<br /> Commanding Officers shall have direct supervision and responsibility for all members assigned to their commands. Supervisors have the responsibility for setting a personal example of leadership in the knowledge and application used to bring positive change. Supervisors are responsible for the ongoing improvement of the work experience and environment of their employees. Commanding Officers have the ultimate responsibility for continuously promoting, facilitating, and producing tangible, measureable, and sustainable results and a culture of improvement in their business units <br />
    44. 44. General Order 7.4 – Direction and Supervision<br /> Commanding Officers shall create a work environment where employees are encouraged and empowered to professionally challenge the status quo and to suggest and implement guided change. Specific suggestions, improvements, and/or changes designed to increase effectiveness, efficiency, or service quality while not impacting other areas, can be implemented with unit (local) approval. Specific suggestions, improvements, and/or policy changes impacting other areas must include agreement with impacted units or entities. <br />
    45. 45. General Order 7.4 – Direction and Supervision<br /> Commanding Officers shall create a work environment where employees are encouraged and empowered to professionally challenge the status quo and to suggest and implement guided change. Specific suggestions, improvements, and/or changes designed to increase effectiveness, efficiency, or service quality while not impacting other areas, can be implemented with unit (local) approval. Specific suggestions, improvements, and/or policy changes impacting other areas must include agreement with impacted units or entities. <br />
    46. 46. Captain Mike Abrashoff <br />
    47. 47.
    48. 48.
    49. 49.
    50. 50.
    51. 51. Your “Wake”<br />
    52. 52. Tasks (Our Process)<br />Successful<br /><ul><li>Goals being reached
    53. 53. Growth of the Agency
    54. 54. The mission being completed
    55. 55. Tasks getting completed
    56. 56. New / innovative ideas introduced & improved
    57. 57. A stronger brand
    58. 58. A stronger reputation
    59. 59. Better systems & processes
    60. 60. Cleaner operations</li></ul>Unsuccessful<br /><ul><li> Unreached goals
    61. 61. Misfires
    62. 62. Mission not completed
    63. 63. Lack of completion
    64. 64. Disorganization and chaos
    65. 65. Inactivity (Nothing happening)
    66. 66. Lack of focus
    67. 67. False starts
    68. 68. Resources & money lost
    69. 69. Processes with waste & non-value added steps</li></li></ul><li>Relationships (Our People)<br />Unsuccessful<br /><ul><li>Employees wounded
    70. 70. Less trusting
    71. 71. Employees do not progress / grow
    72. 72. Let down, cheated, manipulated
    73. 73. Disappointed, lied too, uninvolved
    74. 74. Feel inferior / loser
    75. 75. Motivation destroyed
    76. 76. Productivity down</li></ul>Successful<br /><ul><li>More trusting
    77. 77. More fulfilled
    78. 78. Growth with your leadership
    79. 79. Feel better about themselves
    80. 80. Working together
    81. 81. Feel lifted / encouraged
    82. 82. Challenged / inspired
    83. 83. More productive</li></li></ul><li>Servant Leadership<br />
    84. 84. Why Do Employees Leave?<br />
    85. 85. Captain Abrashoff – “It’s Your Ship”<br />
    86. 86. Get Out of the Comfort Zone<br />
    87. 87. Challenge the Status Quo<br /><ul><li>Leaders are expected to be the ones who ask “why?”
    88. 88. Encourage a climate and culture where employees are empowered & rewarded for asking “why?”
    89. 89. Good ideas do not always come from supervisors…are your people asking you “why?”</li></li></ul><li>
    90. 90. Captain Mike Abrashoff<br />
    91. 91. Leadership Responsibilities<br /> Listen aggressively<br /> Communicate purpose and meaning<br /> Create a climate of trust<br /> Take calculated risks<br /> Look for better solutions not salutes<br /> Go beyond standard procedure<br /> Generate unity<br /> Build your people’s confidence<br />Recognize failure as an option<br /> Improve your employees’ quality of life as much as possible <br />
    92. 92. Mutual Trust<br />Long<br /> Term<br /> Mutual<br /> Prosperity<br />Mutual Trust<br />
    93. 93. Lean Principles and Tools<br /><ul><li>8 Types of Waste
    94. 94. Defects
    95. 95. Overproduction
    96. 96. Waiting
    97. 97. Non-value added process
    98. 98. Transportation
    99. 99. Inventory
    100. 100. Motion
    101. 101. Employees’ skills not used
    102. 102. Standardization
    103. 103. Visuals
    104. 104. Transparency
    105. 105. Voice of the Customer</li></ul>Lean – Relentless elimination of waste <br />7S – Organization and Visuals<br /> 5 Whys – Cause and Effect<br />Value Stream Mapping – See and eliminate Waste<br />One page picture of Current and Future States<br /> Voice of Customer – Understand Value<br />Surveys – Understand resources, Current State <br /> Brainstorm – Utilize input from people doing job<br />Six Sigma – Standardization, reduce variation<br />
    106. 106. 7 Levels of Change<br /><ul><li>Level 1 – Effectiveness – Doing the right things
    107. 107. Level 2 – Efficiency – Doing things right
    108. 108. Level 3 – Improving – Doing things better
    109. 109. Level 4 – Cutting – Stop doing things (non-value added waste)
    110. 110. Level 5 – Modeling – Doing things others are doing (best practices)
    111. 111. Level 6 – Different – Doing things no one else is doing (cutting edge)
    112. 112. Level 7 – Impossible – Doing things that can’t be done (being premier)</li></li></ul><li>Lead by Example – Gemba “Go see”<br /><ul><li>Bill Bratton stories
    113. 113. NYC Transit Police
    114. 114. Subways – 3% of crimes
    115. 115. Massachusetts Bay Transit Authority
    116. 116. Smaller vehicles
    117. 117. First hand experience – goes to minds / hearts</li></li></ul><li>Empowerment<br />
    118. 118. Organizational Chart<br />
    119. 119. “Leadership is solving problems. The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help or concluded you do not care. Either case is a failure of leadership.” Colin Powell<br />
    120. 120. Questions/Comments<br />

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