4. 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
5. Command, Manage, and Lead
On the Street In the House.When do we
command
or manage,
and
when do
we lead?
7. • 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
9. Ethical Leaders in Action
Leadership Development Model
Leading
Self
Leading
Others
Leading
in Context
10. 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!
11. Pursue Greatness – with Humility
• Humility is realism.
• Envision a better you.
• Be firm and kind.
• We help one another.
12. Pressure
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
14. • 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
15. • 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?
16. • 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
18. Paths to Professional Entry
Law School Clerkship Associate
Academy Field Training Officer
Med School Residency Physician
19. 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
21. 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”
