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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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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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