to information you'll find on this page:
Session #2 - October 16, 2002, 1400-1600 hrs,
Richmond City Hall Room#M2.004
Topic: Detailed examination and how to operationalize the
first three of the eight core competencies.
Leadership, Personal Effectiveness and Flexibility, Planning and
Organizing (Action Management).
Presenters: Sgt. Dave Olson and Ward Clapham.
A very special thanks to Sgt. Dave Olson for Surrey Detachment for his
support on assisting facilitating these sessions!
Promotional Study Session #2 - October 16, 2002, 1400-1600 hrs, Richmond
City Hall Room # M2.004
Topic: Detailed examination and how to operationalize the first three of the
eight core competencies. Leadership, Personal Effectiveness and Flexibility and
Planning and Organizing (Action Management).
Promotional Study Session #3 - October 30, 2002, 1400-1600 hrs, Richmond
Cultural Center - Lecture Hall
Topic: Detailed examination and how to operationalize the last three core competencies
on the exam; Client-Centred Service, Interpersonal Skills and Thinking Skills
NOTE: All past and future study material to be posted online. Advanced and additional study tips will also be posted online as time permits. You will already note many additional tips and directions already posted. It is strongly suggested that interested persons stay current by reviewing website for updates and details. Everyone emails via ROSS will soon diminish and it will be your responsibility to utilize the web for info/updates.
Richmond Detachment is hosting a series of sequential study sessions to assist in understanding of the PRP and JSE Exam process.
We will have a study session every 2 to 3 weeks starting September, until late January 2003. They will be hosted by the writer and numerous special guests. Break out sessions and further work groups will form as requested.
These study sessions will focus on the fundamentals of leadership, management, CAPRA, (MVV) mission-vision-values and our core competencies.
You will learn in detail about leadership, the change process and our core competencies. How to operationalize them within your day-to-day duties and highlight them within an exam or PRP process.
There is no quick fix or a short cut to getting promoted. Leadership is a journey, all these study sessions can do is point you in the right direction on expectations. In other words, the RCMP has expectations from it's leaders. You will learn from current RCMP leaders about Force's expectations. You will hear me talk a lot about "Managing Expectations". This is just one of a host of topics that we will flush out in due course.
Think of these study sessions as a "road map". This "map" will point you in the right direction. It is your responsibility to take that "map" and explore it further. It also means "walking the talk" through PRP examples and recognizing the "right" thing within the exam process.
This initiative is not only for Richmond Detachment members. Feel free to pass this onto anyone within the LMD that can make a session. Even if you do not have
promotable service yet, why wait? Consider getting a head start by learning about "expectations" now.
You do NOT need to reply. Attendance is on your own time and expense.
Tip For This Session
(Management by walking around)
MWBA - Management By Walking Around
External example that you can apply to police leadership.
A business friend of mine was having real Leadership problems at all levels of management in
his business. Nicely put, the environment was poison. The front lines had NO trust in the top. Productivity was at an all time low. Employees were jumping ship to competitors.
He was encouraged to implement the concept "Management By Walking Around"
As he was the CEO, it was suggested that he lead by example, take control of his own action and practice Management By Walking Around.
His instructions were simple...just do ONE (1) of the twelve guidelines everyday.
No more, just one...but "do it". It was suggested that he keep a
daily record of his efforts and take his time. This is called the "law of
the farm". Just like you cannot rush harvesting crops, you cannot
rush making transformational changes in your life. Think about it this
way, I suggested. Can a farmer rush his growing season? No! He
has to prepare the land, plant the seeds and nurture them over time...then the
harvest. You see.....there are NO shortcuts when it comes to building trust and relationships. For many, that is a hard pill to swallow. Taking the long way is being "strategic".
Well, the short story ends on a positive note. The "first of
equals" (the Boss) made an incredible transformation. He began to gain the respect of his employees and clients as he practiced (sincerely practiced) the Twelve Guiding Principles listed below. He began to
listen and see. (Note the order...listen and see. God gave us two ears,
two eyes and only one mouth for a reason). Guess what? He started to see his business from the eyes of the crew. Guess What? Those layers of insulation broke down and he began to realize his staff had the Future Answers , the Future Directions of the business. He just finally decided to pay attention. Today...Total Success, Big Money and most of all.....Happy Employees.
Twelve Guidelines for Managing By Walking Around (MBWA)
Do it to everyone.
You may remain in such close contact with your direct reports that MBWA is redundant with them. The real power of the technique lies in the time you spend with those in lower levels of your area of responsibility. Get around to see those who work for your direct reports and any others whose work is important to you.
Do it as often as you can.
MBWA sends positive messages to employees. It reveals your interest in them and in their work, and it says you donít consider yourself "too good" to spend time with them. MBWA also enables you to stay in touch with what is going on in your department, section or unit. Put aside at least thirty minutes a week to spend with all employees. Aim for once a quarter to see those you must travel long distances to visit.
Go by yourself.
MBWA is more meaningful when you visit with employees alone, and one-on-one. It encourages more honest dialogue and speaks loudly of your personal commitment to the idea.
Donít circumvent subordinate managers.
Some employees may take advantage of your presence to complain about a supervisor who is your subordinate. Counsel them to discuss the issue fully with their supervisor first. If you have cause to question the supervisorís judgement, donít indicate so to the employee, but follow up privately with the supervisor.
MBWA is a great opportunity to observe those "moments of truth" when your employees interact with your clients. Ask them to tell you a little bit about the files, projects or duties they are working on. Take care to sound inquisitive rather than intrusive.
Watch and listen.
Take in everything. Listen to the words and tone of employees as they speak to you and to each other. Youíll learn a lot about their motivation and their levels of satisfaction. In the words of Yogi Berra, "You can observe a lot just by watching."
Share your dreams with them.
As a Yukon Dog Team handler used to say, "The view only changes for the lead dog." MBWA is a solid opportunity to make sure that when you lead the sled in a new direction, the employees behind you wonít trip over themselves trying to follow. Tell them about the organizationís vision for the future, and where your vision for the department / unit/ section fits in with the "big picture." Reveal the goals and objectives that you want them to help you fulfill together as a team. Ask them for their vision, and hold an open discussion.
Try out their work.
Plop down in front of the computer; get behind the wheel; pick up the telephone; review a project file. Experience what they endure. Sample their job just enough to show your interest in it, and to understand how it goes. Think of great ways to reconnect with your front line workers, and gain a current understanding of exactly what they are dealing with during a typical work day.
Bring good news.
Walk around armed with information about recent successes or positive initiatives. Give them the good news. Increase their confidence and brighten their outlook. So often employees are fed only gloom and doom. Neutralize pessimism with your own optimism, without being non-credible.
This is a chance to lighten up, joke around, and show your softer side without being disrespectful or clowning around. Show employees that work should be fun and that you enjoy it too.
Catch them in the act of doing something right.
Look for victories rather than failures. When you find one, applaud it. When you run into one of the many unsung heroes in your job site, thank them on the spot, being careful not to embarrass them in front of peers or to leave out other deserving employees.
Donít be critical.
When you witness a performance gone wrong, donít criticize the performer. Correct on the spot anything that must be redone, but wait to speak to the wrongdoerís supervisor to bring about corrective action.
Leadership Tip#2 For This Session
Equals - Becoming a Servant Leader
this example, words speak just as loudly as action. How often to we
see or hear words like... the BOSS, the COMMANDER, the NCO in CHARGE or the
SUPERVISOR. Instead, why not try calling yourself "First of
Equals". Do it in front of your subordinates, peers and the
public. Then, take it to the next step. Act the way a "first of
equals" would act. You are not better, you are not smarter, you are
not more powerful than anyone else on your team. You are just first.
FIRST to stand up for your men and women. FIRST to state the "buck
stops with you!". FIRST to show sensitivity, great interpersonal
skills and compassion. FIRST to listen, FIRST to help and FIRST to give
credit to your people when credit is due.
of Equals. Think about it this way. How can I be FIRST to serve my
team, my community, my organization. If you walk this talk, you WILL be
the first in more ways than you can ever imagine.
Leadership Development and Coaching
(Microsoft PowerPoint Presentation)