INFLUENCING CHANGE

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INFLUENCING CHANGE

• Changing the culture
• Of the
• Richland Police Department

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2001 Feedback

• What I found at RPD
• Chain of command prevents open communication
• Personalities get in the way
• Vehicle maintenance is poor, vehicles are poor
• Behavior of some employees backstabbing, lack of
  teamwork
• Staffing problems
• Command accountability
• Role responsibility
• Equipment damaged or poor

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2001 Feedback

• What I found at RPD (continued)
• When a problem is identified, nothing happens to
  correct it
• Poor work habits from some squads
• Morale problems
• No recognition for a job well done
• Training is inadequate
• Appropriation of staffing
• What is the mission to the community?
• Lack of direction

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2001 Feedback

• What do you want from your Chief?
• Make decisions
• Reconstruct the department dont be afraid to
  make changes
• Leadership
• Direction
• Go to bat for us
• Take an interest in what we do
• We need more cohesive work groups
• Trust, accountability, honesty
• Step up to the plate

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Summary of 2001 Feedback

• Staffing needs
• Training
• Equipment
• Leadership/cultural shift in thinking
• Teamwork

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Summary of 2001 Feedback

• What was discovered was systemic it seemed that
  the entire city was bogged down in bureaucracy!
  Council lacks confidence in staff, staff lacks
  confidence in council. We did things because we
  always have done it that way. City management and
  council expected poor results and was satisfied
  with this type of performance, or they did not
  know what a good work product looked like.

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Starting Change

• Evaluate operations of the RPD
• Break the system
• Identify the core mission, including a new
  mission statement
• Staff and train to accomplish the core mission
  and eliminate tasks that do not directly
  support the core mission
• Redefine success for the department
  (introduction)
• Start a new training system
• Others as Identified

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PRODUCT TO OUR COMMUNITY

• Safety Service

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We Want Change
Really MeansChange the other guys, dont
change me, I dont need it!
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WHAT IS BEST FOR THE DEPARTMENT!
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OPPORTUNITIES

• Patrol cars
• Reconstruct squads
• D.A.R.E.
• Traffic Unit

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TEAM MAKEUP
Active Leave Me Fence Good or Top
Performers Saboteurs Alone (LMA) Sitters
10 10 60 20
5 5 25 65
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LEADERS DELIEMA

• 90 OF YOUR TIME
• IS
• SPENT WITH 10 OF YOUR EMPLOYEES

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Who should we target?
FENCE SITTERS
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HOW CAN WE ACCOMPLISH OUR MISSION?

• What are we DOING now?
• What are we NOT doing?
• What we NEED to do to influence our future!

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• Constant assessment of the organization
• Create an organization that gets used to change
• Give your employees the tools for them to do
  their best
• Measure the performance of the organization
  this may mean more changes until we get it
  right!
• It may mean changing personnel to improve the
  teams performance
• ALWAYS make decisions on what is best for the
  department!

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WHY?
Why do organizations fail to change? Why do
leaders fail to have an impact?
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LEADERSHIPCOURAGE
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EXECUTETHE PLAN
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VMP3
Strategic Philosophy of Operation
Values
Mission
Product
Priorities
Process
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Values

• Integrity
• Will your actions pass the smell test?
• Would you be embarrassed if your actions were
  described in the media?
• Teamwork
• Do your actions build up and strengthen the team?
• Are you helping or hurting the team?
• Are you doing your part to accomplish our mission
  and deliver our product?

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Values

• Excellence
• Are you doing the best job possible?
• Would you treat a person that you know and care
  for the same way you are treating or
  investigating an incident for one of our
  citizens?

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Mission

• Key words
• Safeguarding, protecting, professional, proactive
• Highest level of performance, behavior, ethics,
  conduct
• Innovative solutions, partnership, community
• Accepting, learning, developing skills, service

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Product

• Safety Real vs. Perceived
• How can we provide real safety?
• How can we provide perceived safety?
• Service Customer Service vs. Customer
  Satisfaction
• What is the difference?

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Priorities

• C T Q
• Crime Incidents identified by
• Process (PARSTAT)
• Pattern of crime episodes
• Follow up with ongoing crime incidents
• Traffic
• Accident locations
• High violation locations
• Neighborhood locations
• Quality of life issues Code enforcement issues

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Priorities

• TOT and TUT
• Total Obligated Time Time spent as dictated by
  dispatch received calls
• Total Un-obligated Time Time left over after
  TOT is used
• How should this time be used?

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Process

• PARSTAT
• Identify a problem (officer/citizen/statistical)
• Formulate a solution (officer/team/supervisor)
• Implement a plan of action (officer/team/superviso
  r)
• Measure results
• Follow up?
• Job accomplished?
• Effort (not numbers) is the key to success!

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Obstacles to Change

• Leadership was and still is the secret of success
  to ANY new program or operational philosophy
• When you implement change, you can anticipate
  certain behavior there may be a reluctance from
  some supervisors or subordinates to
• Accept the change
• Passively resist the change
• Actively resist

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Secret to Success

• COMMUNICATION
• Senior commands promise to you
• All employees have the opportunity to communicate
  with command
• Senior staff meeting
• PARSTAT meetings improve our communication
• Weekly strategy meetings

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Your communication to your employees

• YOU WILL SUPPORT THIS PROCESS!
• YOU WILL NOT ACTIVLEY RESIST
• YOU WILL NOT PASSIVELY RESIST

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Leadership is

• Leadership is a process whereby an individual
  influences a group of individuals to achieve a
  common goal
• Leadership is the influencing process of leaders
  and followers to achieve organizational
  objectives through change
• Leadership is the behavior of an
  individualdirecting the activities of a group
  toward a shared goal

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Leaders in a Values-Based System

• Must be credible
• Must believe what they are doing and how they are
  doing it
• Set the example
• Practice what they preach

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Leadership Commitment

• To align values by making changes in work habits,
  practices, and attitudes
• To earn and sustain leadership credibility over
  time by setting the example
• To unify constituents around shared values to
• Focus energies and commitments
• Result in more positive attitudes
• Gain higher levels of performance

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Leading today tomorrow

• Understanding the difference in generations
• Leadership in different situations with
  different personalities
• Communicating organizational change
• Changing organizations and its impact

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Generations

• Generation X 1965 1980
• Ages 42 27 51 Million
• Generation Y 1981 1995
• Ages 26 12 75 Million

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Generation Y

• Pampered
• High performance high maintenance
• Less likely to respond to command control
• Challenge the status quo
• 49 say retirement benefits are important

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Generation Y

• Dont expect to stay in a job or career long
• Dont like to stay to long on any one assignment
• Deprived of social skills dont treat older
  employees as well as they should

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(No Transcript)
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10 WAYS TO BECOME STAGNANT

• DONT REWARD EMPLOYEES
• REFUSE TO SET GOALS
• NEVER, EVER CHANGE
• MAINTAIN CONTROL
• PUT OFF DECISIONS
• NEVER DELEGATE RESPONSIBILITY
• QUASH NEW IDEAS
• KEEP SECRETS
• TOLERATE MEDIOCRITY IN THE INTEREST OF
  TRANQUILITY
• LIMIT TRAINING

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IT IS EASY TO STEER THE SHIP IN CALM WATERS, THE
TRUE TEST IS TO STEER THE SHIP IN A STORM!
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2007 City of Richland Employee Survey

• Supervisors and managers in my work group
  encourage decisions based on values.
• 44.4 Strongly Agree
• 44.2 Agree
• 88.6
• 11 Disagree

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Survey continued

• It is important that the city maintain its
  emphasis on shared values with the next city
  manager.
• 50 Strongly agree
• 47.7 Agree
• 97.7
• 2.3 Disagree

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Survey continued

• I know what my department management considers
  important when evaluating my job performance.
• 35.6 Strongly Agree
• 55.6 Agree
• 91.2
• 9 Disagree

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Survey continued

• My immediate supervisors holds employees
  accountable when we do our jobs poorly
• 37.8 Strongly agree
• 46.7 Agree
• 84.5
• 15.5 Disagree

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Survey continued

• My immediate supervisor leads by example
• 38.6 Strongly Agree
• 45.5 Disagree
• 84.1
• 15.9 Disagree

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Survey continued

• My immediate supervisor follows through on
  problems
• 33.3 Strongly agree
• 62.2 Agree
• 95.5
• 4.5 Disagree

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Survey Continued

• Management holds my supervisor accountable
• 33.3 Strongly Agree
• 50 Agree
• 83.3
• 16.7 Disagree

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Survey Continued

• Management is held accountable for their actions,
  based on our shared values.
• 24.4 Strongly agree
• 51.1 Agree
• 75.5
• 24.4 Disagree