Supervising Police Personnel

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it's not easy to be a person of good character. What does it take?

(p. 1) First and foremost, you must have a purpose and a mission. Then add a good heart, the wisdom to know right from wrong, and the self-discipline to do the right thing even when it's costly, inconvenient, or unpopular. The number-one value for a person of character is integrity .

Leading by objectives is essentially an ABC process that:

A. Sets a course of desired direction—the Objective B. Engages the person to proceed in that direction—the Result C. Promotes self-control via feedback Leading by objectives (LBO) necessitates setting goals that are tangible, attainable, and measurable. Rather than using goals to control, LBO seeks to use them to engage p. 108

● The person we least enjoy being around is our (5) ____ (Guess Who?). (Page 151)

Boss

A person of character seeking a true purpose in living a life of meaning places a higher value on what? a) success b) accomplishment c) significance d) accolades

C) significance (p.1)

______________ sparks an upward spiral of individual relationship growth and injects social cohesion into the whole team.

Gratitude p. 160

FIVE INTELLIGENCES

Physical Intelligence (PQ) Mental Intelligence (IQ) Emotional Intelligence (EQ) Social Intelligence (SoQ) Spiritual Intelligence (SQ) (Ch. 2, Page 9)

RESILIENCE: FIVE STRATEGIES FOR DEALING WITH POSTSTRESS EVENTS

Strategy 1: Supportive Relationships Strategy 2: Mental Discipline Strategy 3: Helping Others Strategy 4: The Three Rs (Reading, Relaxation, Recreation) Strategy 5: Altruistic Egoism p. 179

Strength 4 - Well Being pp. 105

Strength Five - SELF CONTROL p. 165

_______________________ people rarely feel guilty because they deny, they justify, they rationalize, and they refuse to accept their share of responsibility. Only ethically aware people struggle with the distance between what they care about and what they're doing about it.

Unethical p. 47

According to Time in 2011, $75,000 is the income needed to make most American's happy. Earnings above that:

have no further effect on contentment. p. 154

No matter how much good a police supervisor does, he or she will be judged by:

his or her last, worst decision. (p. 49)

Happiness is not a singular positive emotion; actually it is known as a _______ ___ ________________ emotion (e.g., joy, achievement, meaning, contributing, and more).

hive or constellation p. 157

Where both advocates and detractors tend to shake hands is on the quandary of measuring the _____________.

immeasurable. Both sides are uneasy or ambivalent about measuring something that hasn't happened. p.232

The confusing choices deal with moral issues and ethical nuances such as:

indiscretion, rule infractions, deception in police investigations, use of excessive force, off-duty behavior that may not be job related. (p. 49).

Organizational performance is derived from __________________ performance, and __________________ performance is heavily dependent on an accurate and valid personnel evaluation process. Also, a well-designed evaluation process is only as effective as the leader who is responsible for administering it.

individual p. 121

A department's ethical culture is a combination of:

individual integrity and organizational integrity. p. 43

Performance measures consist of: (4 terms)

inputs, activities, outputs, and outcomes. p 232

Technical competence

is the skill and ability to accomplish supervisory tasks while deploying birth-given talents to solve problems. Displaying technical competence is one critical set a manager must take to elevate trust. p. 15

● Watch your character:

it determines your destiny. p. 12

forging a work environment that manifests trust is a matter of a _______________________________ .

personal relationship p. 14

Ethics are not descriptions of the way things are, but

prescriptions for the way they ought to be. p.39

What is the primary objective of COMPSTAT?

primarily designed to hold police managers accountable for crime reduction p. 237

It's a fact— corrupt systems and people are prone to collapse at the first sight of _________________ _____________.

principled resistance (p. 49)

In an ethical work culture during performance reviews and promotions what ethical conduct is assessed?

trustworthiness, responsibility, and respectfulness. Only employees who are comfortable living up to high ethical standards are retained or promoted. p. 44

What are the six pillars of character?

trustworthiness, respect, responsibility, fairness, caring, civic virtue and citizenship p. 42

What we really care about requires action along with a purpose to be a

value p.25

Lack of trust is a disaster for police organizations. Experience has repeatedly shown us and continues to teach us that who we are is more important than ____________________.

who we appear to be. p. 14

The most important measure of leadership is this:

will the person be decisive? (p. 10, Ch. 2)

________________ acts like a muscle and can become fatigued, which soon erodes our precious self-control.

willpower P.194

What are the three types of employees?

1. Engaged 2. Not Engaged 3. Actively Not Engaged p. 69

2. Conventional wisdom and a myth are the same thing. (T/F)

True. p. 3

8. Only good people feel guilty. (T/F)

True. p. 47

10. Having integrity means the tough choices become the easy ones. (T/F)

True. p. 51

10. Anticipation occurs when we become conscious of the coincidences in our lives. (T/F)

True. p. 64

Once a vision is conceived what is the next step?

to transform the mental image into a tangible one. p.57

What are the percentages for each set of employees in the United States for: 1. Engaged 2. Not Engaged 3. Actively Not Engaged

1. Engaged - 30% 2. Not Engaged - 54% 3. Actively disengaged - 16% p. 69

7. Having an internal affairs unit relieves the supervisor of a responsibility to maintain discipline. (T/F)

False. It provides additional resources for the supervisor to be even more diligent.. p. 123

Personal Factors

Age Tenure Personality Past experiences Health p 93

7. Leadership is the ________________ to command (a) desire (b) capacity (c) right (d) experience. p. 4

(b) capacity. While supervising focuses on a thing, leading concentrates on people. It is capacity! p.4

The greatest potential for improved crime control does not hide in the enhancement of response times, patrol tactics, and investigative techniques. Rather, improved crime control can be achieved by

(1) diagnosing and focusing on problems in the specific community that produces specific crimes, (2) building self-defense capabilities within the community itself, and (3) implementing real-time, anticipatory COMPSTAT technology. p. 215

Phase B: Problem Analysis 4 steps, of the 11. Those who identified the problem in the first place are likely to be the best resource for deciding what kinds of information are needed to solve it. The sources of information can include

(1) existing literature (research reports, current journals, and the like), (2) police files, (3) knowledge of line employees, (4) victims, (5) community, (6) perpetrators, and (7) other agencies (general government, criminal justice, and businesses).

Individual Differences - society shapes a person's inherited temperament, but it does not transform that person into a complete opposite of his or her own basic nature. Each of us emerges with somewhat distinctive ways of behaving, despite the influences in our generation's programming. In broad categories, the major sources of programming experiences for all of us are:

(1) family, (2) formal education, (3) religion, (4) the media, (5) our friends, (6) where we grew up, and (7) our wealth. p.33

Spoken messages are of three varieties:

(1) interpersonal; (2) group or meetings; and (3) telephone conversations

(End of Chapter 12)

Typically, misguided employees are relatively few in number—perhaps up to (a)__________ percent of a police agency—but they often drain a lot of a leader's time and energy. You are apt to discover that (b) _____ percent of your time is directed toward (c) ______ percent of your staff.

(a) 5% (b) 80% (c) 20% p. 123

Good supervision and good leadership require good (a) _______________ and good (b) ________________________. Your success as a supervisor and a leader will be measured by your timely and accurate choices.

(a) decisions, (b) choices. p. 10

Strategy 1: Supportive Relationships

1. Build supportive structures 2. Helpful people; Everyone needs people, especially helpful people, who will give support when you are depressed, anxious, unhappy, angry, or simply distressed. 3. Give and take; supportive relationship requires cultivation and reciprocation. 4. Positive strokes; It takes positive strokes to develop emotionally healthy people with a sense of "okayness". 5. Stay away from folks; avoid negative pessimistic doomsayers.

THE TEN THINGS THAT VALUES DO TO US AND FOR US

1) Paradigms 2) Generation Gaps 3) Individual Differences 4) Standards 5) Conflict Resolvers 6) Emotional Intelligence 7) Thought Provokers 8) Motivators 9) Attitudes 10) Character and Competence p. 32

In each one of the steps that follow, there must be input by the employee, by the leader, and by top bosses. LBO is empowerment at its best. The process consists of seven interrelated steps:

1. Identification of the issue (often the most difficult step) 2. Definition of the issue in a specific statement 3. Development of optimal strategies to deal with the issue (factors deciding to leave an option on the list or not: include values, time, money, personnel, political ramifications, tradition and custom, attitudes, and skill of the participants.) 4. Selection of the appropriate option 5. Implementation (which individuals are going to be affected, how they will be affected, and where the option will be exercised.) [evaluation is missing in the text; but listed in the summary] 6. Feedback - Feedback means communicating the results of the objective-setting process back to all of those who participated in it. Roadblocks: The disadvantage is that the LBO system, especially if new to an agency, may be met with the usual resistance to change. p. 110

The framework to reshape a habit consists of three progressive steps . . . p. 188

1. Identify the routine 2. Experiment with rewards 3. Isolate the cue

There are 5 types of downward communications (from supervisor to staff):

1. Job Instructions 2. Job Rationale 3. Procedures and Practices 4. Feedback 5. Organizational Goals p. 77

If any one of the five following conditions exists within the work team or an individual employee, then don't empower them. Rather than delegate, you should micromanage:

1. Those being empowered are not trained to do their jobs. 2. You doubt their commitment. 3. You do not agree with or understand the values and needs of an employee. 4. There is not a conduit for open and candid feedback. 5. You simply don't trust the person. p. 102

A 1958 study conducted by the late George Gallup found that Career WB is one of the major differentiators that helps us live into our 90s. As part of this classic "old-age study," Gallup conducted in-depth interviews with hundreds of Americans who were 95 and older. While the standard retirement age for men in the 1950s was closer to 65, men who lived to see 95 did not retire until they were (7) ____ (50, 60, 70, 80) years old, on average. Even more remarkable, 93% of these men reported getting a great deal of satisfaction out of the work they did, and 86% reported having fun doing their job. (This study has been replicated several times and the results, which now includes females, have totally supported the 1958 research.)

80 Page 151

First-class performance—getting results you're proud of—depends on the spirit performance, leading by and setting objectives, evaluation performance, and dealing with problem employees. As a leader, __________________ or more of your time will be spent on guiding the performance of others and of yourself.

80% p. 106

______________ of people reported feeling an emotional boost after doing kind things for others.

90% (9 out of 10) got a helper's high. page 156

Strategy; Goal; Vision; Let's not get confused!

A strategy is a set of specific steps to achieve a goal ... Strategy hopes to achieves Goals; A goal is something measurable, trackable, and is built on analytics with realistic timelines. A vision is bigger; A vision has no boundaries, rules, or past history. Visions seek the outstanding change -- not just with teh services we provide, but in the results those services inspire. (p. 58)

The vast amount of data that comes your way each day will probably whiz right by you unless you have:

A structure—a frame of reference. (p. 135)

What is the threefold time dimension?

A time for reflection, a time for action, and a time for tomorrow. The time dimension is inherent in supervision because supervisors are concerned with decisions for action. The time dimension influences decisions for progress (e.g., crime reduction, crime prevention). p. 133

What is the number-one value for a person of character, also referred to as the driving force? a) integrity b) competence c) leadership d) discipline

A) Integrity. "We believe that the number-one value for a person of character is integrity." p.1

The police manager and his management team hold themselves totally responsible for leading a caring, honest, and effective department that solves real-time problems.

Assume Accountability. p, 235

B) 1970(s) -- The 1970s gave birth to team policing. Early team-policing programs were burdened by lack of documented successes and failures. Page 213

BEGIN CHAPTER 15

The five base-line values in Spirit of Performance:

Baseline 1: Nonnegotiable High Standards Baseline 2: Opportunities Baseline 3: Character Baseline 4: Emotional Intelligence Baseline 5: Teamwork p. 108

Chapter 11 - Stress pp 166 - 180

Chapter 11 - Stress pp. 166 - 180

Chapter 12 - Willpower pp. 182 - 194

Chapter 13 - Team Leadership

Chapter 14 - Cops and Pops

Chapter 1: Character and Strengths Based Leadership pp.1 through 8

Chapter 2 - Decisions

Chapter 3 - Values pp.25 - 35

Chapter 4 - Integrity pp. 38 - 52

Chapter 5: Vision pp 53-68

Chapter 6 - Communications -- pp 70-89

Chapter 6 - Communications -- pp 70-89 Communication Trust Upward Communication Downward Communication Formal and Informal Channels Artful listening

1. Which is not a baseline value that promotes a spirit of performance? (a) opportunities (b) character (c) emotional intelligence (d) all are correct

D) All are correct. All five are: Baseline 1: Nonnegotiable High Standards Baseline 2: Opportunities Baseline 3: Character Baseline 4: Emotional Intelligence Baseline 5: Teamwork p. 108

Self-awareness and thus our standards are a complex blend of our

DNA (50%), our circumstances (10%), and our choices (40%). p. 185

END OF CHAPTER 10

What are the five parings of fears and needs?

FEARS NEEDS Death Security Outsider Community Future Clarity Chaos Authority Insignificance Respect p.56

6. Hypostress is always a negative change. (T/F)

False p. 171

10. "Altruistic Egoism" means being self-centered. (T/F)

False it means doing things for others. p. 179

Purpose-driven decisions are explicitly clear decisions.

Keeping it simple is a key element of leadership and emotional awareness. p.16

A large crew of very solid researchers studied a variety of literature over a two-year period that included writings dating from early Greece to our contemporary thinkers. They culled 24 strengths and placed them into six categories, as follows: Humanity and Love

Kindness and generosity Loving and allowing oneself to be loved

An evaluation system that uses both feedback and feedforward is referred to as

LBO leading by objectives p. 111

Leadership is the _______________ to command.

Leadership is the capacity to command., (p.4 Ch 1)

The greatest of all birth gifts is choice. __________________________________ is the exercising of our independent will to become a more effective supervisor, which automatically means a more effective person.

Managing our time p. 132

● A transition from a leisurely Sunday to Monday morning in a workplace where we are not engaged, it adversely affects our health. The highest incidence of heart attacks for workers is on a:

Monday p. 150

What are the 4 myths?

Myth 1: As We Grow, We Change Myth 2: We Grow the Most in Areas Where We're Most Weak Myth 3: Your Team Needs You to Put Aside Your Individual Strengths Myth 4: It Takes Other People (Experts) to Identify Your Strengths p. 2

What is the term used to describe the real guts of performance that are the metrics that validate whether the inputs (resources) burned to generate the outputs (services) actually produce the desired results?

Outcomes, p. 233

What is the term used to describe the services (or products) delivered through activities that are a basic measure that reports what and how often a particular police service was provided and to whom and how many?

Outputs, p.233

Organization-Wide Factors

Pay system Promotional opportunities Departmental policies and procedures Organization structure Communications p. 93

_________________ values, while related, are different since they imbue such ethics as justice, fairness, integrity, respect, trust, tolerance, and more. They are considered inherently good. We should prize these values above the practical ones.

Principled p.234

Phase A: Problem Identification The identification and definition of police problems reside in Steps 1, 2, and 3. Similar to strategic planning, problem identification is two-thirds of the effort in getting results .

STEP 1: GROUPING INCIDENTS AS PROBLEMS STEP 2: FOCUS ON SUBSTANTIVE PROBLEMS STEP 3: EFFECTIVENESS FIRST Page 225

SQ - Spiritual Intelligence

Spiritual intelligence represents our search for meaning and connection with something larger and more trustworthy than our own ego. It is what we use to develop our longing and capacity for purpose, vision, and value. It underpins the things we believe in and will take a stand on. In essence, our SQ is what makes us human. p.13

Infotech Abuse

Supervisors' energy is being suffocated and their time trapped by infotech. They're being buried in an avalanche of paper, accosted by more and more telephone calls, and bombarded by incessant e-mail. It's not easy to develop trust and attain understanding in an e-mail or text message. Worse still, such infotech encourages us to be the great communicator. "With one touch of a key I can send my message to tens, hundreds, or more people." This thinking is the cause of overloads and confusion. p. 87

Our values, while enduring, can be changed. This transition can occur in one of two ways:

The first is a traumatic or significant emotional event (SEE). The second revolves around major dissatisfaction. p. 30

Knowledge

The innate conceptual knowledge that enables one to envision a goal, think about it strategically, and apply your imagination to its attainment. p.15

The premise behind measuring performance is

The police and their community require high-quality measures of police performance to determine whether or not the organization is achieving intended results. p.233

Job-Content Factors

Training Job Scope Role clarity and conflict Challenge and opportunities p 93

T/F - Intuition, also called personal insight, is an important tool used in making a decision.

True - Police supervisors must sometimes make choices that are based as much on gut feelings as on precise analysis and objective logic. In most decision-making situations, facts are incomplete and frequently inaccurate. You must rely instead on your own good sense and instinctive feelings. Truly successful decision making relies on a balance between deliberate and intuitive thinking. p. 22

2. Citizens will accept a range of response times for different types of calls. (True/False)

True - p. 214

1. No decision is as bad as or worse than a poor decision. (True/False)

True.

3. PTSD stands for posttraumatic stress disorder. (T/F) p. 168

True.

10. The driving force in one's job satisfaction is most often recognition. (T/F)

True. We have a lot of respect for the research and thinking of Adrian Gostick and Chester Elton. They present evidence that being "recognized and appreciated" for one's work efforts is a leading causal factor in job satisfaction. p. 104

______ is the genesis of all human relationships.

Trust. If there is a lack of trust between a supervisor and his or her staff, the working relationship is doomed. Trust is the glue that holds relationships together. p.14

Valor and bravery Perseverance/industry/diligence Integrity/genius/honesty

____________________ are what make us different from other living things on our planet ... they are what make us human.

Values p,26

This approach relies on identifying ethical principles. Each police agency must develop its own core ethical values. For now, we will use the six advocated by the Josephson Institute of Ethics. Together they are referred to as the Six Pillars of Character; they define for us our moral duties and virtues.

Values-Oriented Programs p. 42

_______________________ is an ownership issue, and if we want ownership widely dispersed then each person needs to struggle with articulating his or her own vision of the police mission - an opportunity.

Visioning p.55

Supervising is positional; but leading is ____________________? a) personal b) fundamental c) authority d) fulfilling

a) personal p. 4

Each good decision, therefore, should start with a stop—a forced space for reflection to let us clarify our goals, evaluate the completeness and credibility of our information, and devise alternative strategies to _________________________.

achieve the best possible result. p. 11

Our will power resides in what part of the brain?

anterior cingulate cortex p.183

Without this an organization cannot function: a) empowerment b) delegation c) enthusiastic employees d) intelligent suspervisors

b) delegation p. 97

Leading focuses on ________________? a) things b) people c) organization d) strength

b) people (p4)

6. Which of the following is NOT a reason that COMPSTAT is such a good illustration of a statistical measuring tool? a. Provides statistical data for department overseers b. Allows for anonymity in department c. Data is objective d. Markers and measurable are clear

b. Allows for anonymity in department p.236

Four Dimensions of Stress There are four major dimensions to stress or change:

● Hyperstress: Too much ●Hypostress: Too little ●Eustress: Favorable or positive changes ●Distress: Unfavorable or negative changes (Page 171)

Excessing a strength

built-in level for excess that if accidentally tripped can twist and turn the strength into horrible failures, (Ch. 1)

How do the physical scientists measure phenomena that they cannot see?

by displacement theory. In other words, what can we look for when it comes to bad things that didn't happen? p. 232

Research shows that given a choice between a bump-up in pay as compared to one in empowerment, more than _______ percent opt for more voice. a) 70% b) 50% c) 90% d) 57%

c) 90% p. 94

2. Stress is a demand on us to _______. (a) withdraw (b) fight (c) change (d) sleep

c) Change ( p. 167 )

Also, an ethical culture and formal and informal incentive systems promote honesty, moral courage, responsibility, and fairness. In the workplace you get the behavior you: a) encourage b) require c) reward d) manage

c) reward p. 44

Once you lose ____________________ you lose your ability to lead. Without mastering and maintaining this, continuing to lead is virtually impossible. Strengths-based leaders are known and admired for their consistent exercise of: a) willpower b) discipline c) self-control d) face

c) self control p. 165

3. Performance measures consist of all of the following, except a. Inputs b. Activities c. Reasons d. Outputs

c. Reasons p. 232

5. Which of the following is NOT a yardstick used to measure police performance? a. Statistics b. Outside oversight c. Wide-held rumors d. Polling data/surveys

c. Wide-held rumors p. 236

Leaders discover what is unique about each employee and they _________________________ on it.

capitalize p. 101

The link between decision making and willpower works two ways:

decision making depletes your willpower, and once your willpower is depleted, you're less able to make correct decisions. p 184

What is the centerpiece of police leadership and supervision?

decision-making. It serves as a start and end point. It is the driving force of job satisfaction and organizational results. It is the life blood of all ideas, practices, and challenges that follow. Our ability to choose—to make decisions—is to be forever prized and always appreciated. p.23

What is the major responsibility of a police supervisor?

decision-making. The most important measure of leadership is this: will the person be decisive? A frequent complaint in police work concerns the frustration of waiting for a supervisor to make a decision. As a supervisor, the most critical part of your job—first and foremost—is to make decisions p. 10

Strengths-based leadership is effective

delegation p. 98

The essence of being human is being able to make choices about our own lives . The essence of being a supervisor and leader is being able to influence ____ __________ ____ _________.

the choices of others. p.11

Win-win

the majority of us tend to think 'win-lose' as a mind set; win-win is a belief in a 3rd alternative; Win-win is never a victory over other people; it is a decision that brings benefit to everyone involved. p 15.

If you're looking for contentment , it pays to look at how far you've come. To stroke movement and ambition, you best focus on...

the path ahead of you p.186

Your metabolism, heart rate, breathing rate, muscle tension, and blood pressure all return to their normal levels. You can use your mind to change your physiology for the better, improving your health and perhaps reducing your need for medication. This is:

the relaxation response p. 168

Police agencies reinforce ownership and accountability by conforming:

their performance-appraisal system to their vision statement. p. 55

Known as the "happiness" vitamin (1)_________, which naturally increases the level of the feel-good chemical serotonin in the brain. Deficiency in this vitamin doubles the risk of heart attack and stroke, and is linked to diabetes and hypertension. It is estimated that (a) ____ (1/3, 1/2, 2/3) of Americans don't get enough of it.

(1) Vitamin D (a) 2/3 (two-thirds) p. 156

Since 2010, 150 U.S. Army sergeants have been coming to the University of Pennsylvania each month for eight days of resilience training, which consists of:

(1) building mental toughness, (2) building psychological strength, and (3) building strong relationships. p. 152

Chapter 10 - Happiness pp 145-163

Chapter 10 -- Happiness pp 145-163

The only state in our nation with an adult obesity rate below 20% is

Colorado p. 156

Community WB p 156-157

Curiosity/interest in the world Love of learning Judgment/critical thinking/open-mindedness Integrity/originality/practical intelligence/street smarts Social intelligence/personal intelligence/emotional intelligence Perspective

10. __________________ is/are the best predictor of happiness. (a) positive emotions (b) engagement (c) meaning (d) social relationships

D) Social Relationships There is a wealth of evidence, both scientific and experiential, showing that our social relationships are the best predictors of happiness, high performance, and teamwork. p. 159

FINANCIAL FINDINGS: P153-154.... For financial security the perception that you have more than enough money has three times the impact of your income alone on well-being. Furher, a lack of worry has double the impact.

Money can increase short-term happiness by giving us more control over how we spend our time, whether that means a shorter commute, more time at home with family, or additional social time with friends. Whisenand, Paul M.. Supervising Police Personnel: Strengths-Based Leadership (Page 154). Pearson Education. Kindle Edition.

Five key elements foster our well-being. By working on each one of these, your happiness factor is highly likely to spike and should be practiced in all of the five domains of our life: career, social, financial, physical, and community: a) character b) PERMA c) positive emotions d) positive achievement

b) PERMA PERMA stands for: 1. Positive emotions 2. Engagement 3. Relationships 4. Meaning, and 5. Achievement p. 147

It is the core of our well-being and related to our objective circumstances, but it also depends on how we think and feel about these conditions. It encompasses our well-being and our evaluation of the five important domains of life: a) character b) happiness c) personal choice d) exercise

b) happiness p. 145

Because of past and present ongoing work force and thanks to the U.S. Army and Seligman (see Flourishing, 2011) a Global Assessment Toll has already demonstrated (more than 800,000 soldiers have taken it):

● As rank and experience go up, so does psychological fitness. ● As emotional fitness goes up, PTSD symptoms decline. ● As emotional fitness goes up, health care costs decline. (The U.S. military is spending billions of dollars annually on PTSD.) By 2012 the database will answer these questions: ● What strengths protect against suicide? ● Is optimism contagious from the commander to the troops? ● Does a high sense of purpose in life result in better physical health? ● Does high trust predict more posttraumatic growth? ● Who is best psychologically fit to serve as a leader? ● And more p. 151

(a) ____% (25, 50, 75) of medical costs are due to largely preventable conditions (stress, tobacco use, physical inactivity, and poor food choices).

(a) 75% p. 155

2. Seligman, Jefferson, and emphasize that happiness is a natural human right. (a) Plato (b) Aristotle (c) Lincoln (d) Madonna

(b) Aristotle p. 146

4. Of the three approaches to handling ethical challenges, which is not one of them? (a) compliance-based (b) team building (c) values-based (d) neglect

(b) team building p. 41

4. Which is not a part of the value-programming period? (a) imprinting (b) modeling (c) socialization (d) realization.

(d) realization, is not a part of the value-programming period. imprinting, modeling, and socialization are each part of the value-programming period. p. 29

Recommendations for Boosting Community WB

1. Identify how you can contribute to your community, based on your personal mission. 2. Tell people about your passions and interests so they can connect you with relevant groups and causes. 3. Opt in to a community group or event. Even if you start small, start now. p. 157

Four categories of Primal Causal Factors Influencing Job Satisfaction:

1. Organization-Wide Factors 2. Job-Content Factors 3. Immediate Work-Environment Factors 4. Personal Factors p. 93

CHANGE AGENTS

1. Personal 2. Environmental 3. Organizational and Social 4. Four Dimensions of Stress p. 166

Personal Task-Directed Communications:

1. Task-directed personal channels are nearly always used for informing, rather than for directing. 2. Before a person acts on the basis of information received through personal channels, he or she usually verifies that information through either subformal or formal channels. 3. This channel moves information with considerable speed because there are no formal mechanisms to impede its flow. 4. Because personal task-directed messages are transmitted by personnel acting as individuals, they do not bear the weight of the position emitting them. p. 76

Goals and Objectives -- Goals are broad; Objective are more specific and support the goal.

A goal is something we desire; it is something we hope for in the future. An objective is a goal that is more finite and time-certain. Objectives are specific and support the over-arching goal, with an assigned time-frame, p.63

Teamwork

Building complementary teams in a police agency by the installation of a work ethic that flourishes on the covenant to pull together and share in the rewards of a job well done. Teamwork and empowerment are interrelated; you have to have both in order to get either. p.15

Chapter 7 - Empowerment pp 90 - 104

END OF CHAPTER 11

Scientists have thought that our genes are the only way biological traits are passed down through generations, but this conventional wisdom is turning out to be false. Instead, biologists are discovering that events during our lifetime can be passed on not only to our children, but also to future generations. This newly discovered phenomenon is known as:

Epigenetic inheritance p. 155

2. Your approach to time must concentrate on you as a supervisor.

False. Your approach to time management must involve the total you. Dealing with your role of supervisor exclusively would be meaningless, or at best a long list of "to-dos," many of which would never get done. Obviously, we'll concentrate on making your time at work more productive. At the same time, remember that when we use the term "purpose" , we mean your purpose-driven life—the total you. p. 133

The prime means for a police agency to ensure the job relatedness (reliability and validity) of a performance-evaluation system is:

Job analysis (Page 112)

Eleven interrelated steps comprise POP. Each step falls into one of three phases:

Phase A: Problem Identification Phase B: Problem Analysis Phase C: Approaches Page 224.

Self-control Prudence/discretion/caution Humility and modesty

THE DECISION-MAKING PROCESS: SEVEN STEPS

Step 1: Heart Step 2:Self-discipline Step 3:Confidence Step 4:Participation Step 5:Chance Step 6:Intuition Step 7:Future p.20 - 23

What are the three interlocking steps in strategic thinking?

Step 1: Recognizing insight Step 2: Asking the right questions Step 3: Structure .p. 59

BECOMING A CATEGORY II POLICE SUPERVISOR

Step 1: Your Mission Statement Step 2: Your Roles Step 3: Your Goals Step 4: Your Schedule Step 5: Action and Flexibility p. 131

Strength

The ability to consistently provide near perfect performance

4. The reliability and validity of a performance evaluation system depends on a job analysis. (T/F) p. 112

True

4. Performance measurement is a management tool to better gauge mission accomplishment. (T/F) p. 234

True.

5. Vision is fairly stable over time. (T/F)

True. A vision consists of several values and purposes, it is relatively stable over time. If a police organization frequently changes its vision, the employees experience chaos and disengagement. p. 57

7. Accomplishment = skill × effort. (T/F)

True. Skill x Effort p. 148

There is no automatic sensation of lowered willpower. (T/F) p. 191

True. There is no automatic sensation of lowered willpower.

8. Paradigms act as psychological filters. (T/F)

True. They influence what we can and can't see, acting as psychological filters. What may be perfectly visible to me, you may have difficulty in seeing. p.32

The very act of making a plan allows our brain to relax and preserve energy. (T/F) p. 185

True. Unless your unconscious mind has a plan, it will fret and silently siphon off precious brainpower. The very act of making a plan allows our brain to relax and preserve energy. p. 185

6. Your responsibility for being fair and helpful do not change from your home to your work. (T/F)

True. You have the same responsibilities no matter where you are or what you are doing. p. 122

It is the platform for flourishing as a police leader and puts the strength into strengths-based leadership: a) positive psychology b) positive attitude c) positive timing d) positive work ethic

a) positive psychology. p. 147

By using this technique, group members can see more clearly what is essential in themselves and others: a) reflection b) prayer c) group think d) bolstering

a) reflection Reflection takes time. Overloads attempt to block such time allocation. The supervisor must assign reflection as a high priority; otherwise, any endeavor to manage one's time is doomed to fail. p. 135

Ethical decision making requires an ________ ____ _________ _____________. It requires the willpower to put down self-deception and rationalization. It takes grit to risk the disapproval of others and the loss of power and prestige. Finally, it requires the capacity to evaluate complex or confusing facts and anticipate likely consequences under all kinds of countervailing pressures.

alert and tested conscience (p. 49)

Consisting of a three-loop step it tells the brain when to cede control to it and which to use: a) willpower b) habit c) feedback d) rule of thumb

b) habit p. 165

When individuals possess _______________, they are apt to conflict with one another.

different values p.33

The vast majority of all leadership failures are __________________ failures.

integrity p.206

COMPSTAT without explanatory notes, provides ________________ ________________ which isn't very useful for police supervisors or managers, however, they are a viewing platform for analysis, reasoning and decisions about improving police operators and services.

naked data; They can allow you to start asking informed questions and build assumptions about performance and results. p. 233

The reason you and I form habits is because

our brain (1 billion neurons strong) is constantly looking for ways to save on willpower. P. 186

The answer to willpower depletion is to shore it up with

solid, reliable habits. P. 194

______________________ centers on service rather than control

team leadership ... which affects the degree of empowerment each employee experiences for the success of the work team and the police mission, p.208

● Watch your habits:

they form your character. p.12

● Watch your words:

they lead to actions. p.12

Four Dimensions of Stress There are four major dimensions to stress or change:

● Hyperstress: Too much ●Hypostress: Too little ●Eustress: Favorable or positive changes ●Distress: Unfavorable or negative changes p. 171

So if you're trying to figure out the cue for wandering in late to a meeting, at the moment you have the urge to procrastinate, write down five things:

● Where are you? ● What time is it? ● What's your emotional state? ● Who else is around? ● What action preceded the urge? P. 189

The brain's habit evolution is a three-phase loop comprising

(1) Cue —a trigger that tells the brain to display a specific habit, (2) Routine —physical, mental, or emotional, and (3) Reward (feedback)—did it work or not work, and thus is it worth remembering for the future? P. 187

There are four reasons police employees are pursuing clarity:

(1) Whom do we serve? (2) What are our core strengths? (3) What is our core score? and (4) What actions can we take today? p.56

The content of the CSF (Comprehensive Soilder Fitness program) was divided into three parts:

(1) building mental toughness, (2) building strengths, and (3) building strong relationships. p. 177

Leadership and happiness are processes, not fixed places. Overall, the facts of life and the dictum of science have shown that happiness:

(1) comes from doing rather than having, (2) is not a constant ("thing can never go wrong"), and (3) searches for new challenges and goals, or our life becomes dangerously boring. Happiness is far more than feeling good; it is helpful, healthy, and the centerpiece of strengths-based police leadership. p. 157

Positive self-regard is a triangle consisting of

(1) competence, (2) positive other-regard, and (3) the Wallenda factor. p.206

What knowledge exists about communications is scattered over numerous disciplines and fields and is often contradictory. In many ways, what we know about communications has been derived from our failures, rather than from our successes. Sufficient evidence is now before us to conclude that communications:

(1) is perception; (2) is expected; (3) makes demands; (4) is related to, but different from, information; (5) is marginal when one-way; and (6) is best when accomplished by example. p. 73

Although the community may disagree with or be uncertain about what constitutes police misconduct, the police must not. Granted, without community consensus on this subject, the problem is a highly perplexing one for our police. Nonetheless, wrongdoing must be defined and policies must be set by the agency. Lines must be clearly drawn. Essentially, these lines should encompass three forms of misconduct:

(1) legalistic, (2) professional, and (3) moralistic. Whisenand, Paul M.. Supervising Police Personnel: Strengths-Based Leadership (Page 125). Pearson Education. Kindle Edition.

Wayward employees fall in to 3 categories:

(1) malcontented, (2) unprofessional, and (3) criminal. p. 123

THE BIOLOGY OF OPTIMISM The research to-date has concluded that:

(1) optimism promotes cardiovascular health and pessimism lowers it, (2) positive emotions protect us from infectious disease and negative ones increase our risk of illness, (3) the evidence is mounting that highly optimistic people have a lower risk for developing cancer, and (4) happy people are at less risk for death from all causes. Curiously, it was only 40 years ago that it was first hypothesized that emotion has any connection with immunity and disease—it was referred to as a psychosomatic interaction. p, 148

The reason that optimism, positive emotions, and happiness provide health benefits is three fold:

(1) optimists take action and have a healthier lifestyle, (2) optimists have more friends and social support, and (3) the biological mechanisms of optimists have a positive response to physical threats. p. 149

CRIME CONTROL Crime fighting relies on five tactics:

(1) patrol, (2) rapid response to calls for service, (3) technology, (4) follow-up investigation of crimes, and (5) performance measurements. (Page 214)

While not all of our (a) ________________ are strength-based, all of our strengths are (a)__________________ , and it is the responsibility of a supervisor to know them and capitalize on them.

(a) values p. 28

1. Which one is not a function of a value? (a) well-being (b) compass (c) purposes (d) strengths. p. 27

(a) well-being The four things that are a function of value are: ● Compass ● Communications ● Purposes ● Strengths p. 27

8. Which is one of the three CSF (Comprehensive Soldier Fitness) components? (a) increasing intellect (b) building strong relationships (c) career planning (d) yoga

(b) Building Strong Relationships (1) building mental toughness, (2) building strengths, and (3) building strong relationships. p. 177

4. Which is not a part of PERMA? (a) positive emotions (b) empowerment (c) positive relationships (d) engagement p. 147

(b) Empowerment is not a part of PERMA; The five parts of PERMA are: positive emotions, engagement, positive relationships, meaning, and positive achievement. p. 147

4. Which is not one of our five intelligences? (a) social (b) intuition (c) emotional (d) spiritual.

(b) Intuition, is not one of the five intelligence. The five intelligences are: (1) physical (PQ), (2) mental (IQ), (3) emotional (EQ), (4) social (SoQ), (5) spiritual (SQ) p. 12

8. Leaders should strive to become Category _____ time managers. (a) one (b) two (c) three (d) four

(b) Two. Category II is the crux of managing ourselves. It deals with things that do not require a fast response but are critical, such as trust-building, enhancing candid communications, long-range planning, physical exercise, preparation, and renewal. These are high-leverage, capacity-expansion activities. p. 138

5. Which is not one of the Six Pillars of Character? (a) respect (b) self-awareness (c) responsibility (d) caring p. 42

(b) self-awareness (p. 42)

5. Genetics (DNA) shapes _________ of our human behavior. (a) 20%-30% (b) 30%-40% (c) 40%-50% (d) 50%-60%.

(c) 40%-50% Whatever the degree of genetic input, for our purposes it is enough to assume (recent scientific evidence reports 40% to 50%) that genetics shape broad patterns of human behavior. p. 29

5. Which is not a sign of a leader? (a) power (b) team (c) control (d) character.

The old approach to police work considered the community as a stand-alone non-player in crime control. In this instance, the police encourage all community members to fully understand how they can meaningfully impact crime.

Champion Community Participation. p. 235

Chapter 8 - Performance - PP. 106 - 130

Chapter 9 - Time pp. 131 - 144

Signs of supervising:

Character Authority Individual Results Control Skills p.4

Signs of a Supervisor(p.4, ch 1)

Character Authority Individual Results Control Skills

Signs of a Leader (p.4, ch 1)

Character Power Team Performance Empowerment Strengths

Signs of leading

Character Power Team Performance Empowerment Strengths p.4

_______________________ is not all hereditary; it's the product of values we form, our ethical decisions, and our conduct.

Character p. 39

There are nine checkpoints to use when you're making a decision. What are they?

Checkpoint 1: Never make a Decision that should be Delegated. Checkpoint 2: Never make a decision today that can reasonably be delayed Checkpoint 3: Decide if the decision is yours to make Checkpoint 4: Take extra care with important decisions Checkpoint 5: Enforce the rules Checkpoint 6: See the big picture Checkpoint 7: Use your personal experience Checkpoint 8: Wanting versus liking Checkpoint 9: Satisfying, not maximizing p. 17-20

Citizenship/duty/teamwork/loyalty Fairness and equity Leadership

_________________ is our most important and learnable human skill.

Communication Our ability to communicate openly and clearly determines our success in becoming a leader, our success in making accurate decisions, and our success in being trusted. (p. 71)

Understanding human values serves four very critical functions for police agencies, their employees, and especially police supervisor and strength-based leaders; these are:

Compass - the compass of values has to be within the person and the department. Setting the compass towards serving the community will reap long-term rewards in the form of loyal citizens and positive community relations. Communications - The underpinning of effective communication within the workplace is the understanding of human values. Purposes - our past values have determined our purposes and what we are pursuing in life, our present values are likewise shaping our life today, and our future primarily will be shaped according to the purposes that we possess at each coming point in time. Strengths - The winners, top performers, and team leaders among us are strongly aware of and constantly use their strengths. The losers, low performers, and non-leaders among us constantly ignore their strengths and typically focus on their weaknesses. p. 27-28

Competence

Competency is both what we perform and how well we perform it. The three parts of the competence side of trustworthiness are 1) technical; 2) knowledge, and 3) teamwork. p.15

They are based on rules and regulations with the goal of preventing, detecting, and punishing legal violations. The centerpiece is a comprehensive collection of regulations that spells out a universal code of police ethics. The code lays out rules for hiring practices, travel expenses, compliance with local laws, improper payments, gifts, and potential conflicts of interest. It is a long and weighty list of do's and don'ts for people to follow.

Compliance-based programs A compliance-based program sends a disturbing message to the employees: "We don't respect your intelligence or trust you!" Finally, one of the most compelling reasons for downplaying this approach is that it has not kept police supervisors or employees from exercising poor judgment and making stupid decisions. p. 41

1. If smart and careful, you can avoid stress. (True/False) p. 167

False. (p. 167) Stress is an everyday fact of life. You can't avoid it! Stress is any change that you must adapt to, ranging from the negative extreme of actual physical danger to the exhilaration of falling in love or achieving some long-desired career promotion.

3. Electronic means is one of the channels for communications in an organization. (T/F) p. 74

False. Elecronic means is one of the CONDUITS, but the CHANNELS are Formal and Informal. p. 74

1. Collecting data will automatically improve police work. (True/False)

False, Collecting accurate data alone doesn't do anything to improve police work. p. 231

2. Conveying examples of expectations should be done via electronic means. (True/False) p. 73

False. "Examples of what is expected are next to impossible to convey by e-mail, text messages, cell phones, or roll call conversations. "Tell me" doesn't cut it; "Show me" does." p. 74

7. Typically a police agency has a single goal. (T/F) p. 63

False. But closer analysis demonstrates that all organizations have multiple goals. Police agencies, for example, also seek to increase public safety and provide general government services. No one measure can effectively evaluate whether a police agency is performing successfully. P. 63

1. Happiness is an absence of all negative emotions. (True/ False) p. 146

False. However, happiness is not a continual high of elation, ecstasy, and endorphins, and it is not an absence of all negative emotions. p. 146

1. A departmental vision is best from the top down to the line employee. (True/False)

False. p. 55

3. Empowerment allows a supervisor to effectively give away his responsibility for making a decision. (T/F)

False. Empowerment is not giving away the decision; it is encouraging those who are affected by it to input their ideas and aspirations. p. 94

5. The term "hyperstress" denotes too little change. (T/F)

False. Low levels of mental and physical activity can cause hypostress. H ypostress is caused by quantitative and qualitative input underloads. p. 171

8. When facts and feeling collide, facts always win. (T/F)

False. Every time feelings and facts collide, feelings will bury the facts. p, 238

There is no better predictor of a leader's success than self-control. (True/False) p. 183

False. Except for Integrity, there is no better predictor than self-control.

9. Excessing a strength is a benefit. (T/F)

False. Excessing a strength is even more dangerous because often you're unaware—blinded— that it is happening. All of our top strengths have a built-in lever for excess that if accidentally tripped can twist and turn them into horrible failures. p. 8

7. A police agency that wants a strong ethical workplace hires for skills and trains for character. (T/F) p. 44

False. Hires for character and trains for skills. p. 44

1. It's best that we ignore our weaknesses. (True/False)

False. In mentioning weaknesses, obviously they're not to be ignored or denied. On occasion it's important to correct them—to make them less weak. p.2

7. Another way to change a value is by experiencing a simple emotional event (SEE). (T/F)

False. It would need to be a Significant Emotional Event, not a simple one. p. 30

7. Participating in a decision is in essence a democratic process. (T/F)

False. Letting others participate in decisions that affect their work life does not surrender your authority or responsibility for the ultimate decisions. p. 100

4. For the sake of your team, it is best you put aside your individual strengths. (T/F)

False. Of the four myths, this one is the most commonly held. As a consequence, it undercuts any endeavor to build a productive team. We believe that good teamwork is the platform for good police work. Here is the reality: thriving teams are composed of the diverse strengths brought to play in a mix of activities intended to result in superior police services. The message: when we know our own strengths, the entire team will benefit from them. p.3

8. Of the two, stated goals are more influential than real goals. (T/F)

False. Real goal are the actual priorities of the department and are what is actually going on through the actions one can observe. p. 63

9. Hiring more police officers is solely responsible for drops in crime rates. (T/F)

False. The hiring of additional police accounted for approximately 10% of the 1990s crime drop. p. 243

4. Feedback is necessary to ensure that the organization has high morale. (T/F) p. 77

False. The text doesn't focus on feedback for the purposes of morale; but says Feedback is necessary to ensure that the organization is operating correctly. It is also a means for motivating the individual performer. p. 77

As we grow we change. (T/F)

False. This is utter nonsense. The reality is that we actually become more like our self. p. 3

2. We are a product of our conditions and not our decisions. (T/F)

False. Through our choices we exercise free will; we are a product of our decisions, not our conditions. P. 11

3. There is a difference between police and personal ethical choices. (T/F)

False. We also believe that there isn't any difference between police ethics and personal ethics. p. 40

T/F Conduct and Character are the same.

False. While not the same, conduct and character are closely related. In fact, our ethical conduct generally reveals and often reinforces our character. We expect (hope) leaders to make ethical decisions and thus serve as examples of integrity of character. p. 39

7. Win-win is a belief in a Second Alternative. (T/F)

False. Win-win is a belief in a third alternative. The Third Alternative means that the solution isn't your way or my way; it's a better way, a higher way. p. 15

9. The single-most-important decision you can make on a daily basis is the choice of your attitude. (T/F) p. 34

False; Your attitude is the second-most-important decision you make on a daily basis; the first is your character.

5. One of the main benefits of an Issues Assessment workshop is that Command Staff knows exactly who has certain issues. (T/F)

False; the issues assessment workshop has issues presented by groups of people and focuses on providing ideas/solutions. P. 79

The four generations of Time Management as per Steve Covey

First generation: notes and checklists Second generation: calendars and appointment books Third generation: Prioritization - planning with a purpose Fourth generation: Preserving and enhancing relationships. Getting results through teamwork. p. 137

What is the principle-based approach to balance the ethical concerns of the community with that values of the police organization?

First, examine the ethical issues by identifying which of the 6 pillars of character ethical principles applies to a particular ethical decision. Next, determine which internal and which external stakeholders' ethical guidelines should influence the decision. This is a process that extends trust to an individual's knowledge of the situation, examines the complexity of issues that must be considered in each decision, and defines the role each person's judgment plays in ethically carrying out his or her responsibilities. p. 43

Traditional policing targets perpetrators being identified and apprehended. This is the emphasis is on reducing crime and fear while increasing the quality of community life.

Focus on Crime and Not Just Criminals. p. 235

● If your manager ignores you, there is 40% chance that you are actively disengaged or filled with hostility about your job. If your manager is at least paying attention—even if he is focusing on your weaknesses—the chances of your being actively disengaged go down to 22%. But if your manager is primarily focusing on your strengths , the chance of your being actively disengaged is just (6) ____% (5, 10, 20, 30, 40). (Page 151)

One percent or 1 in 100

Eight reasons for using POP:

Lack of success. Efficiency has been inefficient. Scarce Resources. Reaction. Community Partnership Brainpower. Culture. Expanded mission.

SOCIAL Findings: 1. If a friend of your direct connection is happy, the odds of your friend being happy increase by fifteen percent , and the odds of you being happy increase by 10% even if you don't know or interact with this second-hand connection. (Framingham Heart Study, 2008) 2. An increase of $10,000 in annual income produced only a two-percent increase in happiness as compared to a three-degree- of-removal happiness-connection increase of 6%. 3. When it comes to smoking, you are 61% more likely to smoke if you have a direct connection with a smoker (compared with the likelihood based on chance). At the second degree of separation, you're still 29% more likely to smoke if your friend's friend is a smoker. And at the third degree, you are 11% more likely to smoke. 4. Over time our diet and exercise habits mimic those of our friends. If your best friend is very active, it nearly triples your chance of having a high level of activity. We found that people with a best friend who has a very healthy diet are more than five times as likely to have a very healthy diet as well. Your best friend's diet is a stronger predictor than the dietary habits of your parents as to whether you have a healthy diet. Whisenand, Paul M.. Supervising Police Personnel: Strengths-Based Leadership (Page 152). Pearson Education. Kindle Edition.

More social findings: 5. Relationships serve as a buffer during tough times, which in turn improves our cardiovascular functioning and decreases stress levels. On the other hand, people with very few social ties have nearly 2 times (twice) the risk of dying from heart disease and are twice as likely to catch colds, even though they are less likely to have the exposure to germs that comes from frequent social contact. Results also revealed that it took almost twice as long for wounds to heal for couples who reported having hostility in their relationship. 6. Proximity matters! A friend who lives within a mile of you will likely have more influence on your WB than a friend who lives several miles away. Even your next-door neighbor's WB has an impact on yours. 7. In addition to close relationships and proximity, the sheer amount of time we spend socializing matters. The data suggest that to have a thriving day, we need 6 (six) hours of social time. When we get at least 6 hours of daily social time, it increases our WB and minimizes stress and worry. The 6 hours includes time at work, at home, on the telephone, talking to friends, sending e-mail, and other forms of communication. 8. A study of more than 15,000 people over the age of 50 found that among those who were socially active, their memory declined at less than half the rate of those who were the least social. Whisenand, Paul M.. Supervising Police Personnel: Strengths-Based Leadership (Page 153). Pearson Education. Kindle Edition.

Gallup surveyed more than 10 million people worldwide on the topic of employee engagement being positive and productive at work, and only ________________ "strongly agree" with the statement, "Of work, I have the opportunity to do what I do best every day."

One-third (1/3), chapter 1

While researching PTSD for the U.S. Army, Seligman discovered evidence that directly underscores Nietzsche's assertion: "What does not kill me makes me stronger." His teams of researchers were shocked to find that people who experience a horrible event have more intense strengths (higher WB) than those who have not had such an experience. Moreover, people who'd been through two awful events were stronger than those who'd experienced only one. This is referred to as:

Post Traumatic Growth. p. 156

THE PROS OF MEASUREMENT

Pros The principal reasons for performance measurement are . . . IMPROVE PERFORMANCE What get's measured get's done! WHAT GETS MEASURED GETS SUPERVISED You start counting something, and people pay more attention to it. Moreover, they throw more energy into supervising and growing it. IT'S WORKABLE Currently there is ample evidence that police performance systems work. Real time, affordable computer smart phone systems are being used, and proven valuable in getting needed results. RESOURCE JUSTIFICATION The old days of a chief or sheriff scaring the elective boards, chief, or administrative officers into throwing money at crime are, in most cases, done with. Today, as never before, you have to compete hard for always scarce budget dollars. And, you'd better be fortified with reliable data to demonstrate your need plus results you anticipate if funded. Gut-wrenching questions remain for the following year when the department hears, "All right let us see the results. How did you measure up?" TRANSPARENCY Police leaders, government policy makers, and citizens alike are expecting, even demanding, precise and timely answers to police issues. They want to know, better still shown and convinced, that their police are meeting, or not, assigned performance markers. Page 231

When considering citizen input, police managers hesitate because such evaluative findings are:

Psychological Emotional Internal Irrational Subjective p, 237

These goals are not stated, but actually provide more guidance of what a police organization is actually doing.

Real Goals Real goals usually are not stated, but actually provide more guidance. If you want to know what a police department's real objectives are, closely observe what members of the organization actually do. It is behavior that counts. p. 63

More than 66% or two/thirds of people around the world can hardly wait for the "bell to ring"!

They are disengaged from their work. (Page 150).

__________________ is the basis of highly productive police leaders.

Time management p. 134

6. One way to change our values is by having a profound dissatisfaction with a particular value. (T/F)

True. The individual must be deeply dissatisfied; must possess much psychological and physical energy; and must have or acquire the psychological insight to know what will slake the driving dissatisfaction. Without this, the effort to change will be directionless, ceaseless, and pointless. p. 30

7. The U.S. Army CSF program is to help soldiers grow psychologically from excessive stress. (T/F) p. 177

True. The main thrust of the CSF was to produce more posttraumatic growth rather than just focusing on PTSD, and approaching training through a soldier's strengths rather than drilling their weaknesses out of them. p. 177

4. Time for reflection is a high priority. (T/F)

True. The supervisor must assign reflection as a high priority; otherwise, any endeavor to manage one's time is doomed to fail. p. 135

1. Time management is in fact self-management. (True/False)

True. p. 132

You cannot be anything you want to be—but you can be a lot more of who you already are.

In POP, the applied imagination of police employees is galvanized as ____________________________________. Problem identification and problem definition are essential steps in POP. The superficial symptoms of crime are avoided, while the real causes are fervently pursued.

a crime-fighting tool p. 221

talent

a natural way of thinking, feeling, or behaving

Indecision and inaction can cause as much harm as or more than

a poor decision (page 10, Ch. 2)

By balancing willpower and habits,

a strengths-based leader protects and projects self-control. p 190

What becomes a compass and a guidebook for navigating whitewater changes?

a vision and its partner; comprised of values and purposes. p.56

Have you ever held a job where you didn't have a clue about its purpose? You performed tasks but couldn't see how they fit into a meaningful pattern? If so, what you—and probably the people you worked for—lacked was:

a vision, a mission, and a strategy. (p 54)

The adult human brain makes up ___(a)% of the body, but consumes more than _____(b)% of its energy.

a) 2% b) 20% p.183

One usually has approximately (a)_____________ end-state values (goals) and (b)_____________-plus modes-of-conduct values (means). For example, assume that one of your values is success. There are multiple strengths or means for you to achieve success.

a) 40 b) 70+ p. 29

In an organizational setting, one slam requires three positive inputs to recover; and for couples in a personal relationship one slam requires five positive inputs to recover; any less than three results in a feeling of negativity This 3:1 and 5:1 is referred to as: a) The Losado Ratio b) Offsetting Negativity Formula c) The Coddle Ratio d) The Gottman Rule

a) The Losado Ratio p. 147

Communication is the driving force of: a) trust b) confidence c) attitudes d) positivity

a) Trust Communication— interpersonal, group, department-wide—is the driving force of trust. Trust and communication are partners, and you can't separate them; together they'll pull each other up or down. p.37

Self-discipline is the trait common to all successful people. Self-discipline arises when: a) a choice joins with action b) self-sacrifice is willingly chosen c) morals triumph over desires d) courage overcomes fear

a) a choice joins with action. It is willpower embodied. It is evidenced when you intentionally apply the nine checkpoints while approaching a decision. p. 20-21

For a person to hold a value it must be 1) an enduring belief, not random or fleeting; 2) a goal or desired end state, and (3): a. acted on b. important c. repeatable d. honest

a) acted on. a means, or acted on. p.29

The twin pillars of police leadership and supervision are a) trust and integrity b) character and competency c) hard work and good intentions d) control and power

b) character and competency p. 14

Trust is a combination of: a) integrity and competency b) character and values c) believing and abiding d) ethics and courage

b) character and values p. 95

A supervisor is saddled with extreme recklessness or timidity in making a decision without enough, or too much: a) conceit b) confidence c) information d) negativity

b) confidence. Confidence is not conceit. When vanity is substituted for genuine confidence, consequences can be disastrous. Pride can override reason and facts to the point that unnecessary and foolish risks are taken. So confidence in excess is blind boldness, and an insufficient dose creates immobilizing insecurity. Without the right amount of confidence, a supervisor is saddled with extreme recklessness or timidity in making a decision. Once the decision is made and its execution ordered, confidence becomes fortitude. p. 21

The vast majority of police employees who report having good-to-outstanding career well-being are: a) well compensated b) empowered c) working flex schedules d) near retirement

b) empowered As a consequence, they usually evidence loads of positivity and optimism. p 103

Today's leadership buzzword is: a) teamwork b) empowerment c) communication d) transparency

b) empowerment. It is alleged to be the cure-all for job dissatisfaction, low morale, employee inefficiency, poor performance, and risk avoidance. Everyone seems to be hailing its virtues and scorning any detractors. p. 91

Character and Competence - What are the values that are made of a special subset that shape and guide your strengths in every complex role you play in life, ranging from parent to friend to police sergeant, and many more? a) personality traits b) ethics c) empathy d) attitudes

b) ethics p. 34

This is a critical inquiry and deserves the singular attention of the person being asked: a) performance and grievances of others b) feedback on policies and practices c) goal clarification d) feedback on objectives and methods

b) feedback on policies and practices practices. Feedback is one form of two-way communication. Indeed, it may be the most important. "Do I understand this policy or practice correctly?" is a critical inquiry deserving the singular attention of the person being asked. p. 78

Teaching people before or during traumatic events how to recover and restore their well-being significantly increases recovery. More than 2000 U.S. Army sergeants have completed courses on this subject with exciting outcomes; for example, divorce rates cut by 50%, increased retention in the military service, and improved performance ratings: a) positive psychology b) PERMA c) resilience training d) coping strategies

c) resilience training. p. 147

A vision statement will remain an ignored and lofty set of well-intentioned values and purposes that fail to materialize unless it has a: a) buy-in b) integration into policy c) shared beginning and ending d) way to change

c) shared beginning and ending p. 55

To be sure, the written word can sometimes be effective in motivating people. But the ____________________________ is by far the most powerful form of communication between a police supervisor and his or her team. a) supervisor's endorsement b) effective leadership c) spoken word d) written example

c) spoken word If you want to really inspire your staff and reach them at their emotional core, you must speak to them in person. Our brains are "prewired" in favor of the spoken word. p. 81

A coherent set of analyses, policies, arguments, and actions that target a high-stakes challenge is a: a) guiding policy b) coherent action c) strategy d) plan of action

c) strategy. The guiding policy specifies the approach to dealing with the obstacles called out in the diagnosis. It is like a signpost marking the direction forward, but not defining the details of the trip. Coherent actions are feasible coordinated policies, resource commitments, and actions designed to carry out the guiding policy. A good strategy honestly acknowledges the challenges being faced .p. 62

10. Your character and competency are most often described in terms of your _____. (a) skills (b) beliefs (c) strengths (d) education.

c) strengths. "...when people describe your character or your set of competencies, they are most apt to first mention your signature strengths." p. 34

3. Time is (a) objective (b) linear (c) subjective (d) absolute p. 133

c) subjective p. 133

6. The Losada Ratio of how many positive strokes it takes to overcome one negative experience is . (a) one (b) two (c) three (d) four

c) three. For couples it is 5; but 3 is the answer for the Losada Ratio. p. 148

4. Of the four factors comprising empowerment, ______________ is the most fundamental. (a) delegation (b) participation (c) trust (d) capitalization.

c) trust Trust is a moral duty , not a means to an end. It's a combination of integrity and competency. As mentioned earlier, empowerment is first and foremost a relationship —a relationship that depends on mutual trust. Without it there should be no empowerment. p. 95

An enduring belief that a specific goal and means of attaining that goal are very important is a: a) goal b) mindset c) value d) mission

c) value p. 28

Success is not achieved by focusing on one's ___________________________? a) strengths b) habits c) weaknesses d) character traits

c) weaknesses

Who is responsible for preventing stress from attacking your vitality and the vitality of your staff. a) your manager b) your entire team c) you d) everyone

c) you As a strengths-based leader, you are responsible for preventing stress from attacking your vitality and the vitality of your staff. p. 167

With Category II weekly organizing, daily action becomes more of a response to daily adaptations, prioritizing activities and adjusting to emerging circumstances, relationships, and experiences in a systematic way. As mentioned earlier, you can analyze each incoming day and fine-tune your schedule as appropriate. You're now organizing and executing around your goals and priorities. If you choose to, you can control: a) time b) subordinates c) yourself d) e-mail

c) yourself p. 142

Sharing upbeat news with a staff member is called __________________________ because it helps multiply the benefits of the positive event and strengthen the nexus between them.

capitalization p. 160

There's another form of grit that's just as important: moral grit. It's the kind of courage C. S. Lewis referred to when he said, "Courage is not simply one of the virtues, but the form of every virtue at the testing point." The testing point is the place where our integrity may require us to put our comfort, possessions, relationships, and _____________ at risk.

careers For most of us, the need for physical grit is rare, but our moral grit is tested almost every day. p. 48

Each of us should understand our own values because they underpin our:

character personality leadership strengths, and performance. p.28

An agency that wants to strengthen its ethical culture hires for:

character and trains for skills. (p. 44)

Our need for clarity when met is most likely to spark within us confidence, persistence, resilience, and: a) anxiety b) wonder c) admiration d) creativity

d) creativity p.37

The clearest, most convincing message to the receiver is one conveyed by: a) email b) text message c) supervisor d) example

d) example The clearest, most convincing message to the receiver is the one conveyed by an example. The leader relies on furnishing examples of what is intended. The message in some way is demonstrated. It is experienced. p. 74

Purpose-driven decisions lead to clear purpose-driven ____________________________. a) policies b) actions c) outcomes d) expectations

d) expectations Mature police supervisors and followers want to experience the sensation of completion—goal fulfillment. Without an expressed and understood purpose, how can anyone feel rewarded? Without a purpose, there can be no reward. p.17

The supervisor must clarify, explain, and justify the objectives of the work unit and how the police employees ought to proceed to accomplish this: a) performance and grievances of others b) feedback on policies and practices c) goal clarification d) feedback on objectives and methods

d) feedback on objectives and methods Managing by objectives (MBO) motivates people into action. You'll find that without feedback, it crashes. The supervisor must clarify, explain, and justify the objectives of the work unit and how the police employees ought to proceed to accomplish these objectives. p. 78

Letting oneself be swayed by one flashy single detail so that we tend to overlook other important characteristics. When you don't see the big picture when approaching a decision this is a a) mistake b) timing problem c) leadership deficiency d) focusing illusion

d) focusing illusion. A focusing illusion occurs when one fact about a choice particularly stands out in our mind—so much so that we tend to overlook other important characteristics. p.19

Nonnegotiable high standards has no room for all the following except: a) corruption b) complacency c) low standards d) mistakes

d) mistakes performance does not mean success every time. Rather, performance is a "batting average." It must have tolerance for mistakes and even for failures. What performance has no room for is corruption, complacency, and low standards. p. 107

The term communications does not refer to which of the following: a) words written b) word spoken c) words not spoken d) none of the above

d) none of the above When I use the term communications, I am referring to it in its most dynamic, pervasive, and expansive dimensions: words written, spoken, and not spoken. p. 71

The four ingredients powering empowerment are _______________________________. The first three are dependent on the foundational value of the fourth: a) buy-in, authority, delegation, and trust b) artful listening, delegation, capitalization, and trust c) leadership, character, values, and trust d) participation, delegation, capitalization, and trust

d) participation, delegation, capitalization, and trust p. 95

As a leader, your main job is not to set standards, measure performance, or build highperforming teams. Each of these is valuable. But these are outcomes, not a starting point! The starting point is your decision on how each employee's unique talents and special abilities can be forged into: a) ways to make your job easier b) signature strengths c) character traits d) peak performance

d) peak performance p. 102

Time management and this are synonymous: a) organization b) self-discipline c) mastery d) self-management

d) self management p. 131

5. Which is not one of our life's five domains? (a) social (b) physical (c) community (d) self-awareness

d) self-awareness The five are: career, social, financial, physical, and community. p. 147

The main character qualities of how much time you devote to a task (e.g., team building) are your: a) scheduling and priorities b) priorities and principles c) goals and values d) self-control and willpower

d) self-control and willpower p. 148

Much of your happiness, personally, and as a leader, depends on your knowing them and using them: a) coping skills b) top 5 drivers of life c) resilience techniques d) signature strengths

d) signature strengths. p. 147

Scientific evidence so far confirms that one's accomplishment is a formula of: a) skill x happiness b) activity x effort c) resilience x happiness d) skill x effort

d) skill x effort p. 148

Dealing with your role of supervisor exclusively would be meaningless, or at best a long list of "to-dos," many of which would never get done. Obviously, we'll concentrate on making your time at work more productive. At the same time, remember that when we use the term "purpose" , we mean your purpose-driven life. Your approach to time management must involve: a) discipline b) to-do lists c) goals d) the total you

d) the total you p. 133

What is the most perishable resource? a) good will b) trust bank account c) willpower d) time

d) time Those who want to be productive do not want to waste their time. After all, time is our most perishable resource. There is nothing less productive than the idle time of equipment (patrol cars) or the wasted time of highly paid and able police employees. Time and productivity are linked. Time management is the basis of highly productive police leaders. p. 134

5. An amazing _____% of a leader's abilities involved EQ. (a) 25 (b) 50 (c) 75 (d) 85.

d. 85% 85% of a supervisor's ability to lead depends on his or her EQ and SoQ. p.13

7. Which of the following is NOT an unintended benefit of COMPSTAT? p. 237 a. Teamwork b. Innovation c. Interest d. Competition

d. Competition p. 237

7. Which is NOT one of the four conduits we use to communicate? a. Written means b. Electronically c. Non-verbally d. Historical expectations

d. Historical expectations (p. 80 ) ● Orally ● In writing ● Nonverbally ● Electronically

1. Which of the following does communication NOT take into account? a. Transfer of meaning. b. Understanding. c. Environment. d. Historical significance.

d. Historical significance. Communication is the ● Transfer of meaning between two or more people in order that . . . ● Understanding will occur within an . . . ● Environment—in this case a police organization. p. 72

2. Which of the following is NOT a reason to oppose data collection? a. Quantifying performance can be seen as a threat b. There are no cause-effect outcomes c. Comparisons are unfair d. Increased transparency

d. Increased transparency p.231, Increase transparency is a PRO for data collection, not a CON.

In checkpoint 9 when approaching a decision, leaders who realize that there is often little difference between the "perfect choice" and options, and there are costs in an exhaustive search for the very best are using what strategy? a) maximizing b) best case scenario c) minimizing d) satisfying

d. Satisfying. It is not that satisfiers settle for second-best or third-rate; it is that they want what is "good enough." Satisfiers want good team players and good radio cars as well, but they understand that there is a personal threshold that is acceptable to them. They also realize that there is often little difference between the "perfect choice" and options, and that there are costs in an exhaustive search for the very best. As a sergeant and leader, don't fret about getting the one-and-only best decision all the time, and always evaluate each outcome of each decision on its own merit rather than against others. p.20

There are five very potent negative emotions that you should be able to recognize and deal with:

depression, fear, guilt, failure, and anger. p. 170

The principle-based approach integrates ethics with departmental culture, which includes:

diversity, open communication, empowerment, recognition, teamwork, and integrity into every aspect of police work—from personnel practices to relationships with the community. p. 43

Through our choices we exercise free will. We are a product of our decisions, not our conditions. Our past, our genes, and our experiences all influence our choices, they ___ _____ _________________ them.

do not determine. p. 11

The scientific fact remains that 85% of a supervisor's ability to lead depends on his or her:

emotional and social intelligence. p.13

Most people rank the value of fairness highly. As a consequence, normally when we see or experience unfair personnel practices, our _______________________ is engaged and we feel angry, depressed, threatened, or a combination of all three.

emotional intelligence p. 33

Caring - At the core of many ethical values is the concern for the interests of others. Without this caring concern for others people tend to treat others as simply instruments of their own ends, and rarely do they feel an obligation to:

be honest, loyal, fair, or respectful. p. 42

If you want WB, you will not get it if you care only about the getting. For WB, two things must be involved: (1) that it be a positive accomplishment, and (2) that it ________________. Achieving distance and not having a goal in mind is ridiculous.

be measured p. 162

In the perfect world, the police officer who decides to be a supervisor also chooses to be and becomes a leader by (Ch. 1, p. 5)

blending of the position with the person - authority and power.

By far the way to convert fear into confidence is to be: a) concise b) supportive c) clear d) condescending

c) Clear by defining the future in vivid terms through actions, words, images, pictures, heroes, and scores so that everyone can see where they are supposed to go. p.37

Which schism among positive psychologist do the authors decide to "bet on": a) There is a set point for one's happiness that is genetically wired for a given degree of happiness or optimism. b) That the set-point can be permanently elevated and retained. c) With daily exercises in positivity, you're able to flourish, but once you stop, you return to your birthright happiness set point. d) You are doomed to failure and disappointment and will never be able to score high enough on the sergeant's exam to promote.

c) With daily exercises in positivity, you're able to flourish, but once you stop, you return to your birthright happiness set point. The authors believe that with daily exercises your able to continue to flourish, but if you were to stop you'd return to your birthright happiness set point. p. 148

A police leader and an organization will excel only by a) bandaging mistakes b) regular education/training c) amplifying strengths d) reducing crime

c) amplifying strengths p 245

The books have been written, the experiments have been conducted, and the results are in. We now know, intellectually and empirically, that _______________________________ is a leadership strategy for creating a high-performance workplace.

empowerment p. 91

Ethics are concerned with moral duties and how we should behave regarding both _____________ ____ _____________.

ends and means. Ethical values, as with all values, must include action and purpose. In other words, ethical values are something you really care about, and are pursuing on a regular, daily basis. p. 39

Problem employees frequently are unaware of their misbehavior. They are usually low on emotional and social intelligence. These people push the borders and ethical standards. While fewer in number, others flagrantly violate:

ethical and professional norms and even the law. p. 121

E-mail and text messages are one-way communications. One-way communication typically ______________. It is ineffective for the obvious reason that we do not know if or how the recipient has perceived the message. Listening is important, but not sufficient to ensure that one has communicated.

fails p. 74

Marginal supervisors see their "space for choice" as limited. Superior supervisors see their "space for choice" as ________________, _________________, _______ ________________ ________________.

flexible, expandable, and morally driven. p.11

____________________ are who give the leader credibility.

followers p.196

Whatever the degree of genetic input, for our purposes it is enough to assume (recent scientific evidence reports 40% to 50%) that genetics shape broad patterns of human behavior. Our concern is with behavior patterns that are learned from the moment of birth forward. Our value-programming periods can be categorized as:

imprinting, modeling, and socialization. p.29

The ___________________________ is the most common type of all the problem employees and can be the most difficult to correct. __________________s cause minor issues and then disappear, only to surface again to create more conflict. They're always happy to be a part of an issue, but they shun any responsibility for helping solve it.

malcontent p. 123

Collective leadership is as different from individual leadership as collective learning is different from individual learning. Mastering team leadership means

mastering a larger and more complex learning agenda. Page 197

Humans are unique among animals; chief among our uniqueness is our ability to be purposeful. As humans, we actually require a sense of _______________ in order to thrive.

meaning p. 161

When we reconnect ourselves with the pleasure of the ________________ in our work, as opposed to focusing only on the "ends," we create a mindset more conducive not only to enjoyment, but to better performance.

means p. 106

To achieve trust there must be a

mental or physical act. p.206

Our values influence them, but don't necessarily determine them. These can be chosen if you really want to: a) motives b) desires c) attitudes d) choices

c) attitudes The second-most-important decision you make on a daily basis is the choice of your attitude; the first is your character. p. 34

Everything you do as a police supervisor, everything that we have done, are doing, and wish to do resolves around our ability to do this: a) plan b) work diligently c) communicate d) discipline

c) communicate p. 71

As a strength-based leader, if you know your values, those of your staff, and those of your community, you know what this ought to look like in action: a) staff development b) patrol functions c) community oriented policing d) value systems

c) community oriented policing. By kicking aside verbal fluff and operational window dressing, we are finally able to expose COP for what it truly is: VALUE-ORIENTED POLICING. As a strengths-based leader, when you know your values, those of your staff, and those of your community, you know what COP ought to look like in action. p.35

Valid performance values and reliable measurables must emanate from a very clear picture of what the __________________________ decides is acceptable police work. a) chief of police b) police manager c) community d) city council

c) community p.244

A two-fold process is needed to light a fire within the police staff, rather than under them, and it starts with the chief and cascades down the ranks to the front-line officers and converts community members into advocates who actively promote the police department. The process consists of: a) berating and cajoling b) observing and counseling c) empowering and evaluating d) internal and external engagement

c) empowering and evaluating • Empowering employees to use their strengths • Evaluating the results of their performance p. 69

6. There are _______ generations of time management. (a) two (b) three (c) four (d) five

c) four p. 137

All of the below, except one, provide for the springboard of a leader's character? a) values b) ethics c) goals d) vision

c) goals; while important do not function as part of the springboard for a leader's character, but values, ethics, and vision do. p 108

The closer we look at leadership and decision making, the more we become aware of the significance of: a) character b) values c) information exchange d) bulletin boards

c) information exchange p.72

Behaving in a manner that is grounded in sound principles, ethics and honesty is acting with __________________? a) character b) conviction c) integrity d) honor

c) integrity p.14

Delegation and _________________ are inseparable. a) supervising b) decision-making c) leadership d) risk-taking

c) leadership p.18

10. Which is the least severe penalty that a police employee can receive? (a) written reprimand (b) remedial training (c) oral reprimand (d) loss of time

c) oral reprimand. p. 129

Without this, leading becomes motion without meaning, activity without vision, and results without significance. a) direction b) competence c) purpose d) plan

c) purpose. Leaders with high EQ and SoQ know that without a purpose, their decisions are likely to be confusing and pointless. p.16

The more one listens to or observes successful leaders, the clearer it becomes: leading is not about transformation; it is about: a) delegating b) empowerment c) release d) retention

c) release p 101

Laws and rules are especially useful when we are faced with choices about brutality, stealing, perjury, and bribe-taking. Although the choice here is not always easy, it's clear and straightforward. Laws are needed to define:

minimum standards of conduct. (p. 48)

Decision fatigue leaves us more prone to make

mistakes p.183

One's integrity depends on a _______________________ that consists of values that are virtuous— ethical values.

moral compass p. 38

5. Which of the following is NOT an example of a work-style difference? a. Preferred way of receiving information b. Work schedule hours c. Preferred method of making decisions d. Willingness to delegate

p. 201 b. Work schedule hours

6. Courageous team members assume responsibility for themselves and their police department. (T/F)

p. 202. True. They do not view their team leader as paternalistic or wait for the team leader to give them permission to act. Courageous members discover or create opportunities to fulfill their potential and maximize their value to the agency. The pronoun they most frequently use is we, and they rarely use me, I, or they. (When they is used, it involves praise for the work of others.)

7. Effective leaders first establish their vision and ideas, then allow their integrity to develop over time. (T/F)

p. 205 False. Effective leaders must establish their integrity first and their vision and ideas second.

8. Which of the following is NOT a component of positive selfregard? a. Competence b. Positive other-regard c. The Wallenda factor d. The Murphy factor

p. 207 d. The Murphy factor

9. The worst mistake (aside from lying, cowardice, stealing, etc.), a leader can make, is to duck accountability. (T/F)

p. 209 True. The worst mistake a leader can make is ducking accountability . If others see the leader attempting to slide away from a bad situation or, worse yet, trying to blame others for it, the leader's TBA is zero. Leadership is down the tubes and is extremely difficult to restore.

10. Which of the following does NOT result in groupthink? a. Highly insulated team, with limited feedback b. Empowerment of team members to speak freely without ridicule c. Team in a stressful, decision-making context d. Team is exposed to external pressures

p.209 b. Empowerment of team members to speak freely without ridicule

The truly tough, risky, and confusing calls are not about deployment, training, or technological issues (the "what"); they are about __________________________?

people (the "who"). p. 10

Written messages have advantages because they are ____________, _______________, _______ __________________. Typically, both the sender and the receiver have a record of the communication.

permanent, tangible, and verifiable while writing may be more precise, it consumes a great deal more time, lacks feedback mechanisms. p. 81

Change Agents Stressors come from three sources:

personal, environmental, and organizational (or social). p.170

Briefly, a supervisor commands based on a __________________________________ to a person in a particular supervisory position holding a certain rank to dispense authority—not his or hers but that of the agency.

police-agency-granted right p.5

For retirement plans, when the default is for employees to be automatically enrolled, more than 80% participate in the retirement plan. This is referred to as a

positive default. Whisenand, Paul M.. Supervising Police Personnel: Strengths-Based Leadership (Page 154). Pearson Education. Kindle Edition.

The practice of POP seeks to improve on other professional crime-fighting strategies by adding ______________________________________________________________.

proactivity and imagination. p. 220

A police supervisor is responsible for cultivating the qualities of teamwork through team leadership and then applying them in a

productive, rewarding, and supportive manner. p.195

People are alike or different due to the commonality or the incongruence of their:

professional, personal, and societal values p. 28

It is vital for the police supervisor to understand and appreciate human values because they serve as a ___________________________ and a path (a means or a guide) to reach that destiny.

purpose (an end or a goal) p.28

The process of a complaint is:

receipt, investigation, adjudication p. 127

MATURITY

referring to emotional maturity; a manager's character depends largely on understanding himself and others; relating to his coworkers with conviction and compassion. Being seen as self-disciplined. p 15

The very act of making a plan allows our brain to?

relax and preserve energy. p.185

What is the nemesis of all organizations?

reliable communication. p. 37

Treating all persons with _______________ means we recognize and honor each person's rights to autonomy and self-determination, privacy, and dignity.

respect p. 42

All of us share ____________ _____ ____________ tendencies—giving versus selfish, truthful versus lying, helpful versus harmful, and fair versus cheating. This is caused by our humanness—thus it is unavoidable.

right and wrong (p. 47)

PQ - Physical Intelligence

runs our autonomous functions. When impaired, our decisions can be slowed or confused. A healthy, clicking PQ helps produce timely and reliable decisions. p. 12

Clear, ethical choices typically involve:

tangible laws and rules (p. 49)

What gives us the guidance system for navigating the intersection of supervision, membership, and empowerment?

team leadership p.208

Groupthink masquerades itself as _____________. It is seductive. It is contagious. And it will destroy team leadership.

teamwork p. 210

This mental-physiological mechanism helps us adjust to demands for change:

the "general adaptation syndrome" p. 169

Your job carries with it the opportunity and the responsibility to understand and make decisions about the people you lead and the community you serve. What do you have to have to for job success?

the right people working with and for you. p.10

● Watch your thoughts:

they lead to attitudes. p.12

● Watch your actions:

they lead to habits. p. 12

● Watch your attitudes:

they lead to words. p.12

Changing from one style of policing to another takes time. In terms of time, COPS requires _________________________________________ before significant results can be measured.

three to five years p.217

Investment

time spent developing your skills and knowledge

Strict compliance with formal channel communications can be disruptive. These disruptions impact:

time, creativity, and experience. p. 75

A ________________ to explore leisure activities will greatly enhance creativity, happiness, and vitality in all aspects of our personal and professional lives.

time-out (p. 136)

WALLENDA FACTOR

to pour your energies into success and not failing. To worry places barriers in the path of clear thinking. An absence of clear thinking can cause mistakes for those who possess positive self-regard. An absence of clear thinking can cause failures for those who do not have it. p 207

Those with few social ties are _______ to ___________ times more likely to suffer from major depression than people with strong social bonds?

two to three p. 160

A ____________________ is an enduring organization of beliefs concerning preferable modes of conduct of end states of existence in a hierarchical ranking of relative importance.

value system p. 29

We live within the confines of our:

values p.25

In an ethical police culture, _____________ ____________ _____ _____________ play a prominent role in recruitment, employment, orientation, in-service training, performance reviews, and discipline.

virtuous values and integrity p. 43

Unless you have a _________________;—a clear one—of where you want to lead others, you'll never be able to judge whether you have made a difference.

vision (p. 54)

Leading is about people, to include

vision, empowerment, teamwork, service, vitality, and communication, vitality. VETSVC p.4

What is the most important decision that you have?

what are my values? Our beliefs, attitudes, destiny, and integrity depend on the decisions we make about our values. We are what we value, and we manage/lead ourselves and others according to our value system. p.26

The most important ingredient we put into any relationship is not what we say or what we do, but __________________________. We do this by communicating.

what we are We do this by communicating. Trust and communication are linked. For one to be high, the other must be high. If you lower one (reduced communication), you'll lower the other (reduced trust). p. 72

A vision is not idle daydreaming or casual reflection on the what ifs. It reflects gut-level practical thinking about:

why we're here (purpose) and where we should be headed. p.57

Our self-control depends on these two variables:

willpower and positive habits. P.194

Our skill in the accomplishment formula depends on the rate and type of learning, and this includes our cognitive processes. Our effort includes the amount of time and energy we're willing to commit to achieving something we value. Is one of the two ingredients more powerful than the other? Well, yes! Research has confirmed that while our skill counts, our energy counts more when pursuing an accomplishment. To repeat in the way of emphasis, ________ + __________ + __________, make the big difference in getting what we want.

willpower, plus self-control, plus persistence Aka Grit p. 162

The belief that employees are basically good and therefore can be corrected is conventional wisdom in formal organizations, yet it is both untrue and harmful. Those who believe in innate human goodness view the battle for a better employee as primarily a struggle between the individual and the department. The actual battle is ___________ _______ _______________ and centers on his or her character.

within the individual p. 124

If you lose your self-control,

you've lost your leadership as well. p.190

Strategy 4: The Three Rs (Reading, Relaxation, Recreation)

• Reading for fun and enjoyment • Relaxation as a voluntary control of stress • Recreation as a release and as a revitalizer p. 179

medical textbooks attribute anywhere from _____ to ______ % of all disease to psychosomatic or stress-related origins.

50-80% page 168

"You can be anything you want to be if you just try enough." The authors suggest a re-wording of this maxim to:

"You cannot be anything you want to be -- but you can be a lot more of who you already are." p.6

Telephone conversations: Many of the comments made about meetings are pertinent to telephone communications. The distinction made earlier between routine and ad hoc communications may be useful here. There are, however, some noteworthy differences between the two media:

(1) A telephone conversation is generally confined to two participants, and (2) it lacks certain unique characteristics of interaction that take place in a face-to-face exchange. The preceding two differences are being rapidly erased by technology that supports videoconferencing. p. 81

We've been gifted with a body, mind, heart, and spirit. And each one of these gifts has a corresponding capacity or intelligence quotient: _____________________, __________________, _______________________, _______________________, _________________________. At all times in varying degrees and combinations, they inject themselves into the space we talked about to shape and drive our decisions.

(1) physical (PQ), (2) mental (IQ), (3) emotional (EQ), (4) social (SoQ), (5) spiritual (SQ) p.12

The response to stress involves a three-fold process consisting of

(1) the direct effect of the stressor on the body, (2) internal responses that stimulate tissue defense or help to destroy damaging substances, and (3) internal responses that cause tissue surrender by inhibiting unnecessary or excessive defense. p. 168

Having too many goals—or worse still, having conflicting goals—is frustrating and a wasteful energy drain. Here is what happens:

(1) you worry a lot—ruminate, (2) you get less done, and (3) you generate negative emotions, which breed depression. p.184

If someone's weakness is a lack of talent the supervisor needs to neutralize it by (1) finding the person a work partner who has a countervailing strength or

(2) rearrange the person's working world so that his weakness is no longer in play. p. 102

According to Sligman, in Flourishing, it concluded that (1) optimism is robustly associated with cardiovascular health, and pessimism with cardiovascular risk; (2) positive emotions are associated with protection from colds and flu, and negative moods with great risk for colds and flu; (3) highly optimistic people may have a lower risk for developing cancer; and

(4) healthy people who have good WB are at less risk for death from all causes. p. 156

The research confirmed that (a)_____% of us are doing well in at least one of these areas, but only (b) ____% are thriving in all five.

(A) 66% (B) 7%

6. ___________ is the basis of all human relationships. (a) trust (b) vision (c) commitment (d) hope.

(A) Trust. p. 14

According to the 2008 Economic Journal , people with higher career WB are more than two times as likely to thrive in their life overall.

(Career WB encompasses volunteering, raising children, or basically being engaged in fulfilling meaningful purpose.) The answers for this and following statements are at the end of the chapter. (Page 150).

Among 400,000 Americans surveyed in depth, only (a) ____% (20, 25, 27, 33) get the recommended thirty minutes or more of exercise five days per week. People who exercise at least two days a week are happier and have significantly less stress. Just (b) ____ (10, 15, 20, 25, 30) minutes of exercise can improve our mood for several hours after we finish working out. A Mayo Clinic publication states: "A lack of energy often results from inactivity, not age."

(a) 27% (b) 20 minutes p. 155

What might be most encouraging is the speed at which healthy lifestyle changes can improve even the most chronic conditions. Researchers studying type-2 diabetes, for example, found that by being on a healthier diet, people could significantly reduce glucose,triglycerides, and cholesterol, while decreasing the use of prescription medication by 43%, in just (a) ____ (3½, 4½, 5½) months.

(a) 4 1/2 months p. 156

Getting a good night's sleep is like hitting a reset button. It clears our stressors from the day before. We now sleep an average of (a) ____ hours during a weeknight. This means that many of us are falling well short of the recommended (b) ___ to ___ hours of sleep per night. As a result, we move slower, have trouble concentrating, become forgetful, make bad decisions, are more irritable, show visible signs of sleeplessness, and are three times as likely to develop a cold.

(a) 6.7 hours (b) seven to eight p. 155

According to a Harvard study, in 2007 (a) ____% (42, 52, 62, 72) of all personal bankruptcies in the United States had a medical cause. Repeated studies have found that more than half of all health care spending in the United States is consumed by just 5% of the population.

(a) 62% p. 155

Physical Findings: 154-156: Having less than (a) ___________ hours of sleep a night for seven nights is the same as having a blood alcohol level of (b)______?

(a) five (b) .10% p. 154

When we measure individual job satisfaction and combine the results, it adds up to (a) ___________ __________. Low job satisfaction or low (b) _____________ is typically the result of a lack of empowerment, and vice versa .

(a) group morale; (b) morale p. 91

3. A value is an enduring belief that a specific goal and ______ of attaining that goal are very important. (a) means (b) reason (c) hope (d) decision.

(a) means p. 28

5. Self-awareness is a process whereby we compare ourselves to ______. (a) self-regulating standards (b) the Golden Rule (c) heroes (d) role models. p. 185

(a) self-regulating standards.

People who do have the opportunity to focus on their strengths are (a)_______ times as likely to be engaged in their jobs and more than (b)________ times as likely to report having above average life satisfaction.

(a) six, (b) three, chapter 1

Leaders know that they have both the freedom and responsibility to make choices. This freedom and responsibility produce a ____________________(a) and a need for a response — a decision. Space Between ____________________(a) and response is a space. Within that space is the freedom to stop for a split second or even for days. In it resides the power to choose our response. If even a fraction of a second exists between ____________(a) and response, that space provides us with the opportunity to reflect and then choose the best response to any situation. In essence, functioning within this space are your decisions about your character.

(a) stimulus. p. 11

(a) _______________ is a moral duty , not a means to an end. It's a combination of integrity and competency. As mentioned earlier, empowerment is first and foremost a relationship —a relationship that depends on mutual (a) _______________ . Without it there should be no empowerment.

(a) trust p. 95

4. Which is not a point of clarity? (a) Whom do we serve? (b) What are our core strengths? (c) Who are we? (d) What is our core score?

(c) Who are we? There are four reasons police employees are pursuing clarity: (1) Whom do we serve? (2) What are our core strengths? (3) What is our core score? and (4) What actions can we take today? p. 56

6. Which is a sign of a supervisor? (a) strengths (b) power (c) authority (d) performance.

9. The first step to more effective time management is ______ (a) identify key roles (b) plan your week (c) develop a personal mission statement (d) identify your goals. p. 139

(c) develop a personal mission statement The full 5 steps are: 1. Produce an individual mission statement 2. Identify your roles 3. Select your goals 4. Use weekly scheduling 5. Take action and be flexible p. 139

3. Leaders are usually well above average in (a) height (b) intelligence (c) resiliency (d) extroversion p. 147

(c) resiliency The studies to-date have found that leaders are usually well above average in • well-being • optimism • resiliency • happiness. p. 147

We use willpower to exercise self-control over our _____. (a) thoughts (b) emotions (c) impulses (d) all are correct. p. 183

(d) ... We use willpower to exercise self-control of our (1) thoughts, (2) emotions, (3) impulses, and (4) performance. p. 183

4. Which is not a major change agent? (a) personal (b) environmental (c) organizational and social (d) all are correct p. 170

(d) all are correct p. 170

There is/are _____ formula(s) for changing habits. Choose 1: (a) one (b) five (c) several (d) hundreds.

(d) hundreds. p. 188

● The more a leader truly cares about an employee, the more Gallup found (among 15 million workers) that people (Page 151)

- Are likely to be top performers - Produce higher-quality work -Are less likely to be sick or to be to be injured on the job - Are less likely to change jobs

A talent is relatively automatic, tough to build, and you have little choice over possessing them or not. A strength is a trait

... that we always carry with us and use frequently (ie: social intelligence). Leaders, mentors, and coaches encourage us to use them and reward us when we do.

Our character is determined by the decisions we make about our...

...values and our integrity., chapter 1

There are five benefits of purpose-driven leadership. Together they promise timely and reliable decisions.

1) Knowing your purpose gives more meaning to your leadership. 2) Knowing your purpose makes decision making easier. 3) Knowing your purpose focuses your leadership. 4) Knowing your purpose motivates you and those you lead. 5) Knowing your purposes is fulfilling. p.16-17

Four types of delegation:

1) Stewardship 2) Gofer delegation 3) Delegation dump 4) Micromanagement p. 99

Confidence depends on you:

1) applying the nine check points when making a decision 2) knowing your strengths 3) knowing the strengths of your team 4) knowing your purposes

What are three compelling reasons to delegate decision making?

1) empowerment - when you empower others you expand your power base. 2) time - making good decision is difficult and time consuming. 3) mentoring - delegation helps other mature professionally and enrich job satisfaction. p.17

What are the three components of a trustworthy character?

1) integrity 2) maturity 3) win-win behavior p.14

The two basic laws of supervision are:

1) whatever you allow you encourage 2) whatever employees will do for you, the will do to you. (p. 44)

Strategy 2: Mental Discipline

1, Keep it simple; reduce complexity and number of task that confront you. 2. Time management - see chapter 9 3. Mind focusing - very helpful for reducing mental stress including meditative methods that focus on a mantra, a number, or deep breathing. 4. Comfort Zone - We need a comfort zone where we feel good, secure, and allows us to feel our feelings. 5. Avoid the 90-10 trap; Don't focus on the worst 10% of our lives; focus on the 90% that is usually pretty good. Accentuate positivity.

A good strategy has an essential logical structure that consists of three phases:

1. A diagnosis 2. A guiding policy 3. Coherent action p. 61

What are 5 things that are hallmarks of a bad strategy?

1. A scrambled, extensive list of things to do. 2. Blue-sky objectives that offer no clue on the link between the challenge and the action. 3. An active avoidance of tough, painful choices among competing values. 4. Template-style leadership 5. Lots of positivity will overcome any adversity and/or uncertainty; p. 62

An understanding of attitudes, attitude formation, and attitude change is important for four reasons:

1. Attitudes can be found in every aspect of police work; an understanding of their nature is essential for supervisors. 2. Attitudes influence behavior a great deal. An awareness of attitudes can assist supervisors in understanding human behavior at work. Changes in police employee behavior can be expected to the extent that supervisors can change or control employee attitudes. 3. Bad attitude on the job causes problems. Poor job attitude can be reflected in subsequent poor performance, citizen complaints, equipment abuse, turnover, and absenteeism—all of which result in direct costs to the police agency. 4. When an employee is expressing negative, carping, malcontented opinions, the typical response is that "Officer X has a bad attitude," when, in effect, the officer is voicing a value issue. p. 34

Strategy 3: Helping Others

1. Be there. Seek out the unfortunate person and help them through a bad situation. 2. Listen carefully. Do no lose your self-control by interjecting, "I understand what you're experiencing"... just listen until you are sure they are done. 3. Being reasonably angry is okay. 4. Jealousy: Why not you? We know that we hurt ourselves more than anyone else by feeling jealous. Perhaps the best cure for jealousy is to realize that the people we resent for not being in our miserable condition probably have emotional wounds and physical scars of their own. They may even be envying us. 5. Chronic Depression: If the above doesn't work refer to professional counseling.

Improving Your Financial WB

1. Buy experiences such as vacations and outings with friends or loved ones. 2. Spend on others instead of solely on material possessions for yourself. 3. Establish default systems (automated payments and savings) that lessen daily worry about money. 4. Engage in delayed gratification. (Page 154)

Citizen Police Academies (CPAs) are now seen in police agencies. Nearly one-half of the police departments offer some form of CPA. What are three advantages?

1. CPAs give citizens a working knowledge of a police department's mission, operation, policies, personnel, and challenges. As a result, citizens become more familiar with the day-to-day operations of their police department and the actual role of the police. 2. CPAs give people a conduit to interact positively with police, compared with the way many people experience police contact. (Typically, the only contact most people have with police officers is during a traffic stop.) 3. CPAs help to grow a relationship of trust and cooperation between the police and citizens. p. 218

More and more departments are recognizing the urgency of building trustworthiness through a demonstration of both character and competency. What are the three areas of concern:

1. Can I trust you? Can you trust me? 2. Do we trust our department? Does our department trust us? 3. Am I being heard? Am I hearing you? p.14

The five universal elements of well-being that distinguish a flourishing life from one spent in despair in descending order, what is important to us is:

1. Career 2. Social 3. Financial 4. Physical 5. Community p. 105

Ten Trends

1. Career-path civilians 2. High tech and low touch 3. Ethical Dilemmas 4. Homeland Security 5. Community-Oriented Policing - (COP and POP) 6. Service Evaluation 7. Pension Envy 8. Smile You're on Camera (BWCs) 9. Cybercrime 10. Put a Cop on the Dot (COMPSTAT) p. 65-67

The six core strengths are:

1. Character 2. Clarity 3. Engagement 4. Well-Being 5. Self-Control 6. Teamwork

Decisions that merit extra time and attention (care) can be identified by asking one of these four questions:

1. Could the decision cause serious physical or emotional injury? 2. Could the decision jeopardize important relationships? 3. Could the decision undermine or damage reputations or credibility? 4. Could the decision adversely affect the values and vision of the department? p.19

Most commonly cited time wasters:

1. E-mail/text messaging 2. Internet 3. Telephone interruptions 4. Drop-in visitors 5. Meetings (scheduled and unscheduled) 6. Crises 7. Lack of objectives 8. Ineffective delegation of responsibilities and too much involvement in routines and details 9. Too much work attempted at once and unrealistic time estimates 10. Lack of self-discipline (p. 139)

Strategy 5: Altruistic Egoism which basically is looking out for yourself but in an altogether different frame of reference than you might initially suspect. Selye went on to reveal that this egoism is to be developed in and around being necessary to others. Eliciting the support and goodwill of others is a key ingredient in the practice of altruistic egoism.

1. Earning Benevolence - Earn other's love p.179

To be an artful listener you must develop and use six listening approaches. First and foremost is empathic listening:

1. Empathic Listening: The key to influencing another person is first to gain an understanding of that person. As a supervisor, you must know your staff to influence them. (p. 84) 2. Appreciative Listening. An appreciative listener seeks to enjoy the transaction by looking for the positive reasons and emotions within and around it. 3. Comprehensive Listening. Hearing the overall message, that which may not be spoken, is comprehensive listening. It does not ignore but pays less attention to the details. Comprehensive listening requires two-way communication. 4. Factual Listening. In this case, both parties endeavor to identify and agree on all the facts in the transaction. Factual listening double checks details and ensures that there will be no mistakes due to overlooked specifics. 5. Evaluative Listening. This form of listening occurs when it is time to decide on a course of action. Most leaders do well when evaluative listening is needed. Supervisors should cultivate evaluative listening and being decisive in getting results. 6. Feedback. Feedback can come out in a positive or negative way, but it is designed to improve someone. If done properly, it can be a positive growth experience for both the giver and receiver. Whether a provider or receiver of feedback, all five of the above listening approaches must be optimally deployed. Typically, feedback is corrective rather than supportive. (p. 85)

Recommendations for Boosting Physical WB

1. Get at least 20 minutes of physical activity each day, ideally in the morning, to improve your mood throughout the day. 2. Sleep enough (generally seven to eight hours) to feel well-rested, but not too long (more than nine hours). 3. Set positive defaults when you shop for groceries. Load up on natural foods that are red, green, and blue. 4. If you're into vitamins, be certain to include vitamin D.

These five signposts serve as a beacon for a successful POP program:

1. It must involve all department members—all ranks and units, all sworn officers and civilian volunteers—to identify, study, and act on issues. 2. It must guarantee the use of a wide variety of data sources—from internal records and officers' knowledge to other government agencies and private individuals and organizations— to understand the causes and consequences of problems. 3. It must encourage police employees to cooperate with members of other public and private agencies to design action plans. 4. It must be an integral part of police operations, without creating special units or requiring additional resources. 5. It must be capable of being transferred to other law enforcement agencies. p.222

Performance evaluation is complex because:

1. It must serve many purposes, including evaluating the success of selection decisions, assessing the effectiveness of a leader, evaluating training efforts, and determining the quantity and quality of individual work effort. 2. The assessment of performance itself is a difficult measurement task because so many factors influence performance, including environmental, organizational, and individual factors. 3. A great number of ethical and emotionally charged issues arise when performance is evaluated. The results of the process can have profound influences on the career, attitude, well-being, and performance of a police employee. p. 111

Thirteen steps to design and develop a personnel evaluation system:

1. Job Analysis 2. Use multiple raters 3. Five possible sources of raters; supervisors, peers, self-evaluation, subordinates, and people outside of the organization (citizens). 4. Train the people rating the employee 5. Rate the raters; evaluation and feedback 6. A rating manual 7. Significant incident database 8. Feedback between the employee and supervisor 9. Leading by objective. And LBO contract between the employee and supervisor. 10. Making mission statements hapen 11. Avoiding mistakes; (see why performance evaluations fail below) 12. Employee preparation (see employee preparation below) 13. Self-appraisal: (see below) p. 114-115

Personal Non-Task-Directed Communications:

1. Non-task-directed channels furnish a vehicle for an individual to satisfy his or her social needs. 2. This channel provides a way for an individual to blow off steam over frustrating things. 3. Non-task-directed channels frequently supply useful feedback to the police supervisors. This feedback normally comprises unexpected information not obtainable in any other way. 4. Personal channels offer the best medium for a person to become accepted in the organizational setting. Unwritten standards, group values, and "the way we do things here" are conveniently expressed through non-task-directed channels. p. 76

The best illustration of a workable statistical measuring tool is New York City's COMPSTAT. It is setting the standard for other police agencies for these reasons:

1. Oversight. It produces hard data that external overseers want. 2. Accountability. It makes managers accountable for their performance. 3. Reliable. The data is objective, simple, and behaviorally anchored. 4. Rewards. Police managers are rewarded based on meeting or exceeding performance markers. 5. Transparent. The performance reviews are frequent and open to public scrutiny. 6. Clarity. Everyone is clear about measurables and markers. Guesswork is supplanted by hard work. p.236

There are 5 types of upward communications from team members to supervisors:

1. Performance and grievances of the employee. 2. Performance and grievances of others. 3. Feedback on policies and practices. 4. Feedback on objectives and methods. 5. Goal clarification. p. 78

five elements of well-being:

1. Positive emotions 2. Engagement 3. Relationships 4. Meaning, and 5. Achievement ( PERMA ) (P. 145)

The objective of Category II leaders is to manage their life effectively—from a center of sound principles, from a knowledge of their overall (career and personal) mission, with a focus on the critical as well as the fast , and within the framework of maintaining a balance between increasing their actual production and increasing their capability for producing. Category II organizing requires you to complete five steps:

1. Produce an individual mission statement 2. Identify your roles 3. Select your goals 4. Use weekly scheduling 5. Take action and be flexible p. 139

Recommendations for Boosting Your Social WB

1. Spend six hours a day socializing with friends, family, and colleagues (this time includes work, home, phone, e-mail, and other communication). 2. Strengthen the mutual connections in your network. 3. Mix social time with physical activity. For example, take a long walk with a friend so you can motivate each other to be healthy. 4. Participate in annual team building. 5. Increase recognition, gratitude, and appreciation for each other. p. 153

Here are at least three unintended benefits of COMPSTAT.

1. Teamwork. 2. Innovation.. 3. Interest. page 237

Here are the four reasons for assuring across and diagonal communications:

1. Teamwork. Confusion, conflict, and frustration result from a lack of coordination between work units. 2. Common problems. Weak horizontal and diagonal communications guarantee that the root causes of a police problem will go undetected. 3. Feedback on individual needs. Most of us want to know what others think about our efforts. 4. Professional guidance. The sharing of information among police work units increases the probability that the various teams are acting in concert with approved service values and quality standards. p. 79

5 stages of police organizations:

1. Telling. The chief knows what the vision should be, and the organization is going to have to follow it. 2. Selling. The chief knows what the vision should be but needs the staff to buy in before proceeding. 3. Testing. The chief has an idea—or several ideas—about what the vision should be and wants to know the staff's reactions before proceeding. 4. Consulting. The chief is putting together a vision and wants creative input from the staff before proceeding. 5. Sharing. The chief and members of the police department, through a collaborative process, build a shared vision together. (p. 55)

The chances of your being actively disengaged (negative and a poor performer) if your boss: (1) ignores you _____%; (2) focuses on your weaknesses ______%; and (3) focuses on your strengths _____%.

40% if boss ignores you 22% if focused on weakness 1% if focused on strengths

During fight or flight the following occur: The cerebral cortex > hypothalamus > sympathetic nervous system...

1. The cerebral cortex (the thinking part of the brain) to send an alarm to the hypothalamus (the main switch for the stress response, located in the midbrain). 2. The hypothalamus then stimulates the sympathetic nervous system to make a series of changes in your body (your heart rate, breathing rate, muscle tension, metabolism, and blood pressure all increase). 3. Your hands and feet get cold as blood is directed away from your extremities and digestive system into the larger muscles that can help you fight or run. 4. You experience butterflies in your stomach. Your diaphragm and anus lock. 5. Your pupils dilate to sharpen your vision, and your hearing becomes more acute. p. 168

Four parties benefit from appropriate delegation:

1. The community. Empowered police employees are typically more responsive and dedicated. Hence, if the community has less crime, the cost for services should decline. 2. The organization itself harvests the wealth of brainpower that exists within its ranks. Everyone says, "I'm 100-percent responsible!" Everyone sets his or her sights on excellence. 3. You benefit as a strengths-based leader because you're : ● Leveraging your power to provide quality police services (most important) ● Building motivation for getting the job done ● Increasing mutual trust between yourself and your officers ● Enhancing the officers' job skills and knowledge ● Encouraging a feeling of ownership 4. Your staff benefits by becoming more: ● Capable of producing top-notch police work (most important) ● Engaged in their work ● Trusting and trustworthy ● Professional ● Competent ● Self-confident p. 98

Subformal communications:

1. The greater the degree of interdependence among activities within the department, the greater the number and use of subformal channels. 2. The more confusion about the performance measures of the department, the greater the number and use of subformal channels. 3. When a police organization is operating under the pressure of time, it tends to use subformal channels extensively because there is often no time to use the formal channels. 4. If the divisions of a police organization are in strong competition, they tend to avoid subformal channels and communicate only formally. If cooperating then they use it. 5. Subformal communication channels are used more frequently if departmental members have stable, rather than constantly changing, relationships with one another. p. 76

The volume of messages in a police agency is determined by seven basic factors:

1. The total number of members in a work unit 2. The nature of its communication networks (downward, upward, or seamless) 3. The transmission regulations controlling when and to whom messages are sent 4. The degree of interdependence among the organization's various activities 5. The speed with which relevant changes occur in its external environment 6. The search mechanisms and procedures used by the agency to investigate its environment 7. The amount and type of communications technology in the department (e.g., everyone has a cell phone) p. 86

Police supervisors can combat information overloads in several ways:

1. They can slow down their handling of messages without changing the organization's network structure or transmission rules. This action will cause the police department to reduce its speed of reaction to events and thereby lessen its output. 2. They can change the transmission rules so that their team screens out more information before sending messages. This tactic also reduces the quantity of the department's output. 3. They can add more channels to the existing network to accommodate the same quantity of messages in the same time period. This ploy provides more opportunities for messages in the same time period. However, this route provides more opportunities for message distortion and is more expensive. 4. They can relate tasks within the department so that those units with the highest message traffic are grouped together within the overall communications system. 5. They can press to improve the quality of the messages in order to reduce the time needed for receiving, composing, and transmitting them. Currently the major culprit causing information overloads is "infotech." p. 86 - 87

Safeguards to put in place when delegating:

1. Training to do the job, on-going, reliable and pertinent. 2. High standard that demand uniformity. 3. Know the values and needs of each employee. 4. Construct and maintain conduit of communication. 5. Known rewards for those who fulfill their duties. 6. Known sanctions for those that fail in their duties. 7. Regular feedback to each employee 8. Trust the person or don't delegate to them. p. 99

You must first trust in your own integrity and your own competency before others will. Here are seven major deposits that build a Trust Bank Account (TBA):

1. Understanding the Person. Understanding another person is the most important deposit you can make, and it is the key to every other deposit. 2. Little Things Mean a Lot. Small kindnesses and courtesies are so important. Little affronts (micro-inequities), unkindnesses, and forms of disrespect cause large TBA withdrawals. 3. Clarifying Expectations. Conflicting or vague expectations about your role at work or the objectives to be attained can ruin a working relationship. 4. Demonstrating Loyalty. Being loyal (faithful) to those you interact with is relatively easy. Expressing loyalty to those not present is a different matter. When faithful to those who are absent, you confirm and elevate the trust of those present. 5. Apologizing for TBA Withdrawals. Most people will forgive mistakes of judgment. We do not easily forgive the mistakes of the heart. 6. Really Care. How can you, as an aspiring leader, expect police employees to care about their jobs, their department, or their community members if you could care less about who they are and what they value? Our research has shown that this is close to, or equals, the importance a person places on being empowered. 7. Displaying Personal Integrity. A lack of personal integrity will erase any and all TBA deposits. Integrity includes honesty, Hence, integrity is conforming our reality to our words. It is the promise that is kept. p. 96

What are the three hurdles one will encounter when endeavoring to create a vision for a police agency?

1. Vision: an image of our desired future 2. Values and Ethics: what we are doing to get where we want to go 3. Purposes: What the police department is here to do. p.57

When faced with a choice that has ethical barbs, ask the following benchmark questions of yourself and involved teammates:

1. Will the decision I make violate the rights or goodwill of others? 2. What is my personal motive and spirit behind my choice? 3. Will it add to or detract from my integrity? 4. If I were asked to explain my decision in public, would I do so with solid reasons? 5. Even if what I do is not illegal, is it violating someone's trust? 6. Does what I do demean another's integrity? 7. If it were done to me, would I approve or would I be offended? 8. What are the basic principles that govern my actions and decisions? 9. When I am in doubt, whom do I go to check my decisions? 10. Will my decision give other people any reason to distrust me? 11. Will my choice build the credibility of my career or profession? (p. 50)

the five important domains (different types of well-being) of life:

1. career 2.social 3. financial 4. physical, and 5. community. (Page 145)

Recommendations for career well being:

1. find a career/boss where everyday you can use your signature strengths. 2. Find a boss who will empower you. Empowerment is the first key to engagement. 3. Find a leader who cares about you. A caring boss is the second key to engagement. 4. Every day write down five reasons to be thankful for your job. 5. Return to the job satisfaction questionnaire and examine your score. p. 152

In order to unleash the full potential of a team member, the leader needs a lot of:

1. fortitude 2. accurate insight, and 3. enormous trust. Empowerment is a relationship. p. 91

The ethical principle of responsibility includes a moral duty to:

1. improve things 2. to pursue excellence, and 3. to produce and demand quality performance p. 107

In a top down approach to vision-driven mission statements and strategic plans each police management team affirms its uniqueness by declaring that it:

1. is committed to being a professional department 2. Believes in its people 3. Stands firm for quality 4. Cares for citizens 5. Affirms honesty and integrity 6. Supports teams 7. Is innovative (p. 54)

Most police agencies are incident-driven... Those that are incident-driven have four characteristics, which are:

1. they are reactive. Most of the workload of patrol officers and detectives consists of handling crimes that have been committed—disturbances in progress, traffic violations, and the like. The exceptions—crime prevention and narcotics investigations, for example—make up but a small portion of police work. 2. incident-driven police work relies on limited information gathered mostly from victims, witnesses, and suspects. Only limited information is needed because the police objectives are limited; patrol officers and detectives are focused on the incident at hand. 3. the primary means of handling incidents is to invoke the criminal justice process. Even when an officer manages to deal with an incident without arresting or citing anyone, it is often the threat of enforcing the law that is the key to resolution. Other way of handling the situation is seldom invoked. 4. incident-driven police departments rely on statistics to measure performance. The department is doing a good job when the city-wide crime rate is low or the city-wide arrest rate is high. The best officers are those who make many arrests or service many calls. p. 220

Social findings continued: 9. Gallup research revealed (among 15 million subjects) that just thirty percent of employees have a best friend at work. Those who do are 7 times as likely to be engaged in their job, are better at engaging customers, produce higher quality work, have higher WB, and are less likely to get injured on the job. In sharp contrast, those without a best friend in the workplace have just a one in 12 chance of being engaged. They found the single best predictor of WB at work is not what people are doing, but who they are with. 10. Human beings are inevitably social, and it is our sociality that is our secret weapon. A cooperative group will bring down a malcontent more readily than an asocial group will. Our social WB depends on our collective abilities, not on our individual might.

11. The 2008 Towers Watson global study found that 64% of people are engaged in their work. When Social WB teamwork was introduced, engagement increased to 75%. 12. Which of the following is the characteristic that differentiates a good team (high Social WB) from a breakthrough team (very high Social WB)? Recognition. This finding is from a 350,000 database and was collected during the depths of our Great Recession (2008-2009)! 13. Many managers have turned to teamwork to save their floundering organization, but in only the most superficial way. What's missing, social well being? p. 153

European Heart Journal found that people who sleep less than six hours per night are 48% more likely to get heart disease and _______ more likely to have a stroke.

15% p. 155

People who are engaged in their career are _____ to ______ % more likely to give back to their community.

20-25% p. 157

Cons The reasons for resisting or downplaying performance measurement are . . .

A THREAT Some people are intimidated when an organization starts to quantify performance. They are suspicious that the data will be used as a hammer for punishing rather than a key for rewards and encouragement. IT'S BEEN DONE BEFORE OK, but usually successfully. At last, we have developed performance measurement systems (e.g., COMPSTAT) capable of delivering information that answers our questions. Some of these systems are actually predicting the questions that we might ask. NO CAUSE-EFFECT OUTCOMES The criticism here relates to the uncertainty of a direct connection between an action and the outcome of that action. Scientists are comfortable dealing with correlations, so why can't the police? For example, more patrol officers deployed and crime goes down. This is a correlation. Something happens (more patrol officers) and then something else occurs (crime drops). Surely such results suggest that more patrol officers (up to some point) impact crime. UNFAIR COMPARISONS This argument goes—it's unfair to measure one patrol unit against another or one police department against another because they inherently are different. However, well-designed performance measurement efforts embrace comparison, and they invite informed discussion about the reasons, if any, for differences in performance. PERFORMANCE MEASUREMENT IS A POLITICAL TOOL Well, yes and no. It all depends on the political environment. While politics will certainly continue to be one of the main reasons why performance measurement doesn't fly in some places, it is also one of the big reasons why it does fly in others. THERE'S NO WAY TO MEASURE WHAT I DO There are some who ardently insist their job is so complex and unusual that it cannot in any way be measured. My response here is, you have a choice, either you measure your performance or I will. YOU'LL ATTACH MY PAY TO MY PERFORMANCE This point of resistance I concur with. Pay for performance has been a flop. Performance measurement systems are not designed for making decisions about pay adjustments. They're designed for the specific purpose of measuring what we're doing and that's it. Page 232

If we are to develop comprehensive and consistent strategic plans, it is important to differentiate between stated and real objectives.

A strengths-based leader is able to articulate the real goals of the department. This person understands the department's vision and is able to clearly communicate to his staff. This ensures the consistency of progress. p. 64

What is the term used to describe the actions taken or services provided by police personnel that convert inputs to outputs?

Activities; The main reason police leaders care about measuring and monitoring activities is that it helps them know about how efficient the department is in delivering police services. p. 233

The framework for changing or making a habit includes (a) routine (b) rewards (c) cues (d) a plan (e) all of the above. p. 188

All of these are part of the framework for changing or making a habit.

Criminal Misconduct:

Also referred to as corruption. Police corruption includes (1) the misuse of police authority for the police employee's personal gain; (2) activity of the police employee that compromises, or has the potential to compromise, his or her ability to enforce the law or to provide other police service impartially; (3) the protection of illicit activities from police enforcement, whether or not the police employee receives something of value in return; and (4) the police employee's involvement in promoting the business of one person while discouraging that of another person. In other words, police corruption consists of acts involving the misuse of authority by an employee in a manner designed to produce personal gain for the person or for others. p. 127

Research is revealing that we might be able to control the expression of our genes. So even if you have a gene that predisposes you to a chronic disease, there are things you can do to either silence or amplify the expression of that gene. One study found that men who have a specific gene that predisposes them to prostate cancer were able to suppress the expression of this gene substantially by eating the equivalent of just one portion of ________________ per week.

Broccoli p. 155

6. The first phase in building a good strategy is. (a) guiding policy (b) coherent action (c) diagnosis (d) setting goals.

C) Diagnosis. A good strategy has an essential logical structure that consists of three phases: 1. Diagnosis 2. Guiding Policy 3. Coherent action p. 61

How does one "Push the artist; restrain the judge"?

An overdependence on being practical and getting to the bottom line hurries you into making an evaluation. At least once a week for three months, deliberately postpone a new idea, discussion, strategy, or plan by reserving judgment until it becomes unavoidable. Don't think you're procrastinating. Rather, allow a little further discussion, initiate an experiment, or demand a follow-up report. Once your creative juices have ebbed, the practical you—the judge—can step in to evaluate the ideas. Ask frequently . . . "When is the last time we did something for the first time?" p. 61

__________________________ begins with a heightened perception of the way our lives move forward. We suspend our doubts and distractions in order to glimpse events starting to unfold. Typically, it is accompanied by a profound sense of restlessness. ___________________ occurs when we become conscious of the coincidences in our lives. When we organize them and correctly interpret them, trends can be detected. Being acutely aware of who you are, where you are, and what you are doing is critical. Where we are today is not just the evaluation of technology; it is the evaluation of thought.

Anticipation p.64

Appreciation of beauty and excellence Gratitude Hope/optimism/future mindedness Spirituality/sense of purpose/faith/religiousness Forgiveness and mercy Playfulness and humanness Zest/passion/enthusiasm

POP is ______________ in action.

COPS p.219

9. Supportive relationships include ________. (a) helpful people (b) positive strokes (c) give and take (d) all are correct

D) all are correct. p. 177

SoQ - Social Intelligence

Discovered in 2008 by Dr. Goleman; 85% of a supervisor's ability to lead depends on his or her EQ and SoQ (emotion and social intelligence); most of leading requires an immense amount of EQ and SoQ. (EQ and SoQ used to be referred to as common sense.) p.13

Imprinting

During the first six to seven years of life, in addition to physical behavior development, a tremendous amount of mental and values development takes place. The foundation of a person is the child, as values are programmed in his or her early years. The key figures here are mom and dad and a few others. Even though formal learning does not start in the preschool period, many important stages determine how, how much, how well, and what the child will learn as she or he develops. p. 29

END OF CHAPTER 14

END OF CHAPTER 5. p. 68

END OF CHAPTER 5 p. 68

END OF CHAPTER 6

END OF CHAPTER 7

END OF CHAPTER 8

END OF CHAPTER 9 pp. 144

This sets the stage for engaging existing people and teams to become breakthrough work units. Hidden potential is leveraged, thus creating extraordinary outcomes:

Empowering and evaluating police employees Most basically, empowerment in a work setting requires a relationship dependent on mutual trust. Without performance evaluation, empowerment is a promise without proof, and depends upon pure trust without verification. Accurate and meaningful performance evaluations are not a random, casual process for any leader. p. 69

End of Chapter 13

End of Chapter 2

End of Chapter 3

________________ embodies the values of justice, equity, due process, openness, and consistency. ______________ is one of the most elusive ethical values since stakeholders with conflicting interests sharply disagree on what is fair.

Fairness p. 42

Modeling

From the age of about seven to fourteen, the process of value identification—initially with the mother, then with the father and important others around the child—expands. The child shifts into intense modeling, relating to family, friends, and external heroes in the surrounding world. We use these models to construct our internal value ideal—the person we would like to become. p. 29

Socialization

From the age of about thirteen to twenty, our social life becomes structured primarily in terms of our friends. This intense socialization with peers results in people of common values grouping together for reinforcement. During the period of adolescence, we define and integrate the values, beliefs, and standards of our particular culture into our own personalities. It is during this period that we achieve full physical maturity and a dominant value system, which determines our basic personality. p. 30

Take any one of your values (e.g., your job) and if you can answer each one of the following questions with a "yes," you have confirmed that it is indeed one of your values.

In terms of a particular value, are you: 1. Choosing it freely ? 2. Choosing it from options ? 3. Choosing it after thoughtful consideration of the consequences of each option? 4. Prizing it (being happy with the choice)? 5. Willing to make a public affirmation of the choice? 6. Doing something with it: performance ? 7. Using it in a pattern of life ? p 31

Information:

Information and communication, although different, are nevertheless interdependent. Information is formal and logical. Conversely, communication is personal and psychological. p. 73

What is the term used to describe the sources expended to fulfill the goals of the program including overhead and administrative costs that represent the budget dollars used to fuel the program (e.g., personnel, equipment, materials, or buildings.)?

Inputs p.233

How does one make the obvious strange?

Instead of relying on the tried-and-true perspective on a problem, force yourself to see two or more strikingly different solutions. Before making any decision, step back to view the full richness of the situation. Look for multiple meanings and possibilities. Once a day for a month, pick at least one situation or problem and make it complex and ambiguous. The quick and simple answer to a problem can be both quick and wrong! p. 61

Having _______________ means that you have the willpower and habits to turn tough choices into easy ones.

Integrity p. 38

Darwin wrote: A tribe including many members who, from possessing a high degree of the spirit of patriotism, fidelity, obedience, courage, and sympathy, were always ready to aid one another, and to sacrifice themselves for the common good, would be victorious over most other tribes, and this would be natural selection.

Isn't he saying that community and teamwork are better than individualism and self-centeredness? p. 157

EQ - Emotional Intelligence

It is most often that EQ determines our success within our career. A police leader's emotions are contagious! If the leader makes decisions with energy and positive enthusiasm, the organization thrives. Dr. Daniel Goleman, who discovered and defined EQ, wrote that his research findings revealed that 85% of a leader's abilities involve EQ. For centuries our EQ was referred to as common sense, which we inherit and is immutable. But the good news is that unlike your IQ, EQ is not fixed at birth. Emotional intelligence can be developed and raised to a higher level. p. 12 - 13

Phase B: Problem Analysis 4 steps, of the 11.

STEP 4: SETTING UP A SYSTEM pertinent facts and their analysis must be designed. Systematic analysis includes (1) telephone questionnaire and individual surveys of those who might know something about the problem (e.g., citizens, victims, offenders, officers, other governmental personnel) and (2) literature searches of government and private-sector repositories. STEP 5: REDEFINING PROBLEMS Problem definition will make or break a POP program. How we perceive and label a problem ultimately determines how we go after it. STEP 6: WHO'S INTERESTED (OR SHOULD BE)? To determine who is or ought to be interested in criminal activity, ask, why is the community concerned? What are the social costs? Who is being harmed and to what degree? For the police to develop a successful plan to deal with gangs (or any other problem), they must find out who is interested in it. STEP 7: WHAT'S WORKING NOW? "If it's not broke, don't fix it." If the agency's approach to spousal abuse is successful, then don't fuss with it unless some other tactic can guarantee an improvement. Page 226

10. The first step in the decision-making process deals with ___________. (a) confidence (b) participation (c) heart (d) the future.

Step 1 is the The heart. When we err in making a choice, it is either a mistake of the head (cognitive) or the heart (integrity). The first is a goof in judgment, wrong information, false assumptions, not seeing the big picture, and so on. The second is a lapse in morals, a lie, intentional deceit, inflicting physical or emotional harm, and the like. p. 20

Resilience: Five Strategies for Dealing with Poststress Events:

Strategy 1. Supportive Relationships Strategy 2. Mental Discipline Strategy 3. Helping Others Strategy 4. The Three Rs Strategy 5. Altruistic Egoism p. 166

Strength Three - ENGAGEMENT pp. 69

three kinds of informal communication channels:

Subformal - The vast majority of communications in police organizations are subformal. Personal Task-Directed - A personal task-directed communication occurs when an employee deliberately reveals something of his or her own attitude toward the activities of the agency. Personal Non-Task-Directed - This channel may on occasion handle information far more valuable to the achievement of organizational goals than does any other channel, including the formal one. (A supervisor learning through a friendly subordinate the reason for job dissatisfaction). p. 76

Immediate Work-Environment Factors

Supervisory Style Participation in decision making work-group size Coworker relations working conditions recognition trust p 93

Significant Emotional Events

The common denominator of SEEs is a challenge or disruption to our present behavior patterns and values. In job situations or family relationships, such challenges might be artificially created (e.g., being fired or promoted), but more likely, SEEs occur in an unplanned, undirected manner (e.g., being seriously injured or winning an athletic contest). We must be careful to distinguish between SEEs, which actually change our gut-level value system, and external events, which simply modify our behavior. p. 30

Professional misconduct:

The distinction between this type of wrongdoing and corruption is that no personal gain for the officer or others is involved in professional misconduct. p. 125

During the late 1960s, responding to recommendations from the President's Commission on Law Enforcement and Administration of Justice, a proliferation of federally funded police-community relations models sprang up throughout the country. Why?

The purpose was to (1) bring police officers closer to the community, (2) promote mutual support, and (3) encourage communication. Whisenand, Paul M.. Supervising Police Personnel: Strengths-Based Leadership (Page 213). Pearson Education. Kindle Edition.

1. How we choose to experience the world is shaped by our mindset. (True/False)

True. Interestingly, researchers have repeatedly found that gains in productivity, happiness, and health have less to do with how much we're actually empowered and more to do with how much we think we're empowered. Remember that how we choose to experience our world is shaped largely by our mindset. p. 91

9. Strength-based leaders should not ignore individual weaknesses. (T/F)

True. It is your job to spot weaknesses and then decide whether it is a matter of training or talent. If the former, the fix is relatively easy. If the latter, then you'll have to manage around this weakness and neutralize it by (1) finding the person a work partner who has a countervailing strength or (2) rearrange the person's working world so that his weakness is no longer in play. p. 102

10. The main benefit of measuring performance, outcomes, and strengths is that it leads departments toward what works, rather than toward what doesn't. (T/F)

True. "Measuring performance, outcomes, and strengths assures us that we're leading police organizations toward what works rather than fixing what doesn't." p. 245

3. Change is a constant. (T/F)

True. ( p. 55)

5. Leisure time is not idle time. (T/F)

True. (p. 135)

5. When you delegate, you are always delegating one thing for certain—uncertainty. (T/F)

True. (p. 97)

2. All that we value becomes a part of us. (True/False)

True. And thus we are what we value, and thus we can lead others and ourselves according to our strength-based value system. p. 28

10. You cannot control time. (T/F)

True. But you can control yourself. p. 142

3. Every decision should start with a stop. (T/F)

True. Each good decision, therefore, should start with a stop—a forced space for reflection to let us clarify our goals, evaluate the completeness and credibility of our information, and devise alternative strategies to achieve the best possible result. p.11

You can't alter your mood by using our willpower. (T/F) p. 183

True. Emotional control is especially difficult because we can't alter our mood by an act of will. What we can change is what we think about or how we behave. p. 183

8. Happiness is not a singular positive emotion. (T/F)

True. Happiness is not a singular positive emotion; actually it is known as a hive or constellation emotion p. 157

Our brain can't tell the difference between good and bad habits. (T/F) p. 187

True. It cannot tell the difference.

3. When setting objectives, the final step is feedback. (T/F) p. 110

True. It is step #6 out of the 6 step process for LBO.

8. Most of the workers surveyed by the Gallup Organization reported that they do not use their strengths as work. (T/F)

True. Only 1/3 reported that they get to do what they are best at every day. p. 6

In the practice of POP arrest and prosecution remain crucially important tools of policing, but ideas about the root causes of crime and the methods for controlling it are explored. T/F?

True. P. 220

9. Public office is a public trust. (T/F)

True. P. 48

9. A major distinction between professional misconduct and criminal behavior is "personal gain for the officer." (T/F) p. 125

True. Professional misconduct doesn't have personal gain by the officer where criminal behavior may have personal gain. p. 125

8. If you had to choose either character or competence, your choice would be character. (T/F)

True. character. President Roosevelt wrote, "To educate a person in the mind but not the morals is to educate a menace to society." Warren Buffett said, "When I select a manager, the first thing I look at is the person's character." And Michael Josephson has spent most of his career pointing out that "character counts." p. 16

2. LBO means Leading by Objectives. (True/False)

True. p 108

8. The malcontented employee is the most common of all problem employees. (T/F)

True. p. 123

The formula for integrity is simplistic. (True/False)

True. p. 38

6. In the workplace, you get the behavior you reward. (T/F)

True. p. 44

9. Predicting a trend is more challenging than spotting one. (T/F)

True. p. 64

9. Engagement is different from positive emotions. (T/F)

True: because if you ask someone who is engaged in an activity or thought process what he or she is thinking and feeling, the person will usually say, "nothing." p. 159

● Being disengaged at work means you are ________ times as likely to be diagnosed with depression over the next year. As an employee's level of engagement increases, depression disappears and his/her total cholesterol and triglyceride levels significantly decrease.

Two (Page 151)

Paradigms - Our values set up paradigms. They influence what we can and can't see, acting as psychological filters.

What may be perfectly visible to me, you may have difficulty in seeing. What may be perfectly believable to you, I may find impossible to accept. We may see the same individual, and I will perceive him to be honest and you will see him as dishonest. We may share the same values, but they are significantly shaped and altered in accordance with our personal paradigms. p. 32

Virtuous employees are those who try to keep their bad notions within due bounds. The true measure of a person's integrity is: it.

What that person would do if he or she were sure nobody would ever know about it. (p. 47)

To understand another person, we must be willing to be open to that person's thoughts:

When we are open, we give people room to release their fixed positions and consider alternatives. Seeking first to understand lets us act from a position of knowledge. ● By seeking to understand, we gain influence in the relationship. ● Seeking first to understand leads us to discover other options. p. 84

IQ - Mental Intelligence

When we think or speak of "intelligence," we typically refer to our mental facility—our ability to analyze, reason, think abstractly, use language, calculate mathematics, prospect, and logically comprehend. In many respects, we judge ourselves and others on IQ, while ignoring the other four intelligences. p. 12

The malcontent's negative attitude and sloppy behavior are contagious. If unchecked, the malcontented employee will poison team morale as well as the quality of services.

You can help the complainers toward better behavior only after you have reassured them that you are trying to help—not looking for an excuse to get rid of them. No approach does more harm with people of this nature than the "better get yourself straightened out or you will lose your job" attitude on the supervisor's part. You have to believe, and help the employees believe, that your intentions are good and that you are interested in what's bothering them. Then you must give the malcontents every opportunity to help themselves. p. 123

When someone works harder and hard to produce results only to discover that they're unnecessary, they are experiencing: a) an activity trap b) an objective without results c) a bad strategy d) an incoherent action

a) an activity trap. It is very easy to get in an activity trap in the business of police work, to work harder and harder at producing results, only to discover that they're unnecessary. The police organization that lives without goals will spend its future in the present. p. 63

The quintessential ingredient in vision, mission statements, and strategic planning is: a) clarity b) confidence c) resilience d) creativty

a) clarity; p. 56

We frequently find ourselves in (a)_______________ with another person because of individual value system disparities.

a) conflict p. 33

Research thus far tells us that the real leverage we have for increased achievement is increased: a) effort b) skill c) honesty d) success

a) effort p. 148

Being _________________________________ is the key driving factor in one's job satisfaction. The more you are, the higher your satisfaction and vice-versa. a) empowered b) paid well c) on vacation d) a homicide detective

a) empowered p. 104

What does happiness or well-being have to do with leadership? a) everything b) nothing c) it is subjective d) self-desires

a) everything p. 146

This is the most frequent and usually the most reliable of human interaction. It is face-to-face and one-on-one that significantly reduces confusion and mistaken meaning. Of all the tactics available to increase the clarity of a communication, being able to elicit feedback is preeminent. Redundancy is a close second. If a decision is a critical one or an issue potentially explosive, it's always best to get a one-to-one, face-to-face relationship. In doing so, you're also able to discern nonverbal clues: a) interpersonal communication b) meetings c) telephone conversation d) e-mail

a) interpersonal communication p. 80

Referring to these as "ethical laws" or "ethical standards" is misleading and actually counterproductive. These only deal with a small spectrum of ethical decisions police employees face and delude us into accepting narrow and technical rules as the sole moral criteria for conduct: a) laws and rules b) code of conduct c) oath of office d) six pillars of character

a) laws and rules Though laws can secure compliance within limited margins, they are far too narrow or minimal to act as a substitute for ethics. We expect too much from laws and demand too little from people. p. 48 & 49

Popular forms include speeches, formal one-on-one and group discussions, and the informal rumor mill or grapevine: a) oral communication b) written communication c) non-verbal communication d) electronic communication

a) oral communication The advantages of oral communications are speed and feedback . A verbal message can be conveyed and a response received in a minimal amount of time. If the receiver is unsure of the message, rapid feedback allows for early detection by the sender, and for correction. p.80

Through the (a)_________________________ of other you listen, learn, and are more likely to make an accurate decision. Allowing others to express their ideas, needs, and their hopes about an issue or pending decision that affects them is what (a) _____________________ means.

a) participation p. 100

10. Our self-control depends on our willpower and our ______ habits. (a) positive (b) some (c) emotional (d) compassion. p. 193

a) positive habits. Our self-control depends on both willpower and positive habits.

The best possible reaction to stress is (a)___________ ____ ___________. (b) __________________ can be taught. It is the learned capacity to foster, engage in, and sustain positive relationships and to endure and recover from stressors and social isolation.

a) resilience and growth b) Resilience Resilience is the learned capacity to foster, engage in, and sustain positive relationships and to endure and recover from stressors and social isolation. p. 250

COMPSTAT is NOT the answer to measuring police values. It is excellent for accomplishing its ______ (a) intended and ________(b) unintended consequences. But there are still some measurables left unattended.

a) six, b) three, p 237

Empowerment is the new game, and being 100 percent responsible is the price you pay to play it. Everyone stands to benefit from really letting go, but far too many of us are unwilling to take the risk. We resort to: a) the yes, but tactic b) doing it alone c) delegation d) poor leadership

a) the yes, but tactic (p. 99)

As important as the decision itself is the _________ of the decision. a) timing b) discipline c) reflection d) correctness

a) timing. Timing a decision is an art, not a science; decisive timing is an act of courage because it involves risk-taking. Surrendering a decision to fate amounts to cowardly procrastination. p.18

The success of any relationship hinges on: a) trust b) communication c) vision d) values

a) trust The success of any relationship—whether work, marriage, or friendship—hinges on trust. And trust depends on communication. As you read what follows, keep in mind that communication and trust are tied to one another. If one rises or drops, so will the other. p. 71

A lack of _______________ guarantees disaster for a police organization. a) trust b) character c) social intelligence d) emotional intelligence

a) trust. If there is a lack of trust between a supervisor and his or her staff, the working relationship is doomed. Trust is the glue that holds relationships together. Likewise, it is a binding agent for police organizations. Without it, they fail to meet their mission and fulfill their potential. p.14

This flow of communication in police organizations is not noted for spontaneous and objective expression, despite attempts to formalize the process of feedback. It is not a problem of changing the communication habits of individuals, but of changing the operational conditions responsible for these habits. Some useful methods for changing these operational practices include issues assessment workshops, suggestion boxes, and command staff panels: a) upward communication b) downward communication c) diagonal communication d) cross communication

a) upward communciation p.78

character is determined by the decisions we make about our (a) ____________________ and our (b)________________________.

a) values and our b) integrity (p.1)

Of a vision, mission, and strategic plan; once you have completed the first part the other two are relatively easy to complete But conceiving a ___________________ is rigorous work. a) vision b) mission c) strategic plan d) all of the above

a) vision. Vision thinking is tough; mission and strategy documentation is straightforward. p 54

6. Which of the following is NOT a reason for assuring across and diagonal communications? a. Individual accomplishment b. Common Problems c. Feedback on needs d. Professional guidance

a. Individual accomplishment; is not a stated reason for across and diagonal communication. The reasons are: 1. Teamwork. Confusion, conflict, and frustration result from a lack of coordination between work units. 2. Common problems. Weak horizontal and diagonal communications guarantee that the root causes of a police problem will go undetected. 3. Feedback on individual needs. Most of us want to know what others think about our efforts. 4. Professional guidance. The sharing of information among police work units increases the probability that the various teams are acting in concert with approved service values and quality standards. p. 79

10. Which of the following is NOT a way to combat information overload? a. Rapidly decrease time allowed for message handling b. Slow down message handling c. Group message traffic d. Alter existing message network

a. Rapidly decrease time allowed for message handling 1. They can slow down their handling of messages without changing the organization's network structure or transmission rules. This action will cause the police department to reduce its speed of reaction to events and thereby lessen its output. 2. They can change the transmission rules so that their team screens out more information before sending messages. This tactic also reduces the quantity of the department's output. 3. They can add more channels to the existing network to accommodate the same quantity of messages in the same time period. This ploy provides more opportunities for messages in the same time period. However, this route provides more opportunities for message distortion and is more expensive. 4. They can relate tasks within the department so that those units with the highest message traffic are grouped together within the overall communications system. 5. They can press to improve the quality of the messages in order to reduce the time needed for receiving, composing, and transmitting them. Currently the major culprit causing information overloads is "infotech." p. 86 - 87

Responsibility is an ethical concept that embodies three separate values:

accountability, self-restraint, and pursuit of excellence. p. 42

The prescription for wellness is (1) to successfully adapt to ever-changing circumstances and (2) to remember that the penalties for failure to adjust to change

are illness (physical and mental) and unhappiness. p. 169

Personnel decisions can be made without performance evaluation systems. They can be made by drawing random numbers, by choosing whomever you like best, by choosing the person you owe a favor to, by choosing someone who wears the best-smelling aftershave lotion or perfume, and so on. Clearly, a successful police organization requires a proven process and an accurate method for:

assessing the current performance and future potential of its most valuable asset: its people. p. 111

In a perfect world the police officer who decides to be a supervisor also chooses to be and become a leader. This requires a blending of the position with the person, a blending of:

authority and power. p.5

When police employees join your department, they start out engaged and ready to do a good job. But slowly, the engagement wanes and after ten years drops to _______. This is not just a police agency or U.S. problem; it persists worldwide. a) 30% b) 20% c) 16% d) 54%

b) 20% p. 69

This category in the Time Management Matrix deals with things that do not require a fast response but are critical, such as trust-building, enhancing candid communications, long-range planning, physical exercise, preparation, and renewal. These are high-leverage, capacity-expansion activities and this category is the crux of managing ourselves: a) Category I b) Category II c) Category III d) Category IV

b) Category II. The only place to get time for Category II in the beginning is from Categories III and IV. You can't ignore the urgent and important activities of Category I, although they will shrink in size as you spend more time with prevention and preparation in Category II. (p.138)

Time does not exist as an absolute, but only in relationship to eternity. Time is quantified by eternity, timelessness chopped up into bits and pieces (seconds, hours, days, years) by us. What we call "linear time" is a reflection of how we perceive: a) the day b) change c) our subjective self d) happiness

b) change p. 134

Leadership is the capacity to _______________? a) supervise b) empower c) delegate d) command

d) command p.4

One sweeping study of 7,400 employees found that those who believed they had little influence over deadlines imposed by their bosses had a 50% higher risk of heart disease than their coworkers that felt they had more influence. There is a strong case for the ______________________________. Research has shown that they have greater career achievement, higher academic marks, more job satisfaction, better skills at communicating and listening, and more positive social relationships. a) external locus of control b) internal locus of control c) power of positivity d) Scott Donovans of the world

b) internal locus of control p. 91

Involves a discussion among two or more people and has four purposes: (1) to provide a means for exchanges to take place quickly; (2) to provide a job environment in which members are stimulated to new ideas by the rapid exchange of views between individuals; (3) to reduce the amount of semantic difficulties through face-to-face interaction; and (4) to get the members attending to be committed more strongly to given proposals or procedures than they would be otherwise. a) interpersonal communication b) meetings c) telephone conversation d) e-mail

b) meetings p, 80, 81

We are likely to incorrectly predict the outcome of a choice when we a) choose to quickly b) overlook our own experience c) enforce the rules d) promote to quickly

b) overlook our own experience. When we overlook our own experience in favor of others, for example, is not necessarily a wise guide for our own intuition. You can avoid falling into the wrong assignment or transferring in the wrong officer by drawing on your own experience. Granted: what others have found successful or not should be weighed, but in the end, the greatest weight should be given to your personal experience. p.19

The leader knows that when people feel good, they do their best work. The leader knows that more than anyone else, he or she creates the conditions that directly determine a police officer's ability to work well. Without a healthy dose of these, a supervisor may supervise, but he or she does not lead. a) passionate speech b) positive emotions c) high standards d) high work ethic

b) positive emotions p. 108

Between a stimulus (a personnel problem, as an example) and your decision as a leader is the space within which you must make a choice. That choice is driven by your character. How a police supervisor uses his or her character within that space to evaluate the problem and make a decision determines the ___________________? a) best solution b) quality of the decision c) servant's leadership d) leader's success

b) quality of the decision p. 11

2. Empowerment is a/an _______________. (a) variable (b) relationship (c) illusion (d) entitlement.

b) relationship p. 91

Time management in reality is self-management. It is impossible to harness your time, but what is possible is: a) time management b) self-control c) Siri reminders d) scheduling

b) self-control p. 132

2. The bottom-up approach to conceiving a departmental vision depends on ownership. (a) independent (b) shared (c) external (d) internal.

b) shared (p. 55)

Incessant and avalanching changes can warp a goal, which means reexamining and perhaps recasting it. Or the changes can alter how the goal will be implemented. In both cases, a police leader must think: a) systematically b) strategically c) out of the box d) creatively

b) strategically. p. 59

7. __________ is/are a Category II activity. (a) crisis (b) teambuilding (c) meetings (d) e-mail

b) team-building The category II activities are: Preventing Conflicts Relationship Building Recognizing new Opportunities Planning, Recreation and Team Building p. 138

What is the goal of positive psychology? a) more productivity b) to flourish c) develop willpower d) help malcontent employees

b) to flourish Raising your set point of happiness means feeling positive most of the time, not unbridled bliss. Our goal is to help you to flourish, not to be foolish—and this is also the goal of positive psychology. p. 146

When you delegate you are always delegating one thing for certain: a) power b) uncertainty c) enthusiasm d) time

b) uncertainty p. 97

Strengths-based leaders are part of and partners with _____________________________. You can't have one without the other. a) rules and discipline b) well-being and positivity c) exercise and nutrition d) learning and teaching

b) well-being and positivity p. 105

Our character is defined and our lives are determined not by what we want, say, or think, but by a) what we do b) what we decide c) our values d) character and competency

b) what we do. p 14

The indispensable objects of the science of positive psychology are: a) skill x effort b) willpower and character c) values and ethics d) teamwork and synergy

b) willpower and character p. 148

9. Which of the following is NOT one of the 6 types of listening? a. Empathic b. Speculative c. Appreciative d. Comprehensive

b. Speculative; is not one of the 6 listening types. The 6 types of listening are: 1. Empathic Listening: The key to influencing another person is first to gain an understanding of that person. As a supervisor, you must know your staff to influence them. (p. 84) 2. Appreciative Listening. An appreciative listener seeks to enjoy the transaction by looking for the positive reasons and emotions within and around it. 3. Comprehensive Listening. Hearing the overall message, that which may not be spoken, is comprehensive listening. It does not ignore but pays less attention to the details. Comprehensive listening requires two-way communication. 4. Factual Listening. In this case, both parties endeavor to identify and agree on all the facts in the transaction. Factual listening double checks details and ensures that there will be no mistakes due to overlooked specifics. 5. Evaluative Listening. This form of listening occurs when it is time to decide on a course of action. Most leaders do well when evaluative listening is needed. Supervisors should cultivate evaluative listening and being decisive in getting results. 6. Feedback. Feedback can come out in a positive or negative way, but it is designed to improve someone. If done properly, it can be a positive growth experience for both the giver and receiver. Whether a provider or receiver of feedback, all five of the above listening approaches must be optimally deployed. Typically, feedback is corrective rather than supportive. p. 84

Depending on your choices about two facets of your life, you'll either build or destroy your trustworthiness as a supervisor, which enables others to trust you and you to trust others. These two facets are decisions about your ________________ as well as your ______________________? These two facets must be given prime-time within your space for choice.

character as well as your competency. p. 13 character and competency are the primal pillars of police leadership and supervision. (p. 14)

An ethical person acknowledges a __________________________ that extends beyond his or her own self-interests, demonstrating social consciousness and recognizing his or her obligations to contribute to the overall public good.

civic duty Responsible citizenship involves community service and doing one's share. p. 42

An absence of ____________ will push a leader to the sidelines and bench him or her.

clarity p.37

Our value system is, in effect, our individual ________________________.

code of conduct. p.33

Low willpower can cause a decision fatigue referred to as "________________________," which means avoiding compromises.

cognitive miser p.184

Supervision is the right to

command p. 5

Once we understand one another's values, then we can really ______________________. With this interaction arrives a basis for mutual trust.

communicate p.28

Those values that serve us as a ______________ are ethical values. Our integrity is a direct and indelible reflection of how much we adhere to them—walk the talk.

compass p. 27

A strengths-based leader is challenged by a need for:

constancy of values and purposes. p.55

A vision (values and purposes) flows through a channel that is then always subjected to incoming demands for change. Once a vision and mission statement have been developed by the staff of the various work units; what is established?

constancy of vision is established. p.55

You must share knowledge and information with others to gain their ______________________________. You must share your own experience so that officers will gain from it. You must share the decision-making process itself so that personnel can have impact. And you must share credit for achievement.

cooperation p. 101

Making ethical decisions often requires a lot of

courage. to push back the inner drive toward self-interest over integrity requires an ethical code that judges some behaviors as better than others, as well as a value known as courage. p.48

In top down approach to vision-driven mission statements and strategic plans, the buy-in typically resides only with those who:

create a vision, and with them alone. Employees will not own a statement created by a police agency for them to endorse. An even more fundamental defect is that, in most cases, the vision statement is produced for others in the organization to implement. Notice that the top-down vision is used to define a set of values to be lived. This is a lot different from top management's rightful task of defining and setting operational goals. (p. 54)

Capitalizing on each person's uniqueness saves time, makes each employee more accountable, builds a stronger team and exposes

creativity and disposes of group thinking (the herd mentality). p. 102

Words are the primary stock-in-trade of leadership, and all leaders use them to attract, hold, inspire, and galvanize their followers. The first _____________________ of a conversation will determine the next hour. a) topic b) speaker c) minute d) 30 seconds

d) 30 seconds p. 81

8. The crux of participation is ____________. (a) caring (b) helping (c) hope (d) sharing

d) Sharing. p. 101

5. There are five possible sources of performance appraisal; which is not one of them? (a) supervisors (b) peers (c) citizens (d) all are correct p. 113

d) all are correct.

9. There are five benefits to purpose-driven leadership. Which is not one of them? (a) gives more meaning to your leadership (b) makes decision making easier (c) focuses your leadership (d) all are correct.

d) all are correct. All five are: Knowing your purpose... 1) gives more meaning to your leadership. 2) makes decision making easier. 3) focuses your leadership. 4) motivates you and those you lead. 5) is fulfilling. p. 16

Which of these things are not suggested that can significantly reduce your chance of making a mistake when making a decision: a) strong analysis, b) concentrated focus c) allowing others to participate in the process d) being lucky

d) being lucky is not suggested. Every decision naturally includes some element of risk or chance. Decision making is a game of chance in which the leader is betting on success over failure. Some police supervisors become anxious about the sheer speculation inherent in a decision. p. 22

Generation Gaps - Fundamental value systems are in fact dramatically different between the generations that presently exist simultaneously in our society. Police organizations can have employees from _________________ or more generations. Obviously, this can and usually does present a problem for the supervisor.

four p. 33

A recent poll reported that adults experience stress in their daily lives:

frequently—42%; sometimes—38%; rarely—18%; never—2%. p. 167

If we value being an effective strengths-based police leader, does it not make sense that this value should provoke us into thinking about what means would best achieve the desired outcome (success)? Keeping a diary or following a planned exercises are methods for recording and exploring one's thoughts in a meaningful way so that they can be put to use. It is important to remember that values ___________________ thoughts as well as guide them.

generate p. 34

There are four common types of errors to guard against:

halo errors - when one area that isn't correlated gets assigned to another. strictness errors - rates all employees as very poor performers. leniency errors - gives all employees high ratings central tendency errors - everyone is rated in the middle of the scale p. 112

There is a wealth of evidence, both scientific and experiential, showing that our social relationships are the best predictors of:

happiness, high performance, and teamwork. p. 159

Trustworthiness encompasses four separate ethical values:

honesty, integrity, promise-keeping, and loyalty. p. 42

By far the best way to lead people in light of their vast array of differences is to identify exactly _________________________________________________. Then figure out how you can most effectively incorporate these differences into your action plan.

how each team member is unique p. 101

What is the number-one value for a person of character?

integrity -- also is the driving force (driving force in a person's character is integrity. ), chapter 1

Only relentless dedication to __________________ on the part of a police leader will engage trust.

integrity p.206

Having the willpower and habits to turn the tough choices into easy ones is provided through:

integrity. p. 51

The most difficult part of building a diverse team of police officers is integrating people whose____________________ , __________________________, and _____________________________ cover a wide spectrum and are not simply cookie-cutter reflections of the police supervisor.

interests, values, intellect, and moral principles p.210

COPS does not hinge on a need for more money and employees, but rather a need for ____________________________________________________________________, with the understanding that crime is everyone's business—that the police really cannot do it alone.

internal transformation and community support p. 217

A job is a cluster of similar work tasks carried out to achieve some essential and enduring purpose in an organization; a ____ ___________ consists of researching the job and discovering what the job calls for in employee behavior. _____ ______________, then, is a procedure for gathering the judgments of people who are knowledgeable about the organization, the positions within it, and the specific content of a job. (The specific content of the job consists of actual work activities and tasks.)

job analysis p. 112

Most citizen complaints can be successfully resolved by a strengths-based leader by

listening— actively listening—to the complaining party. And if appropriate, expressing concern, along with an apology and an assurance that the situation will be addressed. p. 130

It all depends on the capacity to model values and ethics and reflect a motivating vision. A leader builds teams, empowers others, emphasizes purposes, and ______________.

listens

When the sole police response to a community problem is to stop the behavior of the current troublemakers, that department is ______________________________________.

not engaging in POP. p. 220

Although we all must experience our emotions, we can choose to express or repress them. The goal is to express them intelligently for __________________________.

our advantage and for the benefit of others. p. 13

We were given two magnificent "birth gifts" that, when opened, shape and drive our decisions: which are?

our freedom and power to choose ; and our five intelligences. p. 11

While working, we meet the needs and demands of others—managers, fellow supervisors, officers, and community members. But we often encounter the opportunity to accomplish what is truly meaningful and purposeful in our lives during:

our leisure time (p. 136)

Values are expressed by:

our words, seen in our deeds, and secluded in our thoughts. We are what we value. p. 25

Early performance measurement system concentrated on inputs and outputs. Currently the emphasis has shifted to?

outcomes p. 233

Inner discipline leads to

outer kindness. P. 194

The terms motivation and motive denote desire or actual movement toward an identified end. A person's _____________________ motivates him or her to choose one path (means) over another. Thus, one can feel or see one's motivations by inspection of or introspection on one's behavior. What moves a person to act, or to want to act, in a particular manner stems from his or her ______________________.

own value system. p. 34

Bottom up hinges on shared:

ownership and accountability. p.55

1. Which of the following is NOT a reason for Team Leadership being on the rise? a. Issues are cross-disciplinary b. Issues are cross-functional c. Increased staff empowerment d. Increase in authoritarian rule at the top

p. 196 d. Increase in authoritarian rule at the top

2. When compared to a "Team Leader," a "supervisor" tends to want their subordinates to rely on them. (True/False)

p. 197 True

3. Power is the capacity to command. (T/F)

p. 200 True

4. Which of the following is NOT necessarily needed to help manage your boss? a. Know your bosses goals b. Know your bosses pressures c. Know your bosses hobbies d. Know your bosses strengths

p. 201 C. You don't need to know your bosses hobbies to help manage your boss. You need to appreciate your boss's goals and pressures, strengths and weaknesses, and values. What are your boss's organizational and personal objectives, and what are the pressures on him, and the degree of acceptance of his characteristics, needs, and decisions by his staff? What are your boss's strong suits and blind spots? What is her preferred style of working? Does she like to get information through memos, formal meetings, or phone calls? Does your boss thrive on conflict or try to minimize it?

Without __________________ there is no self-regulation. Our goals and their monitoring cannot exist without ____________________________. p. 185

self-awareness,

Except for integrity, there is no better predictor of a leader's success than _________________________. ___________________________ is a foundational strength and is key to well-being in life.

self-control p.183

A treacherous hang-up in horizontal communications occurs when people overvalue peer communication and neglect those below and above them:

sergeants talking only to sergeants, lieutenants only to lieutenants, and so on. p. 80

The germination of a vision commences when one or more people start thinking about where they are now and where they want to go. A vision is a:

sincere belief in what you see, an abiding hope in your signature strengths to pursue it, and a deep conviction that it is both right and good. (p. 54)

Strength based leaders align strategies that meet goals, to align strategies, goals and celebrations to the vision. They know that turning a good police agency into a great agency:

starts with a clear and shared vision. (p.53)

Willpower is the virtue that can make each one of us a

strengths-based leader. P. 194

COPS benefits to the community

● A commitment to crime prevention. Unlike traditional policing, which focuses on the efficient means of reacting to incidents, COPS strives to prevent crime and disorder. ● Public scrutiny of police operations. Because citizens are more connected to the police, they will be exposed to the what, why, and how of police work. This is almost certain to gain their appreciation about the complexity of police operations. ● Accountability to the public. Until the advent of COPS, officers were accountable for their actions only to police management. Now officers are more accountable to the public. ● Customized police service. Because police services will be localized, officers will increase their responsiveness to neighborhood problems. As police-citizen partnerships are formed and nurtured, the two groups will be better equipped to work together to identify and resolve specific issues that affect the quality of neighborhood life. ● Community organization. The degree to which the community is involved in police efforts to evaluate neighborhood problems has a significant bearing on the success of those efforts. The impact of any crime-prevention program depends on the police and citizens working in concert—not on one or the other carrying the entire load alone. p. 217

With a slight tweaking the database can tell us who is likely to be:

● A hard-working career-oriented cop ● An officer who obeys the rules ● An officer who is a team player ● A whole boss and not a bosshole p. 151-152

To become and remain a team leader, you have to day-by-day think and live the following eight team building activities.

● Accentuate the positive ● Know what's going on ● Get attention through vision ● Create meaning through communication ● Build trust through integrity ● Deploy through positive self-regard ● Master change ● Empowerment p203-204

There are six characteristics of a well-written report:

● Accurate. An accurate report is in exact conformity to fact. ●Clear. A clear report is plain or evident to the reader; the meaning is unmistakable. ●Complete. Reports must have all the necessary parts and include the who, what, when, where, why, and how. ● Concise. A concise report expresses all the necessary information in as few words as possible, but it does not leave out some of the facts in the interest of brevity. ● Factual. A fact is something real and presented objectively. ● Objective. Objective police reports are not influenced by emotion, personal prejudice, or personal opinion. p. 82

five things for you and your team to be courageous:

● Assume responsibility. ● Work hard. ● Challenge bad ideas, poor conduct, and dysfunctional procedures. ● Champion change. ● Separate. Courageous team members know when it is necessary to transfer to another team or flat out quit the department. Page 202-203

Key Points Summary on Chapter 6

● Communication is our most important and learnable human skill. ● A police supervisor communicates in order to be a leader, to make decisions, and to establish trust. ● Communication is the transfer of meaning so that understanding will occur within a particular environment. ● Communication is influenced by our perceptions and expectations. It makes demands on us and is related to but different from information. It is best when not "one-way," and better still by example. ● Communication channels are of two types (formal and informal), and they flow in three directions: down, up, and across/diagonal. ● We transmit messages four ways: orally, in writing, nonverbally, and electronically. ● The spoken word is by far the most accurate type of communication. ● The volume of messages received and sent by supervisors affects their performance. Too many is as harmful as not enough. ● The barriers to improved understanding within a police agency are constructed out of: (1) our failure to listen actively; (2) communication overload; (3) infotech abuse; and (4) employee diversity. p. 88

Our need for clarity , when met, is the most likely to engender within us:

● Confidence ● Persistence ● Resilience ● Creativity ● Followership p.56

There are at least 22 good reasons for adopting COPS:

● Continued reliance on random, preventive patrol will be minimized. Random, preventive patrol will be used as a strategy only when police visibility is an issue. ● Citizens will accept a range of response times for different types of calls. ● Differential police response strategies will be implemented to improve the management of dispatch/communication. ● Leadership of the patrol function will be dependent on effective dispatch/communication. ● Leadership of criminal investigations will be indirectly dependent on dispatch/communication and directly related to the patrol function. ● Case-management systems will be developed and implemented to fit the needs of various investigative functions. ● Work demands and resource allocation studies will be used to ensure equitable deployment of personnel. ● The development of crime and operational analysis procedures will be vital in managing patrol and investigative operations. ● The use of directed and self-directed patrol activities for officers will increase when and where appropriate. ● Officers assigned to the patrol function will be actively involved in criminal investigations (e.g., conducting follow-up investigations, recommending early case closures). ● Patrol officers will have enhanced status and enriched job satisfaction. ● Attention will be devoted to re-purposing the function of existing beat configurations. ● Initiatives will be taken by the police to identify community service expectations and to work with citizens in resolving specific neighborhood crime and disorder issues. ● To kick-start the development of stronger ties with the community, the rotation of officers across shifts will be curtailed. ● Regular public forums will be established; so frequent exchanges of information will occur between the police and the public, especially between patrol officers and the neighborhood residents they serve. ● Performance-measurement systems will be a management tool that directs strength development and departmental transformation. ● More meaningful performance evaluation criteria will be developed to reflect the empowerment in officer roles and responsibilities. ● Training curricula will be redesigned so they are more relevant to police operations. ● Disciplinary strategies will be part of a behavioral system that incorporates education, training, and counseling for officers experiencing behavioral issues. ● Strengths-based leadership will be used. ● Leaders (and especially supervisors) will direct their attention toward the quality of service delivery. ● Police agencies will develop leaders who are adept at working in an environment characterized by changing demands while maintaining ethical principles.

What are five ways to help you free up your creativity and be more innovative in your role as a police leader:

● Creativity Training Programs ● One New Idea a Day ● Out of the Box thinking -- Ask this question: what is impossible to do right now, but if it could be done, it would significantly change my work? ● Make the obvious strange. ● Push the artist, restrain the judge. p.61

Stewardship delegation involves commitment regarding expectations in five areas:

● Desired results. Generate a mutual understanding of what needs to be accomplished— focusing on what, not how—and on results, not methods. ● Turf. Carefully identify the boundaries within which the person must function. These should be as flexible as possible. Reveal land mines. ● Resources. Identify the various resources the staff member can use to obtain the preferred outcomes. ● Accountability. Establish minimum standards that will be applied in evaluating the officer's work. ● Consequences. Indicate what will happen, both positive (rewards) and negative (reprimands) as an outcome of the evaluation. p. 99

One reason ethics are much easier said than done is that legal and unethical behavior has clearly become integrated into our thinking, as we can see from these common examples:

● Embellishing claims ● Scapegoating personal failures ● Shirking distasteful responsibilities ● Knowingly making unreasonable demands ● Stonewalling questions ● Acting insincerely ● Reneging on promises ● Covering up ● Making consequential decisions unilaterally ● Malingering ● Lying (p. 49)

vitality. The following scores should cause you reflective concern:

● Episodic, work-related stress 300 points or more ● Episodic, non-work-related stress 150 points or more ● Long-term, work-related stress 64 points or more ● Long-term, non-work-related stress 33 points or more p. 176

COPS benefits to the police

● Greater citizen support. As people spend more time working alongside the police, they learn more about the police function. Experience has shown that as people's knowledge of police work increases, their respect and support for the police likewise increases. ● Shared responsibility. Historically, the police have accepted the responsibility for confronting crime in the community. Under community policing, however, citizens develop a sense of shared responsibility. ● Greater job satisfaction. Because officers are able to resolve issues within a reasonable amount of time, they see the results of their work more quickly. ● Better internal relationships. Communication problems among units and shifts have been a chronic problem in police agencies. Because COPS focuses on system-wide problemsolving and accountability, the "silo" affected is reduced. ● Support for organizational change. COPS requires a vast restructuring of the department to ensure the integration of various functions, such as patrol and investigations. The needed changes are new management systems, new training curricula and delivery mechanisms, a new performance evaluation system, a new disciplinary process, a new reward system, and new ways of managing calls for service. p. 218

As a supervisor, you should ask at least the following questions about your performance as a rater . . .

● How can I be a better leader? ● Did I set up good two-way communication? ● Did the employee truly understand the deficient areas? ● Was the employee really receptive to my suggestions for making changes? ● Did I concentrate on behaviors and avoid personality factors? ● Has the interview opened up new lines of communication? ● What must I do to follow up in the next week, month, and year? ● What will I do to motivate the employee to improve performance? p. 115

The author describes the definition of a police department as practicing POP when it . . .

● Identifies substantive community problems ● Inquires systematically into their nature ● Analyzes community interest and special interest in each problem ● Assesses current responses ● Conducts an uninhibited search for tailor-made solutions ● Takes initiative in implementing solutions ● Evaluates the effectiveness of solutions p. 219

SYMPTOMS OF GROUPTHINK There are eight symptoms of groupthink. What are they?

● Illusion of invulnerability. ● Belief in a sacred mandate. ● Rationalization. ● Rejection of external groups. ● Self-censorship. ● Direct pressure. ● Mind guards. ● Illusion of unity. p. 210

The following three techniques will assist you in listening with an empathetic ear:

● Listen with the eyes. To truly understand, we must listen to more than words. Words are weak compared with the richness and complexity of the ideas that we need to express. ● Develop a win-win attitude. The most vital part of empathic listening is developing a win-win attitude. Win-win requires a nexus of courage and consideration. ● Now be understood. Once we understand, we can then proceed to be understood. Consideration and courage are necessary conditions for win-win agreements. p. 85

Experiments have shown that almost all habitual cues fit into one of five categories:

● Location ● Time ● Emotional state ● Other people ● Immediately preceding action P. 189

The statistical form of measurement is:

● Logical ● Factual ● External ● Rational ● Objective p.236

To avoid groupthink a police leader should attempt to

● Maintain an open climate. ● Avoid group isolation. ● Assign critical evaluators. ● Avoid being too directive. ● Remember that silence may mean disagreement, not consent. Whisenand, Paul M.. Supervising Police Personnel: Strengths-Based Leadership (Page 210). Pearson Education. Kindle Edition.

When examining the ethics programs of police departments, bear in mind that there are three very different approaches to dealing with ethical challenges. These are . . .

● Neglect—or the absence of any formal ethical programs ● Compliance-based programs ● Values-oriented programs p. 41

Feedback can and should be the "Breakfast of Champions" when the following three steps are taken:

● Observation. When giving feedback, describe the event that occurred that led to the reason for the feedback. ● Outcome. In your judgment, what was the result of the event? Did it help or hurt the mission of the team? ● A Request. Ask the person, or expect to be asked, how things should look in the future. p. 86

How we communicate: The four conduits we use to communicate messages are:

● Orally ● In writing ● Nonverbally ● Electronically p. 80

Reasons for not allowing participation and why it may not pay off:

● Participation take time, you'll have to listen to others (eight, nine, or more people at one time). ● You may experience a sense of frustration or insecurity when confronted with ideas that refute yours. ● You may be convinced of the correctness of their approach—the easy route—and thus opt for group consensus. ● Some may accuse you of manipulating or conning them. "The sergeant asked me for my opinion. She then proceeded to do the exact opposite of what I suggested." (This can be correct by simply providing feedback on the reasons for your decision. It may be as candid as "My gut told me so.") p. 101

Pitfalls of not really letting go (not delegating):

● You sap your time ● You get buried in trivia ● You belittle your staff ● Your staff becomes disengaged ● Your staff either avoids your assistance or seeks it too frequently ● Your staff expresses dissatisfaction with their jobs ● Teamwork dissipates ● The work team experiences inept communication, which lowers mutual trust p. 97

Performance evaluation is used for the following important purposes:

● Promotion, separation, and transfer decisions ● Feedback for each police employee regarding how the organization views his or her performance ● Evaluations of relative contributions made by individuals and entire departments in achieving organizational goals ● Reward decisions, including merit increases and promotions ● Criteria for evaluating the effectiveness of selection and placement decisions, including the relevance of the information used in those decisions ● Ascertaining and diagnosing training and developmental needs for individual employees and entire divisions within the police agency ● Criteria for assessing the success of training and development decisions ● Database on which work-scheduling plans, budgeting, and human resources planning can be projected ● Specification of new performance objectives (LBO) for the future p. 111

The majority of us function daily with blinders that constrain our creativity. There are six in particular that limit our powers of imagination:

● Resistance to and avoidance of change. ● Dependence on rules and conformance. ● Fear and self-doubt. ● Fixation on logic and hard data. ● Black-and-white viewpoints. ● Narrow-minded dedication to practicality and efficiency. p. 61

SARA stands for: Scanning, ___________, Response, and ________________.

● Scanning: identifying the problem ● Analysis: learning the problem's causes, scope, and effects ● Response: acting to alleviate the problem ● Assessment: determining whether the response worked (Page 222)

Four types of yardsticks can be used to measure police performance values:

● Statistical: output, rates, ratios ● Oversight: city councils, courts, media ● Community: surveys, neighborhood watch, citizen review ● Pro-steering: collateral assignments, projects that are time-certain, and pinpoint individual responsibility p. 236

Three points about stress:

● Stress is a central part of the human condition. ● Stress is a demand on us to change . ● How we handle stress determines whether it is harmful (distress) or helpful (vitality). p. 167

Reasons for allowing participation and why it pays off:

● The best means for getting a good idea is to generate a lot of ideas. ● Participation makes other believe that you really care about their welfare and their work. ● Inclusion in a decision-making process increases participants' commitment to the eventual implementation of the decision. ● Increased commitment often causes increased productivity. ● Participation fosters a sense of teamwork. ● Teamwork leads to synergy, wherein the mental energy of a few people multiplies into what hundreds are capable of contributing. p. 100

Three important groups need to know how effective their police are for three different reasons. What are the groups and their reasons?

● The community wants and deserves to know what they are getting for their dollar and other types of support. ● Police leaders are responsible and therefore expected to know the level of deliverable values they are providing to their community. ● Police personnel desperately want to know what is expected of them and precisely what they can do to increase the quality and quantity of their work. p. 234

Profound Dissatisfaction - A person must possess three attributes if he or she is to make a substantial psychological step forward:

● The individual must be deeply dissatisfied; otherwise, why change? ● The individual must possess much psychological and physical energy. Few things are harder to break than old bonds, old views, old prejudices, old convictions, old loves. ● The individual must have or acquire the psychological insight to know what will slake the driving dissatisfaction. Only when all three of these factors are present simultaneously will a person have the motivation to change, the drive to act on the motivation, and the foresight to know where to go and when he or she has arrived. p. 31

Here are some reasons why performance evaluations fail . . .

● There is no face-to-face discussion. ● There is no preparation by either party. ● There is little identification of actual performance problems. ● There was little communication about performance during the period being appraised. ● Supervisors are concerned only with bad performance. ● There has been no follow-up effort afterward. ● Appraisal has just been a once-a-year event, not an ongoing process. p. 114

Most often, you will find insightful leaders engaged in the following behaviors:

● They prefer tackling problems that do not have precise answers, asking questions like "In what new ways can we improve our police services for our community?" ● They spend more time synthesizing information than gathering it, relishing the process of breaking information down into its component parts, and then reconfiguring those parts to expose the essence of a problem. ● They can easily drop an approach to a problem that isn't working, forcing their way out of habitual methods of thinking or analyzing. ● They doggedly pursue difficult problems over long periods of time, never feeling frustrated when the solution isn't readily apparent. ● They don't worry about asking questions that might display their ignorance. ● They usually think of more ideas more rapidly than anyone else in brainstorming sessions because their disciplined but flexible mind thrives on such exercises. ● They have made meditation a habit, not an occasional exercise, and set aside time each day for it. ● They read voraciously to satisfy a thirst for knowledge and the experience of others. ● They entertain new ideas enthusiastically. p. 60

Why do we communicate?

● To be a leader ● To make decisions ● To establish trust p. 71

What is communication? Communication is the:

● Transfer of meaning between two or more people in order that . . . ● Understanding will occur within an . . . ● Environment—in this case a police organization. p. 72

An employee should be prepared to answer the following questions . . .

● What do you feel was your biggest accomplishment or major contribution to the department? ● In what areas do you feel you didn't perform well? ● What prevented you from performing well in these areas? ● What can be done to make your performance better? ● What area would you like to develop over the next appraisal period? ● As your supervisor, how can I help? p. 115

Empathic listening is particularly important under three conditions:

● When the interaction has a strong emotional component ● When we are not sure that we understand ● When we are not sure the other person feels confident that we understand p. 84

The micromanaging supervisor believes that he:

● has more technical expertise than any subordinate ● knows at all times what is going on in the department ● is the primary (if not the only ) person responsible for how the department is working ● is able to solve any problem that comes up (or at least solve it before a subordinate can) ● has a malcontent or misfit employee who needs special constraints and watching carefully. If you are supervising someone who is poorly trained, lazy, lacks commitment, or of low emotional intelligence, then it's absolutely necessary to micromanage that person. p. 100

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