Chapter IX: You Can’t Fix Your People; You Can Only Help Them Grow!
Heavy is the head that wears the Crown!
As previously alluded, leadership principles have a tendency to lend themselves to probabilities rather than universal truths. Erving Goffman, an American/Canadian sociologist provides insight into how the female is subordinate to the male, not by natural trait, but more so through objectification and advertising. Why discuss this at this juncture? Simply this, Hartman (1990) contends that a person may learn from many areas, disciplines, manners and effects. Thereby, Goffman provides an interesting aspect of the Ritualization of Subordination that one should be able to draw comparisons between his research and that of leadership. The below link is provided to introduce the reader to this concept. The reader then may take a moment, and from what you have read in this material to date, draw upon your knowledge, imagination, innovation, creativity, and experience to make a comparison.
Wait a moment, first understand the term ritualization according to Google Dictionary and that is “the evolutionary process by which an action or behavior pattern in an animal loses its original function, but is retained for its role on display or other social interaction”.
https://genderdisplays.wordpress.com/theory/
Hopefully, the reader may understand why this author has provided Goffman’s theory for review and comparison. It is important at this point in the text to quickly review leadership traits previously discussed. Then recall a few of the leadership styles provided. Now ask yourself, does a leader require all of the traits all at once, or might it be thought of as individualizing traits for each separate setting or member? A leader does not have time to do that, you say. I submit a leader must take the time and do just that.
Generational differences impact style and trait use. Teachers have found that one method does not fit all. Teaching students to be self-directed is essential today more so than previous generation, and I submit so is coaching.
Personal goal: Improve those in the organization.
Leaders should strive as a personal goal to leave an organization better than when the leader found it. On a personal note and to repeat myself, I have taken over three different situations and none were at the top of their game when I arrived, but were better off when I left. This is not solely attributed to me as much as it is to an attitude; their attitude to make the organization better, and for each to better themselves. Simply put, a leader cannot change the people; a leader can only help them grow.
I have never entered the door of a new leadership role with solutions. I did, however, have a host of questions. What I did bring with me was perspectives from different venues from a differing life experience. I have usually attempted to involve each and every member in the process. Although not always successful in gaining participation of each member, they were at least afforded the opportunity if they chose. [129]
That really is not good enough. Sideliners in any organization that sit back and provide ridicule instead of honest input may be considered a thief amongst us. Honest effort to bring about change for the good of the order can be resisted on many fronts. The defined member(s) may resist based on ulterior motives, angry, or disenfranchised. The member steals the life blood of the association when those in charge have their back turned. This may be the person that smiles to the agency head in the face and stabs the same person in the back. If you have been married to the theorem that the shortest distance between two points is a straight line, you may want to give that a second thought. The disgruntled employee will undermine you where and when possible, usually under the cover of darkness, and creates cliques of like-minded members.
“You cannot change the world by yourself, but you can try to make it better for someone else. You are the leaders of tomorrow.” (Dr. Mark Whitman, Alfred State College)
How can the person in charge overcome monumental odds? Who is using manipulation now, leader or disgruntled follower? Who may be looking for something in return for something else (Transactional behavior)? These may be used to the benefit of the agency head. First, the grapevine in any agency is generally 90% accurate. Use it! Broadcasting your message is not restricted to formalized channels. In most agencies of 100 persons or more it normally takes 3-5 years to make a change. Possible influences may be a highly unionized setting, traditional settings that have not experienced much if any change, a change may be viewed as disruptive or caustic to agency life style, and if the new leader is an outsider this too may cause consternation. [130]
Second, any time change is required; gaining grass roots support is critical. The support is both internal and external to the organization. In a setting that I was familiar, a schedule change proposed by management was hotly debated. Even though it profited the rank and file, it was being rejected because it was not the opposition’s proposal or they wanted something more (transactional relationship). The bargaining issue was verbally slipped in an area that agency spouses were known to work or shop or recreate. The proposal was discussed by internal members in an external setting sufficient to show the “What’s in it for me” for the member, and specifically the member’s spouse. Specifically, more time off in consecutive days. More manpower working the shifts provided additional safety and members gained vacation time by taking vacation between days off. Additionally, external groups became involved when they found it meant more members patrolling their neighborhoods during key hours. The change did impede upon the opportunity to achieve overtime pay that had to be minimized against the useable time off for family events. So who prevailed in that deal? The spouses did, of course.
Third and more importantly don’t make a decision and then ask members for buy in. That is unless you are of the Authoritarian style. Let me provide you a story I heard at a conference that I attended for executive development. It goes like this.
Suddam Hussein was meeting with his Generals, Interior Ministers, Economic Advisors, etc. He asked the question, “What are we to do regarding my policy over the new tax structure?” One brave attendee said, “All mighty and benevolent leader, righteous being of the people, reduce the taxes against our people, and when the economy survives as it will under your judicious leadership, raise the taxes at that time.” The tyrant said, “Interesting, come walk with me my faithful follower and let us discuss your plan.” They got outside the room, the dictator pulled his pistol and shot the dissenting soul. Suddam Hussein returned to the table, put his pistol on the table, and asked, “Any other ideas.” The room remained mute.
I dare with reasonable certainty that the dictator’s question would have been better served prior to enacting the taxes instead of asking for blind approval. Who knows, the poor nonconformist may have proven valuable later in his administration. In American society, people become members of an organization at will and are generally not expendable.
Soon it became abundantly apparent to me that generational differences acted as an impediment and have found the beginning of change was in each members involvement no matter how slow the process. I found the stick to it attitude, was from time to time, a heavy lift. This is a difficult task for the boldest of heart, but in my case I would call upon on my self- beliefs for inner-strength. I have always made an attempt to improve whatever organization that I have been in from within. The participatory leadership has been within me since my military days. Besides, the greater the input, the less bullets it takes to get through a staff meeting.
If the reader has not yet gleaned from this material to date that power or specifically authoritarian power is not a main ingredient to gaining support from the organization’s membership in normal situations, I have then missed a golden opportunity. In fact, power in this instance may be a self-exposed club to hit the leader over the head with. Now before venturing further, authoritarian power is required in tactical situations when guiding young men and women into harms way. Although the follower must have ordained confidence and trust in the leader, that trust is generally built upon skills, training, practice, and readiness of the follower. He/she knows what they are doing is correct. This is particularly true in most public safety and military situations. Followers are trained to react positively to an order, “Just Do It” may be the only mind-set when complying.
Alvin Toffler (1990) in his book, Power Shift submits that power is knowledge. Knowledge is the currency of contemporary society. With knowledge economic means become more accessible to society. Peter Drucker (1997) argues a slightly different point of view regarding knowledge. He observes knowledge as making itself obsolete. Today’s knowledge is tomorrow’s ignorance. Data collected was stored for economic value, improvement dealing with external issues, and what he referred to as an Executive score card. Although at the end of the day, knowledge of valued resources has become key to advancing the workforce. That is caring about the organization’s people.
I have personally adapted the concepts of both of these two scholars, but have used them somewhat differently.
- Make those around you smarter than you, your job gets easier.
- When you make those around you smarter, you empower them, therefore listen to them.
- You’re not the smartest one in the room and never have been.
- Catch them doing something right (Blanchard, 2007).
- Finally, “coach em up,” every waking moment. This requires energy on the leader’s part, maintenance heavy but the rewards are worth it.
The most valued resource of any organization are its people; leadership will continue to invest in machines (technology) in order to be efficient, but it is the people strength of the organization that will continue to make it great. A perpetual metamorphosis exists in the public safety arena as technology continues to broaden the distance between leader and manager (Stage & Dean, 2000). The constant opening of new borders and international markets and diversity in workplace and community requires a huge investment in our labor force. Regarding public safety, it is a very labor intensive industry; tools have made us more efficient, but it is our people that make us effective. Catch your people doing something right, MBWA, be there when they don’t need you just to have a conversation about what is important to them. Listen until it hurts!
Coaching
Based on the final paragraph of the preceding evaluation section, it is important to emphasize the following statement: Coaching is more important today than any time in our history. It is important to be efficient with machines, but it is more important to be effective with people (Drucker, 1997). So what is it that makes a coach/mentor so significant?
Behaviors exhibited by good leaders are:
- solicit and provide feedback often to members;
- continue to empower the members; create buy in through attitude;
- create an environment that the members can take ownership of decisions without fear of retribution from fellow members;
- fit the member to the right task; continually review the member in the task; and
- communicate leadership expectations and evaluations of members.
The list then requires that a coach/mentor is accessible to the member under their guidance. This does not require a 24-hour on call availability, but be there when they need you. The coach/mentor requires preparation to perform their task effectively. The one characteristic the coach/mentor must bring to the table is caring. This to my knowledge is not teachable. Learning why one should care is not the same as naturally possessing the caring trait. With every waking moment build trust, exhibit trust, understand that mistakes are learning curves and not life threatening. When the coach/mentor makes a mistake, own it. Finally, not all members are teachable or trainable. Not all members are capable of being a success story. A coach/mentor must know when it is time to cut their losses and let the member not reaching expectations loose (Gunn, 2016).
Studies demonstrate coaches that frequently display these traits achieve positive results. In order to competently and completely bridge the gap from tradition through the change process, it is essential to translate program goals/vision in the organizational work ethic.
“It is impossible to be perfect all the time, but when the time comes, be perfect once.” (Dr. Mark Whitman, Alfred State College)
A coach of a mentor grows members; that’s what they do. Coaches/Mentors seize upon opportunities to aid the member in growth. Thus, I find coaching essential in today’s work environment. Coaches have emerged due to two primary relational links. First, technology has created an opportunity to flatten the pyramid, and second change has been rapidly thrust upon society enveloped with generational differences has created the need for a facilitative coach/mentor/manager in most organizations. Hagen, (2010) reflects upon the importance of coaching as: “Since many managerial scholars and practitioners now see organizational learning, and thus organization member knowledge as the key to competitive advantage. Coaching has become a major responsibility of managers who mentor, learning champion and coach” (p.791).
The desired traits of a coach would be but not limited to those displayed by the transformational leader. More specifically, they would be at least: soliciting input and provide feedback; empowering members through a leadership culture and changing atmosphere; increasing members perspectives through member buy-in; communicating expectations while at the same time fitting members to tasks required (Hagen, 2010).
The adage that you can become whatever you wish in America has primarily served to create a disillusioned follower. It is essential for an organization to expose followers to the harsh reality of the job, task, member capabilities, and mission and demand a response. It is only false hopes and future anguish on the part of the follower-member as well as the organization if he/she is not held to a high standard of performance and continue to require more (Heifetz and Laurie, 2001). Those that have taken charge may not decrease standards to meet employee ability, but to the contrary, continually raising the bar in order to act as a stepping stone toward the next level. A leader that does this will force disputes and an opportunity to resolve them. I ask you to recall a previous discussion regarding standards establish minimums and minimums establish status- quo and status-quo establishes mediocrity. Perhaps that statement makes more sense at this stage.
The leader/follower relationship should grow as a result. Vital to this discussion is that the leader/member develop their meaning of compromise. That does not mean, give me or I quit, or do it my way or you are fired. In order to accomplish the leader-follower method of leadership a series of relationships must be developed. During my tenure as a police chief I have maintained you first build relationships, leadership will follow. Followers must be associated with the mission and relate to the leader to ensure commitment.
If you’re going to Grow Em, Grow Em Right!
As an example, policing instituted Field Training Officer Programs (FTO). This not unlike other disciplines was initiated to further develop personnel upon graduating from a police academy or like training. The FTO program is peer counseling/coaching that helps develop the police officer in confidence, ability, and training which is in deep contrast to years gone by of baptismal by fire. Police leadership has learned that the benefits are multi-fold; first, the candidate he or she obtained a coach trainer that provides leadership and guidance in a tumultuous environment; second, the FTO becomes a better leader and enjoys self-development readying the FTO for the next step in their policing career, generally the rank of Sergeant; and third the FTO is provided the responsibility for developing the legacy of the department by who stays and who is terminated during the probation period. Leaders of the organization have empowered others to decide the fate of the agency, sharing power.
Retrospect: Lost ingredient.
Leadership is the art of mastery and this is gained via mastery of self (Kouzes & Posner, 2007). In order to achieve this mastery one must continue to gain self-assurance in his her beliefs, be well grounded in those beliefs and have the intestinal fortitude to maintain them against insurmountable odds. All visions begin with personal beliefs and assumptions (Anderson, et al, 2006). From this point, the vision formulates the goals and strategies to gain the intended results.
A pressing situation that continually haunts a leader is the constant nudging of his/her conscious to find answers. It is this probing that will enable a person to develop into an effectual leader and continue to improve the leaders understanding of others and build on motivational skills and provide purpose (Kouzes & Posner, 2007). In other words, why do you get out of bed each day and go to work? What are the demands made upon the member? Are the demands sufficient to aid in the personal growth of the member? Now you know what keeps you awake at night. A purpose is reason to do anything (Anderson, et al., 2006).
Leaders lead, even when they don’t feel like it!
During my leadership experience developing priorities was not difficult at all. The heavy lift lays within leader enthusiasm, energy, and purpose. Getting things done through others while maintaining relationships is maintenance heavy and requires a stick-to-it-ness attitude. I found this to be the most exhausting element of leadership, it is difficult to maintain the strength to stay with it. As leaders you must fight the urge to succumb to the easy way out, setting your own value centered priorities aside while attempting to maintain the organization’s values. The number one priority should be the fashion in which the organization grows its people. Growth in turn matures the organization while enhancing the productivity. The productivity ranges from creating widgets to service to customers.
When leaders truly do a self-examination and an examination of the organizational values and goals they usually find that they are not far apart. I have worked at mastery of my leadership skills for twenty-eight years, and I am still chasing the end game. Nonetheless, I am not afraid to face the person looking back from the mirror each day. As a parent, teacher, coach, leader, I say with absolute humility that I have survived with honor. How about your claim to fame? Can you make the same claim? I am confident you can.
Coaching Summarized
The contemporary leader must create a culture of leadership, especially in a world of constant change. The greater the change the greater the motivation for change must be by the membership and the leader must motivate people to provide the coaching/mentoring and [138]
leadership at each level to meet community demands. There is nothing in a title that provides the traits or characteristics for leadership, the leader most often learns as he/she goes developing into the hybrid leader required in today’s environments (Kotter, 2001). Leadership is not management. Leadership is motivation; influencing membership; creating environments for change and organizational vision and developing new leaders beginning at the entry level undertaking. Both in contrast with each other, management is more task oriented, attached generally to single goals; and concerned with process over style (Gardner, 1990; Ortmeier & Meese, 2010; Kotter, 2001; and Zigarmi, et. al., 2005).
These theories overlap each other and meet Maslow’s and Hertzberg’s needs and motivation factor that remain critical today in the most professional arenas and neither of the theories resides in a silo, but I provide a few examples for this discussion.
A leader’s personal quality (Trait Theory) is critical to get along with organization and community members, and provide an atmosphere of cooperation. The Contingency Theory fits in most tactical situation but as an outside Chief brought into an ailing department, the Chief will need to fit the situation. Behavior Theory is generally displayed by the first line supervisor and is more task oriented rather than goal oriented. The Transformational Theory is providing the vision, creativity, and imagination that make you the leader of the organization.
Certainly, the preceding is not the only function of each theory, but presented for the sake of providing an idea where each may fall within an organizational process. Since leaders are not born and they learn their vocation and leadership skills as they progress in the organization and life (Gardner, 1990; Kouzes & Posner, 2007; Kotter, 2001; and Ortmeier & Meese, 2010) many factors aid in their development of which each of the preceding theories builds on each developing a complete leader.
Using myself as a law enforcement CEO for nearly three decades, I can personally attest that the new generations required constant re-evaluation of my style as generational difference. Generational difference impacts leadership style and organization outcomes (Salahuddin, 2010). It is implicitly recognized in law enforcement (slower than private industry to grasp) that we cannot change our people; we can only help them grow.
In light of new generations with less worldly experience and greater thirst for knowledge, and organizations that have undergone flattening of the pyramid through downsizing or right sizing due to technology or workers lacking technology skills; coaching and mentoring became more important than ever. Most leaders now see organizational learning, and organization member knowledge, as the key to competitive advantage, coaching has become a major responsibility of mid-level supervision who often are expected to facilitate the learning of employees, taking on the roles of teacher, mentor, learning champion and coach (Hagan, 2010).
In summary, law enforcement leadership is in the same state of flux as society and no one theory is correct all the time, but act in conjunction with the other. No one size fits all and these theories overlap and is required to develop public safety leaders. Albeit the dialogue has surrounded the policing industry; items discussed are present in most if not all contemporary disciplines. Coaching advances the vision, mission, stability of the organization, and member loyalty to the mission. Again, a quick recollection of our discussion, members probably will not be loyal to an organization, but may be loyal to a mission.
Before we begin to look at leadership profiled in the following snippets, make a few mental notes of what is important to you in a leader. Now, in the same mental notebook what are you willing to do? What will it take for you to take your life experiences into the fray? If you look up Bullhead in the dictionary, will we find your picture, or do we have to look up flexibility to find it? What ideas do you have for coaching? If coaching is not important, then why not? As a side note, could you coach someone like the current occupant of the Oval Office?
