Leadership and Management in Law Enforcement Past Present ... · Leadership and Management in Law Enforcement, Past, Present and Future leadership. The era from 1900-1950 is often

LEADERSHIP AND MANAGEMENT IN

LAW ENFORCEMENT, PAST, PRESENT AND FUTURE

Facilitated by:Bill Westfall

Leadership and Management in Law Enforcement, Past, Present and FutureCopyright Gallagher-Westfall Group, Inc. of Indiana, 2005Edited : August 8, 2016

TABLE OF CONTENTSLETTER OF WELCOME.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii

INSTRUCTOR BIOGRAPHY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . v

SEMINAR OUTLINE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vi

MAKING THE MOST OF YOUR SEMINAR ATTENDANCE.. . . . . . . . . . . . . . . . . . . . . . . . . . vii

PROLOGUE - LEADERSHIP: CARING FOR ORGANIZATIONAL SPIRIT. . . . . . . . . . . . . . viii

********************************************************* **********INTRODUCTION COLONEL JOSHUA CHAMBERLAIN, THE 2ND MAINE AND LITTLE

ROUND TOP AT THE BATTLE OF GETTYSBURG. . . . . . . . . . . . . . . . 1

CHAPTER 1 FOUNDATIONAL BLOCKS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

CHAPTER 2 PETER DRUCKER, LAPD AND A MISSED OPPORTUNITY. . . . . . . . 5

CHAPTER 3 APPLYING DRUCKER AND BENNIS TO LEADERSHIP ANDMANAGEMENT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

CHAPTER 4 HOW HAVE THESE DIFFERENCES BETWEEN MANAGEMENT ANDLEADERSHIP INFLUENCED THE POLICING FUNCTION?. . . . . . . . . 15

CHAPTER 5 THE FOUR DIMENSIONS OF LEADERSHIP AND MANAGEMENT INTHE DECISION MAKING PROCESS AND THE EVOLUTION OF THELEADERSHIP TEST©: AN ANSWER TO THE LEADERSHIPMANAGEMENT DILEMMA. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

CHAPTER 6 THE SIGNIFICANCE OF UNDERSTANDING THE DIFFERENCEBETWEEN LEADERSHIP AND MANAGEMENT TO THEPROFESSION .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

----------------------------------------------------------------------------------------------------------------------APPENDIX 1 POWER POINT SECTION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36APPENDIX 2 BIBLIOGRAPHY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37APPENDIX 3 CASE STUDIES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44APPENDIX 4 THE MYTH OF THE PERFECT LEADER. . . . . . . . . . . . . . . . . . . . . . . 50APPENDIX 5 SEMINAR EVALUATION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54


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Dear FBI NA Participant:

On behalf of the Gallagher - Westfall Group (GWG), I want to thank you for taking thetime out of what we know to be a most demanding schedule in this day and age toparticipate in The Leadership and Management in Law Enforcement, Past, Present andFuture Seminar.

The Gallagher - Westfall Group was founded by and for police officers with the thoughtof providing proactive, timely, thought provoking, effective programs to improveproficiency, efficiency in the day to day work environment while reducing liabilityexposures in the demanding, fast-paced society in which you serve. The GWG realizedthat traditional approaches to liability were quick to identify the problems but offeredfew, if any, solutions. And if solutions were proffered, they were often too little andoften too late. Our goal is to quickly identify trends around the country by monitoringcourt renderings, anticipating issues, trends and supporting solutions before the issuesbecome catastrophic. We believe we do that as well as anyone.

We realized early on that you cannot separate leadership from anything related toorganizations, including liability issues. Years ago Peters and Waterman in their book,In Search of Excellence, initially believed that when organizations fail or are successful itwas simply too easy to blame or give credit to the leader. However, at the conclusion oftheir research they concluded that somewhere in the history of every great organizationwas a remarkable leader. In a more recent work, Jim Collins in his work Good To Great,found that of the eleven companies that went from “good to great”, each was lead bywhat he eventually called a Level 5 Leader. While there were other characteristics thatwere common to the success of the eleven companies still, common to each wasleadership. They found no exceptions. There is a great line in the classic movie TwelveO’clock High that summarizes their conclusion very well. Gregory Peck, acting as ageneral in a discussion with his commander regarding the failure of a bomber squadron,when asked what the problem is states, “Well, its leadership, its always leadership isn’tit?” Everything rises and falls on leadership and it always will.

The present and future leaders to our public safety organizations may be some of themost important leadership in our professional history. The challenges facing lawenforcement across this nation, from our observation, have never been more daunting. Whether we speak to traditional crime, potential terrorism or the immense changingsocial conditions facing this country, law enforcement leadership has never been facedwith more significant challenge. We believe this session which will examine our past,but with an eye to our future, will help you to understand your present work environmentwhile providing tools that will assist you to better understand and address our future.

The Gallagher - Westfall Group employs and works with select, proven, law enforcement,legal associates and public managers from around the country who have establishedrecords of successful performance. This seminar was created by the GWG with


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recommendations and suggestions from many of these accomplished administratorsand legal advisors. In our estimation each seminar is instructed by some of the finestpublic sector practitioners/instructors available in the United States today. We think BillWestfall is one such instructor. Because of Bill's roots in a variety of states andsettings, his presentation should be even more valuable to each of you.

Like each of our seminars, we feel the curriculum is never finished. We constantlyupdate our programs and strive to improve the content with each presentation in orderto bring to you the most current tools and skills to relieve the pressure you feel as apublic safety official whether an officer or an executive. Toward that end you will beasked to complete an GWG course evaluation at the completion of the program. Pleasetake a moment to provide your observations on the course. To properly serve you, wewant to assure that we are meeting your needs. The written evaluation is one means ofensuring that we are providing that service. We consider each and every program weprovide to be in a constant state of flux--never complete, never done. They improveprimarily due to the input of professionals like yourself across the nation. So, we wouldsincerely appreciate your comments at the completion of the course.

Now, as you begin the seminar, we want you to sit back and prepare to enjoy what webelieve will be one of the better and more enjoyable learning experiences of your publicservice career.

Leadership and Management in Law Enforcement:Past, Present and FutureCopyright Gallagher-Westfall Group of Indiana, 2005Edited August 8, 2016 iv

The Gallagher - Westfall GroupLeadership, Management and Liability Management Services

William S. Westfall is currently President of the Gallagher - WestfallGroup of Indiana where he manages, develops and provides a widerange of leadership, supervision, management and liability servicesto the public sector. He has provided, leadership, liability andsupervisory training to thousands of police officers and publicsector personnel in nearly every state in the United States as well ashaving been featured as a guest speaker on the Law EnforcementTelevision Network (LETN), the Fire Emergency Television Network(FETN), The University of Portsmouth, England and General SessionSpeaker for the 1997 ASLET and 2006 ILEETA Conferences. He iswell known for practical but powerful motivational and inspirationallearning experiences.

Previously Mr. Westfall was the Assistant Director of the Institute forLiability Management, an organization devoted to law enforcementliability reduction.

Prior to his appointment with the Institute, Mr. Westfall was Director of the Montana LawEnforcement Academy where he oversaw the upgrading of the entry level basic law enforcementcurriculum to a ten week 500+ hour program, directed the establishment of the MLEA ExecutiveInstitute for chiefs and sheriffs and assisted with the restructuring of courses for supervisors andfor in-service training.

Mr. Westfall also served as Director of the Florida Department of Law Enforcement (FDLE)Academy responsible for training programs delivered across the state for all law enforcementagencies. His duties also included the administration of the Organized Crime Institute, theExecutive Institute and the development of the Center for Advanced Law Enforcement Studies.

In prior positions, Mr. Westfall has served as Executive Assistant to the Commissioner of theFlorida Department of Law Enforcement and Bureau Chief for the Division of Police Standards andTraining for the State of Florida charged with the enforcement of all pre-employment standards forpolice and corrections officers, their certification, and then decertification if they failed to maintainthose norms.

Mr. Westfall began his career in law enforcement with the Alaska State Troopers where he servedin a variety of functions during a four year tenure. In 1969 he was selected as "Trooper of theYear" for the South-Central Region and was recognized by the Anchorage Chamber of Commerceas "Lawman of the Year" for services provided to the Anchorage area. Prior to his entry into lawenforcement, Mr. Westfall served a four-year term in the United States Marine Corps to includeVietnam.

Mr. Westfall received his BA in Criminology cum laude from Florida State University and hascompleted course work toward a graduate degree in Public Administration. He is also a graduateof the well respected FBI National Academy where he was selected as class spokesman for the141st Session and has served as adjunct faculty with St. Leo University’s leadership conferenceand is a National Instructor with the Public Agency Training Council.


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SEMINAR OUTLINE

Introduction - Colonel Joshua Chamberlain, The 2nd Maine and Little Roundtop at The Battle ofGettysburg

Chapter 1 Some Foundations BlocksFundamentals, it’s always fundamentalsLao Tzu and the best of all leadersJim Collins and The Level Five LeaderAbraham Lincoln - Steel and VelvetJoshua Chamberlain - The Soul of the Lion and The Heart of a Woman

Chapter 2 Peter Drucker and The LAPD: A Missed OpportunityPeter Drucker and the LAPDLeadership according to BennisIn the light of Bennis, what was Drucker really trying to tell LAPD?

Chapter 3 Applying Drucker and Bennis to Leadership and ManagementThe first skill of understanding leadership and managementThe Bobby Martin and Sosa, McGuire, Forneris Case StudiesThe second skill: differentiating between leadership and management as askill setLeadership According To KotterManagement according to KotterOver Managing and Over LeadingKotter and Organizational Development

Chapter 4 How Have These Differences Between Management and Leadership influenced theLaw Enforcement function?

The Political ModelThe Professional ModelLeadership According To KotterManagement according to KotterOver Managing and Over LeadingKotter and Organizational DevelopmentThe results of over managing and over leadingKotter’s survey of leadership and management skill sets in privateorganizationsThe relationship of leadership and management to organizationaldevelopmentA police model for the future

Chapter 5 The Four Dimensions of Leadership and management In The Decision MakingProcess and the Evolution of The Leadership Test©: An Answer to the Leadership-Management Dilemma

Doing the right thingAt the right timeIn the right wayAnd for the right reason


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The Leadership Test© as a toolPracticing The Leadership Test© like you practice Boyd’s OODA Loop

Chapter 6 The Significance of Understanding the Difference Between Leadership andManagement to the Profession’s Future

Leadership and management impact separate things in the organizationMangers and the body of the organizationLeaders and the morale or spirit of the organizationThe Three Laws of Human Spirit


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MAKING THE MOST OF YOUR SEMINARTURNING NEW-FOUND IDEAS INTO ACTION

Set goals. To get the most out of this seminar, be clear on what you intend to gain. After reviewing the outline, ask yourself, "What specific topics interest me themost?" "What will change as a result of attending this seminar?" You're muchmore likely to follow through if you set goals now.

Don't write down what the instructor is saying. Instead, write down what you'regoing to do about what the instructor is saying. We urge you to take notes in termsof the action you're likely to take to implement the new ideas you're learning. We'veenclosed a suggested note taking method that should assist you in this effort.

Reward yourself. There is truth to the maxim, "what gets rewarded gets done." Ifyour goal is to initiate a new policy on use of deadly force or a new evaluationsystem, based on what you've learned at this seminar, celebrate after eachmilestone is in place. If you have improved your supervisory skills--using newtechniques you've practiced--reward yourself. Whatever you do, don't let yourprogress go unnoticed. Even if you're the only one who's noticed, give yourself theincentive you need to practice what you've learned.

Ask yourself, "how does this apply to me?" Relate what you've learn to yourself. Don't settle for "abstract knowledge." Keep problems current, conflicts andinterests foremost in your mind. As you learn new approaches and techniques,relate them to your own situation. You'll be amazed at how easily and quickly you'llimplement new ideas when you know exactly where to put them in action.

Hold on to your workbook and notes. Repetition is the secret to increased learning. You can reinforce what you've learned at the seminar by reviewing the workbookand your notes.

Study the bibliography. We've provided a description of material covered in thebooks we recommend for further reading.

Share ideas--with your peers and fellow officers during seminar breaks. Make aninvestment in your on-going self development and enjoy the benefits of reinforcedlearning.

Enjoy yourself! Come relaxed and you'll leave refreshed, inspired, and recharged. Forget about what's happening at home or at the department. This is YOUR time--sorelax, open your mind and get ready to become a more effective police officer.

QUESTION: How do I find time to USE the new ideas and energy I've gained from this course?

ANSWER: This is a common problem--and one that many course attendees give in to. But thefact is, training is only as good as the plan you have for implementing it.

There are many strategies you can use to turn what you learn into action. We've enclosed anarticle "Development of an Action Plan" that may prove helpful. The first thing we recommend isto "DO SOMETHING NOW!" Make a phone call, tell someone about your experience as a result ofthe seminar, write yourself a note. Do something that will reinforce what you've learned at thiscourse. Research shows that unless you use a new idea within 24 hours of learning it, you'llprobably forget what you learned.


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LEADERSHIP: CARING FOR THE ORGANIZATIONAL SPIRITby

Bill WestfallGallagher - Westfall Group

Reprinted with permission from Executive Excellence

Captain Donald D. Brooks exited the Marine Corps helicopter that had ferried him fromheadquarters, Chu Lai, to a sun soaked hill just east of a group of villages in Vietnam known asTan Hy. As he did so he looked into the faces of nearly 150 Marines grouped to welcome him astheir new commander. They were not particularly happy faces. They were the faces of a groupthat had been subjected for the past six months to the petty tirades of a company commander whowas more concerned about his barracks reputation than he was the safety, welfare and morale ofhis charges.

Brooks knew this. He knew he was inheriting an experienced, well trained but dispirited company. The helicopter strained to rotate from the landing pad and Brooks braced himself for the inevitablebackwash from the blades. As the helicopter faded from sound and then sight, he relaxed, movingeasily among the men who at first parted and then surrounded him. He stopped once, foundhimself in the center of the grouping and slowly turned, saying in a supportive tone so all couldhear, "Men, why don't you remove those utility jackets and let the sun get to those body sores?"

The inevitable Vietnam body sore was an enigma that eventually attacked and settled in thesystem of every field Marine. Corpsmen and medics had treated it with everything from iodine towintergreen, never finding a cure. The open sores responded to salt water, fresh air and sun butone never rid their body of the sores without daily showers and treatment. Sun and fresh air wereplentiful, few had access to salt water and rarely could one depend on shower facilities. Thesimple but effective relief was fresh air and sun. Without this minimum remedy the sores festered,bothered and hampered every field Marine and eventually became an accepted reality. Theprevious commander forbade the removal of utility jackets when in the company perimeter eventhough they were miles from the prying eyes of command personnel. He feared an un-militaryappearance should some unexpected visitor suddenly arrive.

Brooks, before his arrival had properly assessed the fading spirit of his new command. Herecognized the over-supervision of the past commander as the cause and, in one sentence, wonthe fading hearts of those he would so successfully lead.

Brooks had done the right thing by failing to do the thing right. He allowed the removal of theutility jackets. This was the first of many such reversals in procedure from his predecessor's rigidand petty style. In just a matter of days, this dispirited group of Marines turned back two separategroups of Viet Cong in a daring midnight raid. Incoming mortars and the grenades of twoinfiltrators began a night long battle that required vigilance until sunlight. The sun found avanquished enemy while Brooks' company escaped with just two superficially wounded whorefused evacuation. It was the same group of men in the same area with the same NCOs andjunior officers who shared the same mission. Only one variable had changed, the leadership. Within days it was a different company because of the mature wisdom of one man, their newleader.

As a young Marine NCO detached to that company, I never forgot the experience. It stunned mewhile at the same time capturing me. How can what one person does in a leadership role reversea whole pattern of performance of so many? Since that time I have watched the same phenomenain police departments all over the United States.

Charles Garfield has argued in his work on human performance that "People are not born to


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inaction they learn it." I would add that we teach inaction in our organizations. He has furtherstated that, "Peak performers are not average people with something added but average peoplewith nothing taken away." That translates to the less those around me take from me the moreproductive I will be, the more I will realize my potential, the more I can give back. Brooks'predecessor, by his petty concerns, robbed his subordinates of their potential and eventually theirspirit. Brooks restored both in just days.

Peter Drucker completed a study of the Los Angeles Police Department at the request of the thenpolice chief, Chief Davis, more than 30 years ago that was never published. After some six weeksof talking with officers throughout the department he made several observations. One of the mostsalient and insightful was that, "You are so concerned with doing things right that you often fail todo the right things." While initially the statement may sound like a riddle it is amazingly accuratewhen one analyzes it in the wake of Warren Bennis's determinations about super leaders. Bennisconcluded that "Managers do things right while leaders do the right thing." It would appear thatwhat Drucker was really saying is that police management is so concerned with managing thatthey often fail to lead.

Kelling and Wilson concluded much the same thing in an article dealing with community orientedpolicing when they stated that "Police management is driven more by the constraints of the jobthan we are by the goals of the job." We are so concerned with avoiding wrong that we often failto do what's right. It's a defensive posture like a coach trying to protect a lead so they try not tolose rather then marshaling their resources to win. Ray Meyer, famed basketball coach at De Paul,once commented after a losing game which ended one of the nation's longing winning streaks,"Good, now we can start playing to win rather than playing not to lose." This posture of trying notto lose seems to rob the participants and their organizations of their potential and then eventuallytheir spirit.

If one looks at much of the current leadership literature, what Drucker and Bennis both concludedmakes more sense. The following is a compilation of numerous authors and their observations asit relates to the difference between management and leadership.

MANAGEMENT LEADERSHIP

Does the thing right Does the right thingCount it, but it doesn't always count Can't count it but it always countsReferee CheerleaderDirects CoachesWhat you do How you do itPronounces FacilitatesResponsible ResponsiveHas a view on the mission Has a vision of the missionViews the world from within Views the world from withoutChateau leadership Front-line leadershipWhat you say How you say itNo gut stake in the enterprise A gut stake in the enterprisePreserving life Passion for lifeManages missions Manages missions with meaningDriven by constraints Driven by goalsLooks for things done wrong Looks for things done rightRuns a cost center Runs an effort centerQuantitative QualitativeInitiates programs Initiates an ongoing processDevelops programs Develops people


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Concerned with programs Concerned with peopleConcerned with efficiency Concerned with efficacySometimes plays the hero Plays the hero no more

From this list we start to see a pattern of roles that the leader plays. They seem to always do theright thing at the right time. They are like great coaches who don't actually handle the ball, scorethe touchdown or put the ball through the hoop. They prepare their people, develop them,challenge them, encourage them and touch them with their vision and the passion for that vision. As Garfield says, "They give their people a place to stand, so like Archimedes they can move theworld." Leaders know that if they do these things many of the management concerns ofprograms, balanced budgets and profits will result. Disney said, "Do what you love and themoney will come." Wasn't he really saying find your passion and follow it? Leaders help usidentify, define and fan our passions for life.

Max De Pree in his book Leadership Is an Art talked about organizations having both a body and aspirit. After reading his book one concludes that you can have an organization that from allappearances is working but whose spirit is dead. We've all worked in places like that before. Thelights are on in the building, people come to work, are paid--there is movement and theappearance of a job being done. A closer look reveals that in reality there is nothing happening inthat organization. It is just a body that is breathing but in reality it is comatose.

Conversely, we find other organizations that are housed in substandard surroundings, who have awoefully strained budget and few resources but the whole place just hums with activity and, to aperson, they have a passion for life. The people have missions that are meaningful, they arechallenged, have respect for one another and accomplish remarkable things even under the worstof conditions. They are like the character in Shaw's Man and Superman who asserted, "Life's nobrief candle to me. It is like a splendid torch which I have got hold of for just a moment, and I wantto make it burn as brightly as possible before handing it on to the next generation." What makesthe difference? In one the body is functioning but the spirit is dead while the reverse is true of thesecond, the body is crippled but the spirit is alive and healthy. And it is the intangible spirit of agroup that causes a business or organization to grow and reach its potential.

Could we then conclude that the first organization is one that reflects management while thesecond reflects leadership? Could we move even one step further and conclude that the role ofthe manager is to care for the body of the organization while the role of the leader is to care for thespirit of the organization? Maybe we could even conclude further that great leadership is capableof doing both!

You see the additional observations that Drucker shared with the LAPD were that "Police are soconcerned with doing things right you promote for the absence of wrong doing rather than for thepresence of initiative, innovation and leadership. As a result, bright, young police officersrecognize that success within the organization can be found by occupying high profile low riskpositions." If this is accurate, then organizations will have a tendency to promote insecure,shallow, one-dimensional leadership. Leadership that can turn on the lights in their buildings butturn the lights off in their people.

Organizations spend a great deal of time and effort to select and recruit potential peak performers. Why after just two or three years do we often find a dispirited, cynical employee instead of a peakperformer? The only explanation is that something has taken place in the process of their work,something has taken place in the organization, to alter their beliefs, attitudes and feelings. Anunknown French writer once observed that, "When the police function is assumed by a person ofintelligence and of heart, by someone of humanity and of integrity, then nothing is more useful . . .nothing is more vital and nothing is more exciting." An officer, one of six accused of beating a


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known drug dealer to death who had anonymously threatened one of the group defended himselfby saying, "I'm not an animal, I'm not a supervisor's nightmare, I'm a professional, I'm a goodcop." He then added, "Do you have any idea how tough our job is? You know, we can't win -- wejust can't win." What happened to him, one who once was so vital, so useful and so exciting?

Looking around the nation we see our officers involved in long, inconclusive and often frustratedstruggles with their criminal public, the criminal justice system and all too often their ownadministrations. I have observed that many suffer a death of the spirit which is the result of thecontradiction of their courage on the one hand and the obvious futility of their effort on the other. The officer quoted above is just such an officer. "We can't win -- we just can't win." is such arevealing statement. His spirit dead, he and five more like him are accused of taking into theirhands the very law that they swore to uphold. How sad for us all.

This changing nation and this changing world will require even more of our future generation ofpolice officers. We can no longer seek out and promote one dimensional, high profile, low-riskleadership. They must prepare themselves, their careers paths reflecting the badly neededbalance while, as Keegan says, "Playing the hero no more." And, as Mac Coby points out, wecannot afford to educate this generation of leadership, they are going to have to learn on the jobtaking responsibility for their own development.

We must have leaders who understand that the most important contribution they make to theirpeople and their organization is the care of the spirit of both. Drucker has said that "Doing theright thing is what makes knowledge work effective." We might also add that it nourishes thespirit as well.

As leaders we must remind ourselves that contained within every dilemma with which we arefaced there is a two-pronged question. One prong contains the managerial issues and the secondprong the leadership issues. The management prong is doing the thing right, while the leadershipprong is doing the right thing. Leaders understand this and when doing the thing right flies in theface of doing the right thing they know how to put the right spin on this contention and bring thesituation to a successful conclusion. That is what sets them apart. Police are very adept atidentifying the managerial issues. We have not been taught how to identify and consider theleadership issues. We must learn how. To simply make a decision based on the managerialconcerns can rob an organization of spirit. Insurance companies that have settled suits involvingpolice officers, even knowing the officers performed properly, have made a decision based solelyon the managerial considerations. They have ignored the leadership issues that affect the spirit ofthe organization and the officers to say nothing of the long term reputation of their company. Identifying the managerial issues is easy. Identifying the leadership issues is difficult. It takestime and once identified the leadership issues often take moral courage to pursue.

I would like to add three final observations. First, the human spirit while intangible is remarkable. History and sport have proven that time and again. SecondIy, the world will try and rip this thingwe call “human spirit” out of your very soul. The media at times will, the public at times will. What is sincerely sad is when we as police do so to each other. I have traveled to nearly everystate in the United States and worked with thousands of police officers. They are a remarkablepeople. For all they see and experience they are like Robert Service's ideal in his poem "The Lawof the Yukon," "not men and women who are weaklings, subtle, suave and mild but men andwomen with the hearts of Vikings and the simple faith of a child." They have each taught mesomething. However, their greatest legacy to me, to us all for that matter, is the third law ofhuman spirit is that it cannot be plundered. It cannot be taken away. You can only give it up. Somy final admonition to you is to never give it up. Take care of this thing we call “human spirit.” Take care of it in yourself, your families and in your people.


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I have often wondered what happened to Donald Brooks. What he did in his first introduction asthe leader of that Marine infantry company was only the first of many subtle and intangibleillustrations of "doing the right thing" that made a significant difference in the performance ofthose young Marines whose lives he touched. I have been even more curious about what wouldhave happened had he not assumed command of that company. Lacking the confidence,commitment and trust that organizational spirit provides to a group, one cannot help but wonderhow many lives might have been altered or even lost had Brooks not taken command.

In this age of empowerment we must begin developing leadership at the lowest levels of theorganization. We will have to find immediate ways to teach leadership on the job for time will notallow solely for traditional classroom instruction. For those who truly seek to be leaders, theymust pursue mentors who are capable of role modeling successful traits. They must network withpeers who, like themselves, thirst to give back so "the torch might burn brighter for futuregenerations." They must become demanding students of leadership who seek out benchmarkorganizations and monomaniacal leaders consumed with the passion for providing answers anddirection back to their profession. This generation and subsequent generations of leaders mustassume responsibility for their development, recognizing that they must take on a career-long ifnot a life-long obligation to never stop learning about and defining leadership.

We must realize that regardless of the role that we fulfill as leader in our organizations, we holdthe key to the spirit of that group. You hold the key to your own spirit as well. Take care of both. You do that by leading, by "doing the right thing." We are beginning to realize that there are twoprongs to every dilemma, a management prong and a leadership prong. A leader must concernthemselves with both. By concerning themselves with both, defining both, and addressing both aleader cares for both and thereby takes care of the organizational spirit. Doing so is like fresh airand sun healing aggravating sores.


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Bibliography

1. Garfield, Charles, Peak Performers, New York: William Morrow and Company, 1986.

2. From a conversation with Tom Osborne, Captain LAPD (Ret)

3. Bennis, Warren G. and Burt Nanus, Leaders, New York: Harper and Row, 1985

4. Kelling, George and Wilson, James Q., "Making Neighborhoods Safe," Atlantic Monthly,February 1989

5. De Pree, Max, Leadership is an Art, New York: Dell Publishing, 1989

6. Shaw, George Bernard, Man and Superman, Baltimore: Penguin, 1973

7. Quote from a Walt Disney World cast member orientation manual

8. Berkley, George E., The Democratic Policeman, Boston: Beacon Press, 1969

9. Bearak, Barry and Lorna Nones, "Miami Officers Suspended After Beating of Suspect," TheLos Angeles Times, date unknown

10. Drucker, Peter, The Effective Executive, New York: Harper and Row, 1966

11. Mac Coby, Michael, The Leader, New York: Ballantine Books, 1981

12. Keegan, John, The Mask of Command, New York: Viking Penguin Inc., 1987

13. Service, Robert, Collected Poems of Robert Service, New York: Dodd Mead and Company,19402


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Joshua Chamberlain

IntroductionColonel Joshua Chamberlain Case Study

Approaching the battle of Gettysburg, Colonel JoshuaChamberlain, commander of the 20th Maine, had beennotified that he is to take command of 120 soldiers of theformer 2nd Maine that has been recently disbanded. Chamberlain was previously a professor at BowdainCollege in Maine. Like so many in that war he had verylittle military training. He was advised that the 120soldiers had signed an enlistment for three years. Theothers of the 2nd Maine had only enlisted for two years. Their enlistments up, they had returned home. Theremaining 120 thought that they had enlisted to only fightwith the 2nd Maine. They now refused to fight and wantedto go home.

They are experienced soldiers having been through elevenengagements. Most are proud, independent men who wereeither loggers, farmers or fishermen from the coast ofMaine.

Chamberlain is within a day's march of what we now know as the Battle of Gettysburgand realizes that they will soon be engaged in a significant battle that could turn the tideof the war. His ranks have been depleted from what was once a thousand men to that oftwo-hundred or so. He badly needs and can use the manpower.

He has been notified that he is to take possession of the 120 as prisoners and if theyrefuse to fight, he has full authority to shoot each and every mutinous soldier. Herealizes that it will take a sizeable number of his own men to just hold the group prisonershould he have to do so.

Research has found that leaders utilize two primary behaviors in their leadership role,directive behaviors which reflect structure, direction and control and supportivebehaviors which reflect listening, facilitating and praising. Of the two which do you feelChamberlain should use with the men from the 2nd Maine when he first meets withthem?

You will be asked to watch a re-creation of Chamberlain's address to the men of thedisbanded 2nd Maine from the movie Gettysburg based on Michael Shaara's PulitzerPrize winning book, The Killer Angels. As you watch the recreation, attempt to putyourself in the place of one of the soldiers from the 2nd Maine. If this was your firstintroduction to your new leader, what would you have done? And then we will discusswhat they actually did.


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Summary And Conclusion

After the 2nd day of battle at Gettysburg Chamberlain's combined force of the remnantsof his own 20th Maine and 119 of the 120 potential soldiers of the disbanded 2nd Maineturned the tide of battle after numerous, furious charges by the Confederate units. Theywere victorious because Chamberlain, at a crucial lull in the battle when his men hadlittle or no ammunition, ordered his defenders to fix bayonets and then sweep down thehill to overcome the Confederate forces.

Chamberlain was wounded during the action as were many of his soldiers. It wasobvious that Chamberlain's actions had not only saved the day but preserved the Unionforces rather than permit a flanking movement that would have likely led to a Uniondefeat at Gettysburg. At the end of the day Chamberlain moved forward and began toclimb the big hill in the dark; the hill known as Little Round Top. As he walked he forgotthe pain of his wound; his heart beat quickly, and he felt an incredible joy. He looked athimself, wonderingly, at the beloved men around him, and said to himself: Lawrence, oldson, treasure this moment, because you feel as good as a man can feel.1

In his latter years, Chamberlain received a letter from a Confederate soldier who foughtat Gettysburg and opposed Chamberlain. He wrote that, “Twice at Little Round Top Ihad you in my sights and could have easily killed you but for some inexplicable reason, Icould not pull the trigger.” Now many years later, having had the opportunity to evaluateChamberlain’s life and contributions, he concluded, “And I’m so glad that I didn’t, I’m soglad that I didn’t. Leadership!

A remarkable story in itself, but it begs the question. How could Chamberlain get themen from the 2nd Maine to fight when his predecessor could not? Why is it you and Ihave been on a midnight shift and are willing to work hard and even sacrifice for somesupervisors and for others we think of reasons to avoid them. That question has alwaysfascinated me. Why is it we will not walk out the door with some, but will “go throughdoors” with others? That is just one of the questions we will try to answer in thisseminar by looking to our past, our present and our future.

1Michael Sharer, The Killer Angels, Ballantine Books, Chapter 4, pg. 236


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CHAPTER 1SOME FOUNDATIONAL BLOCKS

“The moment that you become interdependent on anotherperson within the organization, you take on the role of theleader and the need for leadership skills.”

Steven Covey

GWG Leadership Principles:

1. When things aren't working well, programs fail, suits arebrought against the department, morale is low, there willbe violations of fundamental rules of management and/orleadership.

2. The first rule of leadership is to serve and develop yourpeople and your organization. Help your organization andyour people to reach their full potential. ( .)

This is hardly a new thought. Lao Tzu, the often quoted philosopher made thisobservation well over two thousand years ago.

“The best of all leaders is the one that develops their people soeventually they don’t need you anymore.”

Whether you would embrace Lao’s philosophy is really moot. What is it about thedynamics of law enforcement that requires that you must be a developer of people?Unlike a supervisor in a production plant you cannot be with your people 24/7. There areagencies, depending on the size of their jurisdiction, may not see their working officers,deputies and troopers for days.

History Reveals That The Great Ones Were Leaders That Served and Developed

Carl Sandburg in an address to Congress on the 150th anniversary ofAbraham Lincoln’s birthday stated, “That not often in the story ofmankind does a man arrive on earth who is both steel and velvet whois both hard as a rock and soft as a drifting morning fog. Onoccasion he was seen to weep in a way that made weeping,appropriate, decent, even majestic. His strength was not so muchlike a bulwark, as it was like cables that would bind you, cables thatwould give and take but none the less never break, much like hebound this nation during the war.


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This capacity for being both steel and velvet translates nicely in the words of HarryReeder to “The strength and courage to do our duty, but compassion and sensitivity in allour relationships.” And while arguably these are the qualities so badly needed in today’sand future leaders, history reveals that such leaders are extremely rare.

Jim Collins, in his book Good To Great, described them as Level 5 Leaders.

Jim Collins - Level 5 Leader

Level 5 - Professional coupled with personal .

Level 4 - Effective Leader - Catalyzes commitment to and vigorous pursuit of aclear and compelling vision, stimulating higher performance standards.

Level 3 - Competent Manager - Organizes people and resources toward theeffective and efficient pursuit of predetermined objectives.

Level 2 - Contributing Team Member - contributes individual capabilities to theachievement of group objectives and works effectively with others in a groupsetting.

Level 1 - Highly Capable Individual - Makes contributions through talent,knowledge, skills and good habits.


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CHAPTER 2PETER DRUCKER, LAPD AND A MISSED OPPORTUNITY

Peter Drucker And The LAPDPeter Drucker provided a rather informal management study for the Los Angeles PoliceDepartment in 1970. It is a little known study. His findings were never published, and subsequentlylost in the institutional memory of the organization following a presentation that he made to thecommand staff upon the completion of his study.

I find that most of our audiences have never heard of Peter Drucker. Those that have, usually cite acollege course or seminar where Drucker was mentioned. Yet, he is normally described as “one ofthe most influential minds”, if not the “most influential” mind on the “art and science” ofleadership over the past half century. I would agree with that description. To maybe establishsome credibility for Drucker, it would probably be wise for us to know a bit more about hisbackground.

Drucker was born in Austria in 1909 where he can recall walking the streets with his parents as ayoung child and rubbing shoulders with people like Freud. He grew up in a very intellectual familyand was blessed with a remarkable intellect. While difficult to aptly summarize the talents of a manlike Drucker, two were remarkable. His ability to look at complex organizations, regardless of theirmission, and describe their present status and provide insights for their future is a rarity amonggenerations. The second, is that he wrote prolifically. Drucker left Austria in 1937. Given his deeproots in Austria, that would have been very difficult. But if you had Druckers’ talent for insight intocomplex organizations, why might one leave Austria in 1937? As you may know, there were agreater number of members of the Nazi party in Austria per capita in that era then there were inGermany.

He went to England briefly but then settled in this country in 1938. What is remarkable is that by1944, he had become so well known for his insights into complex organizations, that he was invitedby General Motors, maybe the most well-respected and revered corporation of its time to conduct astudy of the company. If you were Alfred Sloan, why might you want someone with Drucker’sinsights to study General Motors in 1944? For all the social ills in that era, it may have been one ofthe most opportunistic times for business in the history of this country and especially for a carmanufacturer. Think about it. Your parents and grandparents, if they could afford a car, had notbeen able to buy a new car for the last 5 or 6 years. There was going to be a huge pent-up marketfor new vehicles. There were many newly married young couples starting families in need of newvehicles coupled with a number of two income families with disposable incomes. The American carmanufacturer’s competition has been interrupted by the war, while American factories had beenhoned to unprecedented levels of productivity. Those factories had been built by the federalgovernment during the war to house and produce war materials and were now been gifted back tothe car manufacturers, dramatically reducing their overhead.

During his study of GM, Drucker happened to review the production data of one particular factorythat prior to the war was making cars, during the war was making jeeps and then post-war wentback to making cars. He made a discovery that would probably be missed by a less insightful eye.


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How could a workforce made up largely of women the in firmed and unskilled out produce a skilledworkforce of men? There was no doubt a number of contributing factors, but certainly one of theforemost was the fact that the workforce felt they were making those jeeps and contributing to theoverall war effort, but in their minds they were also making those jeeps for their family members.So what motivated them was a meaningful cause coupled with their sense of making those jeepsfor people they knew and loved. The previous and subsequent work forces were making cars formoney and for no one they knew. Drucker also noticed that the management teams, made up ofGeneral Motor executives, had dramatically changed their management style. General Motors hasbeen well known for executives who closeted themselves in their office, rarely touring a factoryfloor, but during the war, they got out of their offices during the war, coming down on to theproduction floor and problem solving, teaching, mentoring and encouraging, something that theyhad never done before.

If you are unfamiliar with the history of General Motors then it is important for you to understandthat Alfred P. Sloan had inherited the CEO position from the founder of General Motors, BillyDurant. Durant was probably one of the true entrepreneurial geniuses of the past century but at thesame time, while he was probably a visionary and marketing genius he also had a tendency to notrespect budgets. He overspent and made his board of directors very nervous. Under theleadership of Sloan, his board of directors wrestled control of General Motors away from Durant forthe second and final time in 1923 at which time Sloan assumed reign. To his credit, Sloan took theentrepreneurial visions of Durant and gave them direction, discipline and focus. He was no doubtin his prime in the 1940's and seen as the proto-type for a CEO having been featured on the coverof Time Magazine more than once. Even Drucker, himself, credited General Motors war effort asone of the major deciding factors of the war. However, Sloan also was known to be somewhataloof, one to closet himself from the workforce and was anti-union. This aloof management style

Peter Drucker General Motors 1944 Motivation Pre-war:

Workforce:

Level of Skill:

During War:

Workforce:

Level of Skill: Post-war:

Workforce:


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had been the trademark of General Motors but during the war was modified with great success. Seeing this anomaly, Drucker recommended to Sloan that he change the corporate culture ofGeneral Motors to one of a more team building, problem solving. Sloan was horrified. For GeneralMotors was seen as the epitome of the successful organization and never before had the companymade so much money. Sloan wrote a book My Years With General Motors as did Drucker, ConceptOf The Corporaton, in which they came to some very different conclusions. Drucker spoke to thesocial aspects of the corporation while Sloan concluded the following,

“ Gasoline will always be cheap.”“ The American worker has no impact over the quality of what they produce; that is amanagement responsibility.”“ The foreign car market is just too far away; it will never make up more than 10% - 12% ofour market.”“ The American people could care less about quality; after all, most of the market will tradeup after two or three years.”“General Motors is in the business of making money not cars.”

If you believed all of the above, what kind of car would you produce for the American people? Abig car, with lots of fins, that would hog gas and fall apart about every three years. Sound familiar? What we see in Sloan arguably is a brilliant manager who organized resources and people well butlacked the visionary leadership of a Durant.

Arguably had the automotive industry listened to Drucker in the 1940's and Deming in the 1950'sand embraced the innovation of Tucker, this country could have been to the automobile what theSwiss were to watch making.

It is this genius, Peter Drucker, who is asked to do a study of LAPD in the early 1970's. Since thestudy was never published or publicized, it is only by happenstance that I became aware of thestudy. After some ten years of service with the Florida Department of Law Enforcement, I took anearly retirement and accepted the position of Director of the Montana Law Enforcement Academy. Shortly after arriving there, I was encouraged by a member of the law enforcement community tolook up a retired captain from the LAPD who now lived in the Flathead Valley of Montana. His namewas Tom Osborne. The recommendation came because Osborne taught and could be a possibleresource for a leadership institute that we were considering. After having met and talked with Tom,he was not only a great teacher but also turned out to be a good friend to law enforcement inMontana as well as a good personal friend and mentor. It was after a period of about six months,over dinner one night at Osborne’s home, that he told me of the experience that he had withDrucker and the management study almost twenty years earlier.

Tom was working at the LAPD Academy as a lieutenant when called one day by, then Chief Davis,who was known to be a progressive professional. Davis had been reading some of Drucker’s worksand asked Osborne to arrange to have Drucker possibly do a major study of LAPD. Whencontacted, Drucker agreed to the study and then spent some nine months with members of thedepartment and reported back a number of findings.

Had the study been published or had the LAPD paid closer attention it could have saved a greatdeal of future turmoil as well as, arguably, led to a number of changes in law enforcement givenLAPD’s penchant for marketing its programs. LAPD was fortunate that a man of his talent andinsight would agree to do a study of a police agency. He did so some twenty-five years after hisGM study with even greater insight and wisdom. Tom described Drucker as fascinating one on one,but had the tendency to talk to a whiteboard in the corner of the classroom as an instructor;coupled with the fact that his first statement to this command group in 1970, was, “I don’tunderstand why you don’t have more women in law enforcement.” A statement made to that group


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or any law enforcement group in that era would no doubt have had them checking their watches fortheir lunch break. What Drucker said next to the LAPD command staff, no doubt, either wasignored or went right over their heads.

His next observation was:

“You are so concerned with doing things right thatyou are often failing to do the right things.”

Peter DruckerObservation of LAPD Management

While the statement was made more than three decades ago, I believe it to be just as accuratetoday about police organizations as it was in 1970. But what was Drucker really saying aboutpolice leadership? Keep in mind that when Osborne shared this story I had been on a twenty yearquest to better understand this leadership issue as a result of the encounter that I had with DonBrooks as recounted in the prologue of this workbook. (Leadership: Caring For OrganizationalSpirit.) I had come to a standstill, often confused by the inept people who gravitated to leadershiproles as well as the illogical decisions that were often made by those leaders. I also had a distinctadvantage. I had just completed a study of Warren Bennis’ and Burt Nanus’ Leaders: Strategies forTaking Charge, a classic in that it was one of the first works by credible authors to suggest therewas a distinctive difference between leaders and mangers and their roles within organizations. Hedefined his work simply: “Leaders focus on doing the rights things; while managers focus ondoing things right.” A true revelation for my generation of leaders/managers who believed that thetwo were synonymous. It was assumed that if you were a great leader you were also a greatmanager or if you were a great manager you were also a great leader. Keep in mind that as youlook at Bennis’ statement, you are talking about an evolution of thought over a period of 15 yearsby two of the most insightful minds on the subject of leadership for the past fifty years.

Let’s look at Drucker’s statement in light of Warren Bennis’ work on leadership. Bennis studied anumber of what he called “super leaders.” Once completed, he summarized his work by stating:

“Managers do things right; leaders do the rightthing.”

Warren BennisLeaders: Strategies for Taking Charge

Now reviewing Drucker in light of Bennis’ statement, what was Drucker really saying about LAPD. Drucker seemed to be really saying that:

Police are so concerned with that they are failing to .

This was one of those “Eureka!” moments for me in my study of leadership. I had seen examplesof this over and over again in every organization in which I had worked. In fact the article in theprologue of this workbook begins with an example of a leader so focused on “doing the thing right,he was failing to do the right thing” by his people. Brook’s predecessor had been so insistent onwearing the utility jackets that he had ignored the health and welfare of his own men. Men, whowere daily risking their lives to protect him.

For our purposes we will take the thinking of these two men, Drucker and Bennis to differentiatebetween management and leadership beginning with:

Managers do things right; Leaders do the right thing.


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Notice that we don’t set this up as Leadership vs Management as if leadership were good andmanagement bad. There were a number of articles following Bennis’ work that seemed to suggestjust that, probably due to the fact that those of us in leadership roles often so over managed whenwe should have lead, creating frustration and the resulting articles.

Could we not conclude that what Drucker was really trying to tell LAPD is that they were so focusedon managing that they were failing to lead? And if that is true could we create a simple tool thatwould assist a leader/manager to think like both. Arguably, human beings come to this earth hardwired for one or the other, yet every critical decision that one makes has two essential prongs aleadership prong and a management prong. Good decision making requires that we consider both. Well know author John Kotter suggests that the failure to consider both precludes an organizationfrom reaching its full potential. The next question we posed was, “Could we then break leadershipand management decision making into dimensions that would allow us to be able to measure it andtherefore develop our thinking as both a leader and a manager and from that create a simple toolthat would coach us to think as both a leader and a manager. We believed that could be done.


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CHAPTER 3APPLYING DRUCKER AND BENNIS TO THE LEADERSHIP AND MANAGEMENT FUNCTION

The First SkillLeadership and management when working properly support each other; however; they can alsofind themselves in conflict within the organization. If you have read the article in the prologue, thenyou have a perfect example of this fact. Wearing the utility jacket in that circumstance is anexample of doing the thing right as well as doing the right thing, but the moment that you introduce“body sores” and the health of the individual Marine into that scenario, you have a perfect exampleof being so focused on doing the thing right, that the captain of that infantry company was failingto do the right thing, especially on behalf of his people. When Brooks has the men take off theirutility jackets and get some sun and fresh air to those body sores, he does the right thing, at theright time, in the right way and for the right reason. Hold onto to that thought.

The first skill we need is the ability to recognize this conflict and suggest solution rather than justcontributing to the frustration.

The Bobby Martin Case Study

Sosa, McGwire and Forneris Case Study


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The Second Skill: Differentiating Between Leadership and Management as a Skill SetFollowing my discussion with Tom Osborne, one of the first things that I did was examine thecurrent literature of the era to see if I could pull out of that literature the differences between themanager’s role and the leader’s role in order to differentiate the skill sets. You must keep in mindthat this was in 1986. Bennis was the first major author with sound research to suggest thisdifference in 1985. Up until his work, my generation believed that if you were a great manager, youwere a great leader and vice-versa. Nothing could be further from the truth. I found that often anauthor would differentiate between the skill sets without identifying that fact.

The following is a list of comments drawing on the thinking of a number of writers about the issueof leaders and managers. Let’s take a moment to compare the differences so that we might get asense of the differences between leadership and management skill sets.

Managers and Leaders

For our purposes let’s take the thinking of these two men, Drucker and Bennis to differentiatebetween management and leadership beginning with:

Managers do things right; Leaders do the right thing.

First of all let’s clarify that doing things right and doing the right thing are both critically importantin any organization. Secondly, notice that we don’t set this up as leadership vs management as ifleadership were good and management bad. There were a number of articles following Bennis’work that seemed to suggest just that, probably due to the fact that many in that generation overused management creating frustration and rendering management acts as negative. Properlyexercised they are both needed if an organization is going to reach its full potential.

Managers are quantitative; Leaders are qualitative.Managers are concerned with efficiency; Leaders are concerned with effectiveness.Managers understand the cost of things; Leaders understand the value of things.Managers develop programs; Leaders develop people.Managers establish procedures; Leaders establish direction.Managers are referees; Leaders are coaches and cheerleaders.Managers focus on what to do; Leaders focus on how to do it.Managers pronounce; Leaders facilitate.Managers are responsible; Leaders are responsiveManagers have a view on the mission; Leaders have a vision of the mission.Managers view the world from the organization; Leaders view the organization from the world.Managers manage from the chateau; Leaders often lead from the trenches.Managers focus on what to say; Leaders focus on the way to say it.Managers lack a gut stake in the enterprise; Leaders have a gut stake in the enterprise.Managers are preserving life; Leaders have a passion for life.Managers are driven by constraints; Leaders are driven by goals.Managers look for things done wrong; Leaders look for things done right.Managers run a cost center; Leaders run an effort centerManagers are program centered; Leaders are people and principle centered.Managers initiate programs; Leaders initiate ongoing, never ending

processes.Managers sometimes play the hero; Leaders play the hero no more.

Notice that the title talks about managers and leaders not managers vs. leaders. One is not necessarilybetter than the other. The key is knowing when to manage and when to lead. Also notice that themanager and leader do provide different functions within the department. Both functions are needed.


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However, it is not unusual that in key decisions involving operational and personnel issues that onewill be juxtaposed against the other. The example of Captain Brooks and the utility jackets is a perfectillustration. Settling suits when an officer was clearly in the right is another classic example. Theargument that it saves money over the short term is valid but does it save money over the long term?2 What does it do to undermine the spirit or morale of the agency, the officer and the very policy andprocedure an agency is attempting to implement in order that it might become the practice of theagency? Officers feel betrayed as if following proper procedure does not result in the support of theiradministration. An Important Conclusion About the Differences Between Managers and LeadersLooking at the list of the differences between management and leadership the conclusion that we cameto is that management deals in a very tangible world with things such as budgets, resources, staffing,organizing while leadership deals in a very intangible world with such things as vision, values,motivation and inspiration.

Before we move on we need to ask the question, “Is the intangible important?” This is significant,because there are those who will argue that it is not and “blow” the intangible aspects oforganizational issues off as “fluff.” Let’s give you an example.

A team of consultants, working for an insurance brokerage firm as loss prevention specialist in thepublic sector had just completed a project for a police department that included both assessments andtraining. The team was not pleased with the quality of the product. If you review the aforementionedlist, they were viewing the project arguably form the leadership perspective. Their supervisor askedthem what their solution was. Their response was to provide additional services, especially aroundthe evaluation phase. His response was, “We can’t afford that.” The team of consultants continuedtheir argument. “Well, Fred, we don’t think we can afford not to. Renewals with this client comes upthe first of July which is just a few months away. If we leave a bad taste in their mouth with thisproduct, they may not renew.” Fred responded, “I’ve just been looking at our margins for the quarterand they are so close that if we would do this additional work, we may not attain our goals for thequarter and thus for the year.” The consultants countered that, leaving a good taste in the mouth ofthis client could easily lead to additional referrals and while we may not attain our goals for the quarter,those additional referrals could easily lead to additional income toward future such goals. Fredresponded, “I’ve told you we can’t afford it. We don’t reach those goals, (and now the truth comes out)and I may not get my bonus.” The consultants went over to the wall where this company, like so manyin the era, had published their “values” that are to drive the organization. “It says here, Fred, that thiscompany will not allow the bottom line to be the soul consideration for every decision.” Fred then gotfurious, “That’s just some crap we threw up on the wall, it had nothing to do with the real businessworld that we live in. He then added, “This is the tough business decision!” “The consultantsresponded, “Actually we think this is the easy business decision. The tough business decision is tofigure out how we can provide the quality of service that this client has paid for and expects and stillattain our quarterly goals.”

The consultants left their bosses office and wandered into the president of the company’s office. Hewas in his early forties, had a master’s degree from an ivy league school, drove a jaguar and his salarywas easily in six figures. The consultants began a casual conversation with the CEO and just beforethey left, they provided a book to the president, asking if he would consider reading and evaluating itsargument. It was a book of leadership philosophy. It was written by Max DePree. DePree was then thepresident and CEO of the Herman Miller Company, a furniture company recognized for both its design

2 Someone once stated that settling frivolous law suits to save money is like trying to feed a shark to death. Itjust doesn’t work. Such a philosophy rewards plaintiff with the very thing they want, $$$ and over the longterm, encourages frivolous suits.


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work and the quality of what it produced. It was also recognized, during his tenure, as one of the finestcompanies in the country and one of the finest companies to work for because of the workenvironment, that had been created for those that worked there. The CEO picked up the book andindicated, he would be more than happy to peruse the book. The following day he threw the book backon the desk of one of the consultants. “What did you think” the consultant inquired? The CEO’s facecontorted a bit and he replied, “I just couldn’t get into it.” “Why is that?” asked the consultant. TheCEO began searching for words, “I just found it to be..................the soft side of management. And hewalked out. And what was it that the CEO, “just couldn’t get into?” Could one not argue that the softside of management is simply, “leadership.” Wasn’t this CEO really saying, that he just couldn’t getinto leadership! We share this illustration for it is not uncommon to have administrator’s of publicagencies as well as CEO’s of private companies “blow off” the intangible issues of leadership as“fluff.” Understanding that leadership is largely intangible may be one of the better legacies that thisgeneration leaves for the next. Yet, the fact the many did not recognize its importance should not gounrecorded.

In our longer seminars, we often talk about Captain Charlie Plumb, USN (Ret.). Plumb survived nearlysix years as a POW during the Vietnam War after being shot down on his 75th combat mission. He tellsthe story that after just two weeks of torture and sleep deprivation and a bowl of rice a day, he wasdown to 120 pounds with open sores from the torture and boils on the front side and back of his body. He was isolated from the other American prisoners and one of the most difficult things to deal with,is that he had no sense of how long he might be there. It could be days or years. Within a few daysof his capture, he heard this chirping noise in the corner of his cell. When he investigated he foundit was a small wire with a note attached sharing with him a “prison code” that would allow them tocommunicate by tapping on the wall. He was told to” memorize” the code and then destroy the note. Almost immediately the fellow prisoner began communicating with him, asking him how he was doing. Understandably he began to complain. His fellow prisoner replied, “You are suffering from a prettycommon prisoner disease. We call it prison thinking.” “Prison thinking?” Plumb inquired. What’sprison thinking” “Well when you get shot down and you are interned here, it is not uncommon to startto blame and feel sorry for yourself. The problem is that you think you are a prisoner?” Plumbwondered what kind of nut he was communicating with but he needed to communicate. His fellowprisoner went on, “You see this is not a prison camp and you are not a prisoner. This is a duty stationand you have a duty, especially to each other. Plumb inquired, “How do you get out of the habit ofthinking like a prisoner?” “Well first of you must began with faith, you have to believe in somethingbigger than yourself, but also faith in your fellow prisoner, faith in your country and faith in yourleadership. Secondly you need commitment, commitment to a set of rules and commitment to eachand every fellow prisoner. Thirdly, you must have a sense of pride, pride in yourself, pride in your unitand pride in your country and believe that someday you will return to your country a proud American.”Faith, commitment and pride.” he repeated. The he stated, “Those three words were more importantthan the rice that I ate and the water I drank.” I had lunch with Captain Plumb many yeears ago andover lunch, asked him this question. Realizing how important rice and water were to him, I asked, “Howcould “faith, commitment and pride” be more important than rice and water?” He thought for amoment and then stated, “Well, I needed the rice and water to keep me alive day to day, but it was“faith, commitment and pride” and the vision that I would someday leave that cell a proud Americanthat that got me through nearly six years of that torture and misery. Rice and water are tangible. Faithcommitment and pride intangible, yet what got Plumb through six years of that misery?

General Omar Bradley, one of the better generals of WWII once stated,

“Leadership is intangible and therefore no weapon ever designed canreplace it.”


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General George Patton, while often frustrating to his superiors due to his lack of political finessewas nonetheless a brilliant tactician and even this great warrior recognized the significance of the“intangible.”

“The secret of victory lies not wholly in knowledge. (Knowledge of tactics,weaponry, logistics and ground) It lurks, invisible in that intangiblevitalizing spark that is as evident as lightening in the warrior soul.”

One hears coaches speak to this constantly. If you will allow a sports analogy. There have beenquarterbacks in football over the years that have had remarkable physical skills. They were tall,had strong arms that would allow them to throw the “long ball” in a tight spiral that would makequarterback coaches “drool.” But they lacked the ability to walk into a huddle when a team wasdown points in the closing minutes of the fourth quarter, tell the ten members in that huddle thatthey were going to go down the field and score and convince and motivate them to do so. Conversely there were others, like Johnny Unitas who had none of those physical skills and threwpasses that were labeled “wounded ducks” for the way the passes wobbled when thrown, butUnitas had that “intangible vitalizing spark” that when he announced to the huddle, that they weregoing down the field, the members of the huddle not only believed it, but they were motivated to doso and felt privileged to do so with Unitas.

Do you recall the story of the women that worked in the GM factory during WWII. Those womenwere paid far less than their predecessors and successors but dramatically out produced them. How? The women had a cause they believed in and they were making those jeeps for the men theyloved. Conversely the men that worked in those factories were working for money. The womenworked for the intangible while the men worked for the tangible, yet the women far outproducedthem. The intangible can obviously be a great motivator, yet many will “blow it off as fluff.” Therice and water (tangible) kept Plumb alive day to day, but it was “faith commitment and pride”(intangible) that helped him survive six years of torture and depravation.


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CHAPTER 4HOW HAVE THESE DIFFERENCES BETWEEN MANAGEMENT AND LEADERSHIP

INFLUENCED THE LAW ENFORCEMENT FUNCTION

Why is it arguably we are more a nation of managers than leaders, our agencies made up more ofmanagers than leaders and why are our schools, even the better ones, more schools ofmanagement than leadership? Could it be that management, because of its tangible nature issimply easier to count, easier to teach and therefore easier to do?

Management is absolute. You have measurable goals. You either have accomplished that goal oryou haven’t. It’s that simple and that readily apparent. How do you measure the intangible such ascompassion, vision, integrity, courage, honor, nobility? How do you teach such things and yetsuch words are at the core of human and organizational survival. We are witnessing an implosionof companies on a level we have never witnessed in the history of this country solely due tounbridled greed by CEO’s, boards and stockholders that could never get beyond a balance sheet.Leadership so shallow , self serving and inept, that they have no guilt or shame of walking off withhundreds of millions of dollars after decisions they made, bankrupted their companies that leftshareholders and employees without earnings or jobs.

Why are we more a nation and profession of managers than leaders?That statement is not meant to be an indictment. We believe it is a statement of natural, predictableprogression. Let’s take a moment here and see if we can get a sense why our profession has beenso concerned with managing that we have often failed to lead.

Should you ever enroll in a public administration course, the following is a traditional explanationof the evolution of public sector management.

1900 - 1950 Political Model

1950 - 2016 Professional Model

2016 - 2050 ????????????????


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The era from 1900-1950 is often referred to as the era of the “political model.” The political modelwas dominant in government in cities, counties, states and even at the federal level. It was basedon who you knew. Pockets of this political model exist across the country as we speak. In somestates, if you get a new mayor, you get a new chief of police, even if the current chief is competentand doing a good job. But in the period 1900-1950 it was the dominant form of government. Now,how did it function? If you wanted a job as a police officer, you had better know somebody. If youwanted an assignment or wanted promoted, you had better know somebody. So, using ourmanagement leadership analogy, we would argue that this model was not very efficient. Why? Because people got appointed as police officers and firefighters that should never have been hired. They were either incapable of doing the job or morally and ethically unfit for the job. Roads gotpaved and traffic lights got placed in neighborhoods where they were not as critically neededbecause the people of a specific neighborhood knew somebody, while other neighborhoods didwithout because they were not politically connected to “city hall.” Therefore, continuing ouranalogy, we would argue that the political model is not very efficient, for the reasons stated andtherefore a poor “management model.” However, it could be effective for the same reason it wasn’tvery efficient, because it was based on “who you knew.” As an anecdotal example, a police officerof that era would often be walking a beat. He knew the store owners and the people of theneighborhood. It would not be unusual for that officer to put his arm around a young teenager andcounsel him. “You’ve been hanging around with Floyd, you? Well. Let me tell you about that kid. I’ve known him since he was just a baby. He’s no good. Never has been, never will be. He comesfrom a family of “no goods.” So I’m telling you, stay away from that kid!” Now will the young manstay away from Floyd? Hard to say until the officer tells the youngster, “Or I’ll tell yourgrandmother on you.” And the young lad’s grandmother is the one in his family that will “drop kickhim through the gold post of life” so he stays away from Floyd. The beat officer was ofteneffective. Now, how could he tell the youngster’s grandmother. Because he knew her and many ofthe parents and grandparents and store owners on his beat. This model could be very effective.However, we would hesitate to label the political model as a good “leadership model”, because itwas often horrifically corrupt and would breed and even encourage corruption.

We begin to see wholesale change in the political model as early as 1935. A reporter in a majormunicipality had been doing an investigative series on the corruption in government in that city, started his car one morning and it blew up. They were not only corrupt but inept, for he survivedthe blast. But he also knew he was on to something. His early reporting eventually lead to a majorscandal and the “professionalizing” of city government in that city. It was a trend around thiscountry that lead and ushered in the “professional model.” In an effort to not make this toosimplistic, this movement was accompanied by a clear need for government to become moreefficient following WWII. At the conclusion of the war, our cities around the country began growingexponentially. There was a need for our cities to not only overcome the concerns aroundcorruption, but also to become more efficient due to their growth. The need to become moreefficient coupled with the concerns over corruption coincide to embrace the professional model. The results in police agencies around the country was to give up the “foot beat” because thoseneighborhoods coopted and corrupted the officer. Split officers up, because when they worktogether, they scheme. Put them in patrol cars because then we can control their movements andhave control over them through the use of the radio and shoot them efficiently from call to call. Let’s also rotate shifts to keep them from becoming too familiar with those in their assigneddistricts. Let’s also rotate districts as well as shifts which will and further minimize familiarity. There are some agencies in this era who are still rotating shifts as often as every seven days due tothis change. Yet, the physiology research on such rotations and what it does to the individuals aswell as their respective families has been well documented for decades. This professional modelhad contributed mightily to the improvement of the public safety profession. It ushered inselection standards, education and training at a remarkable level and continues to do so. Theprofessional model reveres and embraces proficiency and therefore by our argument is anexcellent “management model.” It was role modeled by such programs as Dragnet and Sgt.


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Friday’s “Just the facts, Mam, just the facts. However, for all the good it has done it is often noteffective and therefore by our argument a poor “leadership model” and has contributed to thereason as to why we are so focused on managing, that we often fail to lead. Here is a classicexample.

A newly appointed chief of an agency of 60 officers serving a population of about 30,000 is gettinghis initial briefing from his captain of patrol. As he surveyed the different sectioned districts henoted that the captain had ignored one whole section of the town. The chief pointed to the sectorand asked the captain about the neighborhood. “Oh, we don’t go there anymore.” the captainresponded. “Why ?” the chief enquired, “Was it annexed.” “No, we just don’t go there anymore. The last time we went there, we had a riot, so we just never went back.” The chief, a thirdgeneration police officer was incredulous. He insisted that the captain of patrol take him to thatsection of town. He said they parked just off of a small bridge that spanned a creek in the center ofthe neighborhood. He saw a bunch of little gang bangers leaning against the bridge and as theelderly and young kids crossed the bridge to access a small corner store on the other side, theywould be shaken down for the money by the gang members. Recognizing the unmarked car, manyof the gang members looked at the chief and the captain as to say, “And what are you going to doabout it.? How could a police department literally abandon a whole section of the town to thecriminal element. It is here where we see the Achilles heel of the professional model. Theprofessional model is largely a management model that has done remarkable things to improve theproductivity, efficiency and accountability of our systems and our agencies. Such accountabilityand professionalism was sorely needed. However, for all the good it has done, the professionalmodel has also taken the face off our police officers and the face off our community members soneither one is seen as a human being and therefore does not have to be treated like a human. So,on the part of the community, the police officer does not have to be respected, obeyed orsupported and on the part of the police, the neighborhood can be abandoned to the criminal. Thisprofessional model values efficiency while often ignoring effectiveness and this fact is wreakinghavoc in major American cities across this naton.

The professional model is largely a management model that has done remarkable things toimprove the productivity, efficiency and accountability of our systems. Such accountability andprofessionalism was badly needed. However, as a result most of our problem solving looksprimarily at the efficiency and management side of what we do often at the expense of theeffectiveness of what we have done. John Kotter lays out a similar argument in his work thatdifferentiates between leadership and management.

“That which we call management is largely the product of the past 100 years, aresponse to one of the most significant developments of the twentieth century: theemergence of large numbers of complex organizations. Modern management wasinvented, in a sense to help new railroads, steel mills, auto companies (andincreasingly large police departments) achieve what legendary entrepreneurscreated for them. Good management brought a degree of order and consistency tokey dimensions like the quality and profitability of products. They createdmanagement to help keep a complex organization on time and on budget. That hasbeen and still is its primary function.”3Unfortunately, as we have witnessed all toofrequently in the last half century, they can produce order on dimensions asmeaningless as the typeface on executive memoranda.”4 (Or the disciplining ofofficers for wearing flag lapel pins on their uniforms to reflect their patriotism

3 John B. Kotter, A Force For Change: How Leadership Differs From Management, Chapter 1, Pg. 3, 4

4 John B. Kotter, A Force For Change: How Leadership Differs From Management, Chapter 1, Pg. 4


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following the September 11, 2001 terrorist attacks which actually occurred in amajor municipality in this country following the 9/11 attacks)

Kotter goes on to make the same argument about their differences, their importance as skills andthe impact when we fail to do both well with an emphasis in the private sector.

“Taken together, all these differences in function and form create the potential forconflict. Strong leadership for example, can disrupt an orderly planning system andundermine the management hierarchy, while strong management can discouragethe risk taking and the enthusiasm needed for leadership. Examples of suchconflict have been reported many times over the years, usually between individualswho personify only one of the two sets of processes: pure managers fighting it outwith pure leaders. But despite the potential for conflict, the only logical conclusionis that both are needed if the organization is to prosper. Indeed, any combinationother than strong management and strong leadership has the potential forproducing highly unsatisfactory results. Strong management without muchleadership can turn bureaucratic and stifling, producing order for orders sake,producing a firm that is somewhat rigid, not very innovative and thus incapable ofdealing with important changes. Strong leadership without much management canproduce change for change sake.”5

John Kotter’s Definition of Leadership and Management

Now that I have made you suffer through my delineation of leadership and management let meshare with John Kotter’s definitions of each which are very succinct and nicely done.

John Kotter, in his book A Force For Change: How Leadership Differs From Management quantifiesthe differences between management and leadership differently and in more simple and directterms and does so very well.

LEADERSHIP ACCORDING TO KOTTER

1. Establishing direction through __________________.

2. Aligning _____________: creating ______________ to ______________

the ______________.

6. _____________________, ____________________ - tapping

into________________ _____________ _____________ _______________

and __________________

5John P. Kotter, A Force For Change: How Leadership Differs From Management, Ch. 1, Pg., 8


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MANAGEMENT ACCORDING TO KOTTER

3. Planning, budgeting _________ ___________ _______________.

4. _______________________ and ______________________.

5. _______________________ and _________________ _________________.

Kotter then suggests that there is a direct result when we over manage or overlead.

RESULTS OF OVER MANAGING RESULTS OF OVER LEADING

Short term focus No short term planningNo risk taking No budgetingSpecialization Lacks specializationEmphasis on control Lacks structureCompliance to rules Lacks rulesLittle inspiration Lacks disciplineLacks vision Misses deadlines

Out of controlCan become cult like

The Developmental Cycle


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Iowa StudiesLooked at leadership styles and their impact on groups.

1. Democratic Style - participation, supportive 2. Autocratic Style -dictatorial, directive3. Laissez Faire - little or no direction given

Note the impact of style on the group. Democratic or participatory worked better over the longterm while the autocratic style worked better over the short-term. However, over the long term theautocratic style resulted in aggression and hostility and in time the group became subdued andapathetic. (over supervision or micro-management)

PERFORMANCE

TIME


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JOHN KOTTER’S SURVEY OF LEADERSHIP AND MANAGEMENT SKILLS IN PRIVATE ORGANIZATIONS


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THE RELATIONSHIP OF LEADERSHIP AND MANAGEMENTTO ORGANIZATIONAL DEVELOPMENT


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CHAPTER 5THE FOUR DIMENSIONS OF LEADERSHIP AND MANAGEMENT IN THE DECISION

MAKING PROCESS AND THE EVOLUTION OF THE LEADERSHIP TEST©: ASOLUTION TO THE LEADERSHIP MANAGEMENT DILEMMA

After my experience with Tom Osborne, I wondered If we could capitalize on the thinking of bothDrucker and Bennis to develop a tool; a tool that could be used as both a leader and manager inthe process of making decisions for both personnel as well as tactical and operational issues. Inother words, a tool that would improve the quality of our decision making and would assist us toconsider both sides of the leadership - management ledger in the decision making process.Because, arguably, leadership and management start with good decision making.

You Exist Within Four Dimensions When Functioning In Your Management - Leadership Role.I am now going to make an argument that you constantly exist within four dimensions whenfunctioning within your leadership/management decision making role. You cannot deny thesedimensions nor can you escape or ignore these dimensions. Oh, you can deny them, you canignore them, but if you deny them, if you do ignore them you may not totally fail, but you will neverget an organization, a team or a family to reach its full potential. And that is your role, to help themto the point where they don’t need you anymore.

Recognizing the existence of these four dimensions, and after some years of thought, teaching,discussion and practice, we developed what we often refer to as The Leadership Test©.

Am I doing the right thing,At the right timeIn the right way

And for the right reason?©

This test forces our decision making to both sides of the ledger so we consider both leadership aswell as management issues hopefully increasing the quality of our decision making both as amanager and a leader.

Doing the right thing, deals with intangible values, timing is an issue related to both leadership andmanagement, in the right way will require us to look at our knowledge of procedure and protocolrequired within our work as well as pull from us human relations skills while considering thereason we do things will address ethical issues and preclude possible self serving rationalizingthat we all do as human beings. And while the fourth question was created primarily as a means tofocus on ethical issues, after time and thought, we realized why it so significant. The reasons thata leader does things greatly impacts the motivation of our people. When a leader makes decisionsthat are simply selfish and self serving, it will kill off the motivation of our people and dim the lightin their eyes. When we know our leader’s heart and intentions are pure, we will extend grace andforgive, even when the leader sometimes does the wrong thing.

To pass The Leadership Test© you must get a “yes” to all four questions. One “no, we wouldargue, you need to reconsider your decision.

The four critical dimensions

Values - The First Dimension: Are we doing the right thing?When we ask the question, “What is the right thing to do?” immediately the question that comes tomind, “What I think is right and you think is right can be two separate things.” Exactly! Can wenow see why it is imperative that leadership be value and belief driven. We spend a good eight


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hours in our leadership classes discussing values and belief systems because they are criticallyimportant to any individual and organization for their long term growth and improvement. It isbeliefs that become the parameters by which we make our decisions. The decision forChamberlain to come off of Little Round Top was decided long before he ever arrived at LittleRound Top in Gettysburg. How you define your role as leader, what you believe about your people,what you believe about your profession will be the determination for the decisions that you willmake as a leader. I long ago recognized that we can teach constitutional law until it comes out anofficer’s ears (and we should) but if an officer does not believe in the sanctity of what he/she does,if they do not believe in the honor and nobility of what they do, then when tempted they will violatethe very oath that they swore to uphold, because they are human.

The Second Dimension: At the right time?

“Observe due measure for right timing is in all things the most important factor” Hesiod

I don’t know if I would fully agree with Hesiod, the Greek poet, that timing is the most importantfactor in The Leadership Test©. However, I would argue that timing is critical to every aspect of life.Timing in sport, investment, relationships, job opportunities, promotions, families; there is not anaspect in life that timing does not effect. Google the word and you will find quotes that are thefocus of novels, movies, poetry, philosophy as well as Biblical references.

I was never much of an athlete, even though I enjoyed sport, but name the sport that doesn’trequire timing; baseball, hand eye coordination, basketball, tennis, boxing. I never boxed much,but I had a corporal when I went through my basic police class that was a golden glovesheavyweight champion and so everyone learned a bit about boxing. I learned from him that whilehitting hard counts for something hitting with timing, getting your whole upper body and legs intoa punch was just as important. I hit one of my classmates in a three round bout just once, nothard, but with great timing and watched his legs buckle. When I was in the service, we had a kid inour platoon named Mayfield. He was from inner city Philly. Picture a kid that looks like a bowlingpin; little head, kind of narrow shoulders, big hips and legs. Didn’t look much like a boxer, butsome of the fastest hands, I’d ever seen. When we were in Vieques, the Navy decided to havesome boxing “smokers.” Now who in the Navy are the studs? The Navy Seals of course. Thethrow their heavyweight in the ring, 240 pounds with a six pack for a stomach and we Marinesthrew in Mayfield, the bowling pin. The sailors were digging deep in their pockets and throwingnext month’s pay into the ring. Mayfield dropped him like a rock in the first 40 seconds of the firstround. Timing! But timing in all aspects of life is important. How many jobs did you reconsiderbecause the timing wasn’t right, promotions, marriage, relationships starting a family? It is thesame with leadership.

Let’s bring timing a little closer to home; the day after the tragedy of Waco, the burning of thecompound. Many of us watched in horror on live TV, realizing that there were innocent children inthe building and subsequently, the most horrific loss of innocent life in the history of lawenforcement in this country. The day after the burning of the compound, Janet Reno stood up infront of the world, in what I thought was one of the most courageous things I have ever seen anadministrator do, and took responsibility. I have heard people in law enforcement criticize her fordoing so. Yet if you go back and look you will find that the next day, at least in my Indiana papers,the story went to page 26, concerning the hearings to determine what went wrong, so hopefullysuch a tragedy could be averted in the future. How important is timing? What if Janet Reno hadwaited nine or tenths months later to acknowledge her responsibility. We would have seen her assimply testing the waters and then playing politics. Conversely, following the New Orleanshurricane debacle, all we saw from most governmental entities was finger pointing and blaming. Any acceptance of responsibility in the future by any of those in positions of authority will be little


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noticed. They missed their opportunity because of the timing.

Timing is critical to leadership. You can do the right thing at the wrong time and it will not havenear the impact.

The Third Dimension: In the Right Way?When a leader/manager ask the question, “In the Right way?” it will pull out two critical behaviors;the first is human relation skills and the second is the leader’s/manager’s knowledge ofprocedures.

You can do the right thing, at the right time but in the wrong way and fail in your leadership role. The more I have thought about and worked with The Leadership Test© I realize how important theway we do things as a leader is. How many times have you taken a complaint from a citizen on the“way” they were treated by a police officer?

I have a good friend who grew up in New York City. His father worked for NYPD as did six of hisuncles and his grandfather. His father eventually retired and moved to North Carolina. Any culturaldifference between New York City and a municipality in North Carolina? He said his first two orthree traffic stops sounded like this, “Driver’s license, registration and no lip!” Now it wasn’t whathe was trying to do, but the way he was doing it. Now he is a very bright man and by his fourthtraffic stop, he sounded more like this, “How y’all doing? Where y’all from? Now head’n throughtown a might fast, weren’t you? Great officers have always known it is not just what you do, butalso the way you do it. Making a notification to a next of kin is important, but just as important isthe way the officer does it, hopefully with sensitivity, compassion and patience.

Mayor Giuliani’s manner immediately following the September 11th attacks turned out to not only becritical to his city’s response to the tragedy, but also set a tone for our national response as well. He was calm, patient, compassionate, resolved and well-spoken. The way he handled that crisiscomplimented so much of what he did as well. Even his traditional political detractors concededthat he did a remarkable job.

Of the four dimensions of The Leadership Test©, this is the one we find that is the source ofdifficulty for the officer and criticism from co-workers or the general public. If there is oneconsistent criticism I have heard from the public of law enforcement over the years, it is phraseslike, “The officer was rude, abrupt and didn’t care.” The “don’t care” criticism especially stings. We care deeply or you don’t do what we do. But the point is, can we come off looking like we don’tcare? I actually read an article in the newspaper about an officer that left the notification of next ofkin on an answering machine. Another where the officer left the notification note on the door. Suchactions can certainly give the appearance, that we don’t care.

Some Hard Data To prove the PointMany of you because of your college, FBINA or professional sessions are familiar with the DISC®.We have used the DISC® for nearly 30 years in our leadership sessions. It is a marvelous tool thatcan be used in both one’s professional as well as personal life. We have done over 1,000 classeswith public safety personnel over the years. We collect the date from each class so we can see theprofile of the attendees. In all but 19 of those classes, so that would be 98%, the classes are HighD/C classes or High C/D. If you recall, D’s and C’s are task driven and I’s and S’s are people driven.We are some of the most task driven human beings God ever created on this earth and as a resultare absolutely remarkable in crisis, when properly prepared and equipped, the shootings in in 2016inSan Bernardino, Colorado Springs and Dallas are a perfect example, but we are in the peoplebusiness.


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Data From Our Past DISC® Classes

Improving our officer’s people skills in every facet of our training from our basic sessions, roll calland in-service is absolutely essential to the current and future police agency. High “D’s” will blowthat off as fluff, but I will argue that some of the greatest cops I have ever worked with were theones who could TALK themselves into and out of any given situation. You will learn that early, as Idid in Alaska, when my closest back up was 120 miles away over icy winter roads.

We use the DISC® in our sessions because it not only gives us insight into our individualpersonality but also into the police culture but it also becomes a supervisory tool to help us in ourleadership roles to be able to coach the behaviors we desire in our officers. I could say to theofficer who is familiar with the DISC® as they went out the door to make the notification to next ofkin, “Get your “D” down and your “S” up and in essence I have told them, “Take your time, bepatient, treat them like family, console and most importantly listen.” Even High “D’s” can do thatfor shot periods of time.

The Fourth Dimension: For the right reason?

As I mentioned earlier, this dimension was added to The Leadership Test© as an ethical measure,but over time I realized how significant this measure was to the leader’s performance because ofthe impact it has on the motivation of the leader’s team or unit. And while I hesitate to weight any ofthese dimensions in importance it may be here that I pause and reconsider.

People get married for the wrong reasons, have children for the wrong reasons, (to please amother or father sometimes in both cases) take promotions for the wrong reasons (just for the pay


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“The “reasons” you do things in your leadership role is about the centerof your soul. It is who you are and how and why you are followed and itwill be unveiled, revealed and exposed in the critical moments.”

“It is important to your people that they know their leader’s heart is pure;that your heart holds no guile. Especially in the “cop” world. No one willread a leader’s heart quicker or with more discernment than a cop whoselife is spent working with a client base who thrives in a world of trickeryand deceit. Your officers and your people will ferret out the impurity ofyour heart and reject it with disdain and they will do so before you finishthe sentence or before they have read the entire memo. No amount ofrank, position or title will shield a leader from the rejection that will bedirected toward them as a result of the impurity of their heart.”

Bill Westfall

increase) all of which will impact the long term motivation of the married couple, the children, thefamily and the individual who takes the promotion and those that work directly for the moneydriven leader. A leader can do the right thing, at the right time, in the right way but for the wrongreason and not have near the impact. The reason you do something as a leader will greatlyinfluence the motivation of the people involved. People and leaders that make decisions that aresimply self-serving will kill off motivation in that team. If a leader of a sales team wants you toincrease your sales simply to pad their pocket and the sales team knows that, it will kill off initiativeand drive among those team members. I can speak to personal experience when Pat Gallagher andI worked for the manager who was solely concerned about his quarterly bonus and not about theclient or the quality of the product.

The significance of “the reasons we do things”

I am a Vietnam Veteran. The reason I had no hesitation to serve in that war is very simple. It issimply what I had seen my family members do. My uncle was severely wounded and almost died ofa abdominal would from a sniper at Iwo Jima, during The Second World War. My cousin waswounded three times in Korea foregoing three separate purple hearts for his wounds were minorcompared to my uncle’s abdominal wound. My generation of young men believed that militaryservice was an obligation and privilege, for we had seen a previous generation serve withdedication, distinction and honor. Few eighteen year olds are sophisticated enough to judge thepolitical aspects of the wars they fight. We simply did what we thought the honorable weresupposed to do. I served early in the war and returned home in 1966. Even in that era, theresponse to my return created confusion and caught me off guard. While I never had anyone spiton me, it was confusing to me and my generation to return from a war and hear remarks of derisionand rejection sometimes from close friends and even family. None of us expected or wantedanything special, but we could not understand why the country ignored and rejected us for doingwhat we thought was our sacred responsibility and duty.

Karl Marlantes, I believe may well become the spokesperson and noted author for my generation ofVietnam Veterans. He is a graduate of Yale University and was a Rhodes Scholar at OxfordUniversity. Marlantes gave up his Rhodes Scholarship and volunteered to serve in the Vietnam


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War; an unheard of career course for an ivy league, Rhodes Scholar. He served as a Marine inVietnam, where he was awarded the Navy Cross, the Bronze Star, two Navy Commendation medalsfor valor, two Purple Hearts, and ten Air Medals.

He is the author of the best-selling and prize-winning novel Matterhorn and What It Is Like To Go ToWar. In the latter he recounts an experience following his return. He was suffering remorse. Notthat he fought but for taking the life of a young North Vietnamese soldier. When he won his NavyCross, his platoon took a hill and on that hill he had taken the life of that soldier, who, in time herecognized was someone’s son, a husband and a father. He took the young man’s life knowing if hedid not he would lose his own.

He lived in California and recounts sharing his experience in a group therapy session. Maybe notthe wisest choice, Sadly, they dismissed him, I sensed demeaned him and left him to work out hisanguish and the doubt and guilt he was feeling on his own. Not long afterward, he was at arestaurant while on a business trip and happened to look across the dining room and recognizedDr. Joseph Campbell, author of a number of books that deal with “the heroic path.” Maybe hismost noted work is The Power of Myth. Marlantes was familiar with Campbell’s work and risked anintroduction and offered to buy Campbell a beer. Campbell’s response, “I’m an Irishman, what doyou think?” Over dinner and a few more beers, Marlantes finally worked up the courage to share thestory of the young Vietnamese with Campbell. Campbell’s response was epic.

Campbell said, “Look you just found yourself on one side of a world of opposites. Don’t you seethe other guy’s fate put him on the opposite side from you. Now what you had to do was fill outyour side of the bargain with a noble heart.”

The question then is, “What was the way that you conducted yourself on this field of opposites?Did you intend right?

Marlantes writes, “My eyes teared. I could only nod my head in assent.”

He then dismissed my concerns with a wave of his hand and said.............Absolution!”

Absolution!, Absolution........When I read of Marlantes’ experience with Campbell, my respect forCampbell and his work increased exponentially. With a wave of Campbell’s hand Marlantes wasgranted absolution and he chased a lot of devil’s from my head as well. We may have fought in avery unpopular war, but I can tell you as a warrior generation, inspired by the unselfishness andblood sacrifice of our fathers, our uncles and our cousins, our hearts were pure. There is a scene inthe movie Forrest Gump, where he reviews the young men in his platoon while on patrol andconcludes, “I think some of the finest young men of my generation fought in that war.” It took until1994 before someone had the courage to declare that fact to a popular audience and Forrest coulddo so because he was inoffensive and may I add, his character’s heart was so pure.

While the example I use here may be more meaningful to me than most because of my personalexperiences, the power of Campbell’s statement made me realize why the reasons for doing thingsin our leadership role is so significant.


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The “reasons” you do things in your leadership role is about the center of your soul. It is who youare and how and why you are followed and it will be unveiled, revealed and exposed in the criticalmoments.”Let me repeat, it is important to your people that they know their leader’s heart is pure; that yourheart holds no guile. Especially in the “cop” world. No one will read a leader’s heart quicker orwith more discernment than a cop whose life is spent working with a client base who thrives in aworld of trickery and deceit. Your officers and your people will ferret out the impurity of your heartand reject it with disdain and they will do so before you finish the sentence or before they haveread the entire memo. No amount of rank or position or title will shield a leader from the rejectionthat will be directed toward them as a result of the impurity of their heart.”

Conclusion: The Four Dimensions and The Leadership Test© We believe that we constantly exist within these four dimensions and they are related to everydecision we make throughout the day regardless of the magnitude. We believe that every decisionyou make can be examined through The Leadership Test©. And every decision you make can beconsidered in the aftermath using The Leadership Test© to improve subsequent performance. “Iwas trying to do the right thjing..............my timing was good............but it was the way I did it thatcreated the problem because I know I did what I did for the right reasons, so next time I will goabout that in a different way. We might also add that from our experience in the law enforcement field, invariably our officers aretrying to do the right thing, at the right time and for the right reasons. What invariably creates theproblem is in the human relations dimension....the right way. The Leadership Test© can be used asa tool for supervisors to coach their people. “Let’s talk about the next time this situation occurs,what is the way you might approach the person or circumstance to produce a different outcome.” The Leadership Test© can be used to improve the quality of our decision making as both a leaderand a manager. By asking those four questions, the “Test”, will pull out of the leader their valueand belief system as well as force them to look at procedures and the manner in which they willdeal with their people. It becomes a “Macro Tool” placed over the decision making process toimprove the quality of the decision and also place the leader in a position to defend, withconfidence, the decision they made, when second guessed which invariably they will be, especiallyin times of tense, uncertain, rapidly evolving crisis.

Failing The Leadership Test©. Bill Clinton is a brilliant politician whether you like his politics or not. He is also very bright, buthow many times did he fail his presidency because he so often failed to do the right thing, at theright time, in the right way and for the right reason?When accused of wrong doing with a young intern, he put his finger in our faces and did thewrong thing (lied) at the right time in the wrong way (arrogantly denying any wrong doing) and forthe wrong reason. (I’m sure he would say to protect his family and presidency. Personally, I sensedit was to protect Bill Clinton. He flunks the test.Nine months later, he does the right thing, (admits his wrong doing), at the wrong time, (ninemonths too late), in the wrong way, (spends most of his time during the admission attacking KenStarr, ( He has every right to attack Ken Starr, should he wish, but not then.) for the wrong reasons.(The next day he was testifying before a grand jury, and if lies there, he will go to jail as a convictedfelon.)Now in all fairness to Clinton, is he the first politician to do such a thing? Hardly, and he won’t bethe last. I truly believe that when he was first accused of the wrong doing, if he had acknowledgedthe wrong doing (right thing) , in a timely manner (at the right time, apologized to his God, his


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family, the young woman and her family and done so sincerely (in the right way)), assuring us thathe had learned a valuable life lesson and will not repeat such incidents, (for the right reasons) Ibelieve that the late night talk show hosts would have taken him apart for about two weeks andthen most of this nation would have said to Ken Starr and the Republican Party, “Sit down, stopfinger pointing, stop spending our money and let’s get on with our lives. If you want proof, I offeras evidence the former governor of New York, Eliot Spitzer. Arguably, what Spitzer did was worsein that it was a criminal incident across state lines. He quickly confessed his wrong doing at atimely press conference, asked forgiveness of his God, his wife, family, friends and constituents,asked that his primacy be respected and exited stage left, taking no questions. Within a week heresigned his office, which he wisely needed to do, and the incident disappeared out of the mediaand he ultimately was not prosecuted.

ConclusionSo we would argue that management and leadership skill are not synonymous; they are distinctlydifferent skill sets. The manager functions in a very tangible world while the leader functions in avery intangible world.

The managers world is easy to measure while the leaders world, because of its intangible nature isvery difficult to measure. But because we are human beings we require some means ofmeasurement. If you can’t measure it, you can’t see it; apply it, work with it. That is partially thepurpose of the Leadership Test©. And while it is not a perfect tool or the answer to leadership, itwill improve the quality of our decision making in our work-a-day world. That is its intended use. Itis a macro tool that we can lay over the decision making process to improve both the managementand leadership aspects of the decision making process.

The Leadership Test© asks:

Am I doing the right thing,At the right timeIn the right way

And for the right reason?

If a leader can answer yes to all four of these components of the leadership test then the quality oftheir decision will most likely be bettered as both a manger and a leader.

Practice The Leadership Test The Way You Practice Boyd’s OODA LoopWhy do we mention the OODA Loop at this juncture? If you are familiar with the work of ColonelJohn Boyd, you are familiar with the “OODA Loop.” Boyd, an Air Force fighter pilot developed the“Loop” as a way of teaching fighter pilots to adjust quickly during fighter tactics. The OODA is anacronym for Observe, Orient, Decide and Act. Boyd understood that is the process the mind goesthrough during tactics and if he could get inside the OODA Loop of his opponent, he could defeathim. The OODA Loop evolved into a whole new way of thinking strategically and tactically for themilitary. It was the basis for the tactics that were used against Iraq in the 1992 war that sodevastated a very capable and battle tried Iraqi Army.


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Boyd taught his fighter pilots to utilize the OODA Loop through repetition after repetition. You canimagine the speed at which a pilot must react to changing circumstances, but Boyd knew that withenough repetition a pilot would, as the martial artist would say, “Rep it until you forget it.” Until itbecame a part of your second nature, until you owned it. We would argue the same for Theleadership Test©. You use it consciously, you rep it until it simply becomes second nature. If afighter pilot can be taught to do that, then certainly a law enforcement supervisor and leader coulddo the same with The Leadership Test©.

I would hesitate to put The Leadership Test© on the same intellectual plane as Boyd’s OODA Loop,however, I would argue that THE LEADERSHIP TEST© IS TO LEADERSHIP AND MANAGEMENT WHAT THE OODA LOOP IS TO TACTICS AND STRATEGY. The Leadership Test is most likely toohumble and too simplistic to be recognized as a “grand theory” of leadership. However, it has asimplistic elegance coupled with an extensive domain of applicability to both daily personneldecisions as well as tactical and operational issues. That applicability derives from the fact that itcontains core insights into the decision making dimensions of both the leader and manager role;insights that should not be ignored, dismissed or underutilized by critical thinking practitioners andincident commanders.


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In 1938 Douglas Southall Freeman, was a Pulitzer Prize winner of biographiesof both George Washington and Robert E. Lee. It was believed he knew moreabout Lee than any living man. In 1938, he was asked to address our warcolleges in anticipation of this country going to war. They asked him tofocus on this one question, “Why was The Army of Northern Virginia, thoughinvariably outnumbered and out supplied, so effective in battle? In hisresponse he made several arguments about Lee in particular and hisleadership capabilities but he also posed this question, “I wonder if therewere ever great morale without a great commander?” He would not answerhis own question.

“As Lee rode down that muddy Appomattox road to surrender his army inApril of 1865, many of his men came out to the road and inquired if it was hisintent to surrender. The men were barefoot, had no food and most had noammunition. When he indicated that it was, many begged him not to. Regardless of what one may think about that army, there is a great lessonhere. The body of that army was dead, it could no longer fight, but how wasits fighting spirit?”

“I wonder if there were ever great morale without a great commander?” And while Freeman would not answer that question in 1938, in light of whatwe understand today about the leadership role, we would argue that we cananswer that question today. “No!” Great leaders, great commanders havealways nurtured morale or spirit in their organizations. And that is as true in2016 as it was in 1865. If you have a morale problem, you have a leadershipproblem.

CHAPTER 6THE SIGNIFICANCE OF WHY YOU MUST UNDERSTAND THE DIFFERENCE BETWEEN

LEADERSHIP AND MANAGEMENT

Leadership and Management Impact Separate Things in the OrganizationArguably leadership and management impact separate things in the organization. So what domanagement and leadership impact? Max DePree, in his book, Leadership Is an Art, argues thatorganizations are like people, a company or department has a body and a spirit. We would agreewith that statement and then give it application to the manager’s and leader’s role. If you recall in anearlier chapter we fleshed out and attempted to describe the leader’s role and the"managers role.When I was doing that work some years ago, I had just read DePree’s book and it struck me as anobvious application to management and leadership as we had defined them. Managers take care ofthe “body” of the organization while leaders nurture the “spirit or morale” of the organization andthe great ones do both.

MANAGEMENT LEADERSHIPNurtures the body of the organization Nurtures the spirit/morale of the organizationDoes the thing right Does the right thing


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Count it, but it doesn't always count Can't count it but it always countsReferee CheerleaderDirects CoachesWhat you do How you do itPronounces FacilitatesResponsible ResponsiveHas a view on the mission Has a vision of the missionViews the world from within Views the world from withoutChateau leadership Front-line leadershipWhat you say How you say itNo gut stake in the enterprise A gut stake in the enterprisePreserving life Passion for lifeManages missions Manages missions with meaningDriven by constraints Driven by goalsLooks for things done wrong Looks for things done rightRuns a cost center Runs an effort centerQuantitative QualitativeInitiates programs Initiates an ongoing processDevelops programs Develops peopleConcerned with programs Concerned with peopleConcerned with efficiency Concerned with efficacySometimes plays the hero Plays the hero no more

History bears examples of that very statement. During the Second WorldWar, George Patton’s Third Army, had created a huge bulge in the Alliedline exposing flanks that would not otherwise be there. Montgomery, theBritish General, went to Eisenhower and complained that Patton wasendangering the Allied offensive given that winter months were setting inand Patton would be vulnerable to counter attack. While his argument hassome tactical merit, it would not be a valid argument for Patton’s ThirdArmy. They were too well disciplined and too well drilled. Montgomery’ssuggestion was that Patton should be required to pull back, give up theground they had fought so hard for. That suggestion would have requiredPatton give up miles of ground that he would have to re-take the followingspring. Now, put yourself in the place of one of Patton’s soldiers. What ifyour commander came up to you in that situation and said, “Nice job guys,but I tell you what we are going to move back about fifty or sixty miles andnext spring we’ll pick up and do this all over again? What would that

destroy in you the individual fighting man? I know your answer, morale or fighting spirit. The verything that takes soldiers to higher levels of performance in battle. “What Patton called “thatintangible vitalizing spark that is as evident as lightening in the warrior soul.”


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Patton’s initial response was to tell Montgomery to get up there with him and then they wouldn’thave the problem anymore. However, Eisenhower also knew that Montgomery had a valid point. Heasked Patton to respond by providing arguments of why he should be allowed to stay given the re-supply problem and the exposed flanks. In his response, Patton provided six paragraphs that dealtwith logistics, management issues or the “body” of the army. The seventh paragraph stated thefollowing:

“The American soldier’s psychology must be considered. Although it cannot be evaluated(because it’s intangible and difficult to measure), it would probably be seriously affected by avoluntary withdrawal. The American soldier has tried with all of his skill and heart to gain theground now in our hands. To give it up, might be catastrophic both from a psychological andmilitary point of view. Third Army troops know and understand the attack, they do not know andunderstand retreat or general withdrawal.”

Patton had figured it out, as the great ones do. There is a distinctive difference between leadershipand management and the best equipped and supplied army in the world is worthless withoutfighting spirit. The first six paragraphs dealt with the management issues of logistics and supply,but the last paragraph dealt with the so important leadership issue of fighting “spirit.”

A classic example of this is the settlement of frivolous suit made against the well intended policeofficer. Frivolous suit kills the morale or spirit of the police officer involved and of the agency. Nowwatch how deeply integrated management is with leadership. The settlement of frivolous suitimpacts very tangible things like productivity, as well as intangible such as attitude, commitmentand feelings about the job. Each is critical to officer performance. The argument to settle frivoloussuit solely on the basis of saving money is looking at only the management side of the issue andignoring the leadership responsibility. Those recommendations are normally made by well intendedaccountants and attorneys who have been to schools of management and law, but who have verylittle understanding of the leadership responsibility. Leadership is rarely taught at either school andsometimes good legal advice is very poor leadership advice.We can apply Patton’s statement to the attempt to settle the frivolous suit.

“You see in the settlement of frivolous suit, our police officer’s psychology must beconsidered here. Although it cannot be evaluated (because its intangible anddifficult to measure), it would probably be seriously affected by a settlement of whatis a frivolous suit. Our officer has tried with all of his skill and heart to protect thepublic in this incident. They did not set out to do any intentional harm. To settle thissuit, might be catastrophic both from a psychological and policing point of view. Our officers know and understand the arresting those that would do harm, they donot know and understand settlement of a frivolous suit and payment of publicmonies to a convicted felon, when there has been no wrongdoing. So let’s sit backdown and see if we can’t find a better solution.”

Over the short term, because of its impact on the morale of police officers, settlement of thefrivolous suit, can be very costly in the sense of commitment, attitude and feelings of the officerabout their work, their agency and their community. The costs are arguably far greater inproductivity and quality work dollars than settlement in frivolous dollars


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Over the long term, settlement of the frivolous suit is costly because of the message it gives toplaintiff’s counsel about the willingness to settle such suits thus, in most cases, ensuring theincrease of frivolous suits. But ultimately the settlement of nuisance suits is a betrayal of theleadership responsibility. It simply fails the Leadership Test. It is the wrong thing, at the wrongtime, the wrong way and for the wrong reason. And we need to say to counsel, “You see counselorit’s not simple at all. It is very complex and it is arguably a matter of the leadership of liability notjust the management of liability.”

ConclusionWhen we fail to pass the Leadership Test©, we undermine the spirit and morale of our officers andagencies which results in what we call “The Death of the Police Spirit”.

The Death Of The Police Spirit“We have observed that our officers often suffer the death of the police spiritwhich is brought on by their courage and their commitment on the one hand

but their utter sense of futility on the other.”

Three Laws of Human Spirit 1. Human spirit is remarkable. If you don’t believe that simply look to history, your ownranks and those you consider heroic. 2. This world will try and rip human spirit out of your very soul. 3. The world can’t. Nothing can take it from you. You will have to make someconscious decision to give it up.

My admonition to you is, don’t let that happen to yourself or your people. That is your obligation asa leader. You will do that by simply passing The Leadership Test© of doing the right thing, at theright time, in the right way and for the right reason.


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APPENDIX 1POWER POINT SECTION


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APPENDIX 2RECOMMENDED BIBLIOGRAPHY

"If you cannot read all your books, at any rate handle, or, as it were, fondle them--peer intothem, let them fall open where they will, read from the first sentence that arrests the eye,set them back on their shelves with your own hands, arrange them on your own plan sothat if you do not know what is in them, you will at least know where they are. Let them

be your friends; let them at any rate be your acquaintances."

Sir Winston Spencer Churchill


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APPENDIX 2WHAT TO READ IF YOU WANT TO LEAD

compiled by:Bill Westfall, President

The following reading list should not be considered an all inclusive list for thoseinterested in leadership, management and human performance. However, we will saythat every book here has been helpful to the author to provide guidance in his own livesas practitioners and in their roles as teacher’s and facilitators.

Do not be concerned about dates on certain publications, some of which will go back formore that one hundred years. Many of the texts are classics that provided a piece of thepuzzle in the understanding of leadership and management. Some authors, such asPeter Drucker or Warren Bennis have been prolific in their writing and insight aboutleadership, so certain texts have been selected because of their relevance and insight.

Please note that the bibliography is arranged by chapter containing the books that will beused as reference for that specific chapter. That is then followed by a bibliography ofbooks that are recommended as insightful as it relates to leadership, management,supervision and human performance. We have provided a sentence or two or paragraphabout each book. The description will give the reader some sense of the book’s content. Some will be more interesting than others, depending on the reader’s own developmentand interests. We hope you will find some that will be helpful to you as well.

------------------------------------------------------------------------------------------------------IntroductionShaara, Michael, Killer Angels, Random House Publishing, NY, NY, 1974

With more than three million copies in print, this Pulitzer Prize winning interpretation ofthe Battle of Gettysburg has become one of the most popular of its kind. The authorobviously loved this period of history and was taken with the powerful personalities ofthe time. His insights into Chamberlain of the 20th Maine, Lee, Jackson as well as theindividual fighting soldier are evident at every turn of the page. A great introduction forthose that believe that history is just, “born here, signed that, died here. He makes usrealize, as Ambrose reminds us, that within the word history is the word “story”. If youenjoy Shaara’s Killer Angels, then let us also recommend his son’s God’s and Generalsand The Last Full Measure, prequels and sequels to his father’s book. Jeff Shaara writeswith the same passion and insights as his father.


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Trulock, Alice Rains, In The Hands Of Providence, 1992, The University of North CarolinaPressI’m not sure that the definitive biography of Chamberlain has yet been written, but this iscertainly a work that is well researched and certainly gives insight into the remarkablygifted man that Chamberlain was. He was, with out a doubt one of the robust figures ofthe war that along with so many others made unparalleled contributions to thepreservation of this country. If you like this era of history and are interested inChamberlain, you will enjoy this work.

Chapter - 1 Foundational Blocks

Collins, Jim, Good to Great: Why some Companies Make The Leap And Others Don’t,Harper Business, Harper Collins Publishers, Inc., New York, NY, 2001

About every twenty years a major work comes along that will have great impact on the waythe business, political and military world thinks about management and leadership. Collins work in Good to Great and Collins and Jerry Porras’s work in Built to Last are twosuch works. It is rare to see the discipline by which Collins, et. al, rigorously appliedtheir research. We mention these works in the introduction for we will quote and makereference to Collins et., al., throughout our presentation.

Trying to explain what allows a good company to become great through common practice,instead of simply approaching that question with a theory that might carry inherent bias,they looked at 1,435 companies trading publically and found 11 that met their stringentcriteria of “good to great”. As a reference, if you had invested $1.00 in the market in 1965you would have earned a 56.00 return over the period of study. If you had invested intheir 11 companies for the same period you would have earned $457.00.

Their findings flew in the face of conventional wisdom about successful corporateleadership:

! Larger than life celebrity CEO’s who ride in from the outside are negatively correlatedwith taking a company from “good to great.” In fact, without exception the CEOswho took the companies from “ good to great “ were unassuming, humble, self-effacing leaders.

! No correlation between executive compensation and the process of going from“good to great.”

! These companies focused on what to do, but also on what not to do, discipliningthemselves to strip from their “to do’s” anything that took energy from their primaryfocus.


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! Technology accelerated but did not cause the transformation.

This book and Collin’s and Porras’s Built To Last , are a proscription for taking a companyor a police or sheriff’s department from ‘good to great”. Coupled with Built To Last, theyprovide guidance for leadership that wants to leave a lasting legacy.

Collins, Jim, Porras, Jerry I., Built To Last, Harper Business, Harper Collins Publishers,Inc., New York, NY, 2001

One of the two books that one must read if you lead and manage in the 21st Century. Theother being “Good to Great” by Jim Collins. Collins and Porras provide insight into howthe lasting companies have sustained themselves over decades, the IBM’s, GeneralElectric’s, the Johnson & Johnson’s etc., what are the secrets that have allowed them tosurvive over decades. Their findings destroy myths like;

! It takes a great idea to start a great company.! Visionary companies require charismatic leadership.! The most successful companies exist first and foremost to maximize profits.! Blue chip companies play it safe.! Visionary companies are a great place to work for everyone.! Companies should hire outside CEOs to stimulate fundamental change.! Visionary companies focus on beating the competition.

Peters, Thomas J., and Robert Waterman, In Search of Excellence, New York: Harper andRow, 1982.

While this book is now approaching antique status it serves as a historical reference forCollins, et., al., work. For its time, it made a significant contribution and is a book andwork that the student of leadership and management should be aware for its historicalcontribution to our understanding of what makes a great company or organization. Thiscountry was producing mediocre products and providing mediocre service and was facedwith tremendous economic challenges. A best seller for over a year, Peters andWaterman reminded us, even shocked us into reality reminding us what made our pastgreat companies, great. They promoted eight basic principles that were common threadsamong the excellent companies. They asserted that the future successful companiesmust consider ways to adapt those principles of service and customer concern.


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Chapter 2Bennis, Warren G., and Burt Nanus, Leaders, New York: Harper and Row, 1985.

A truly entertaining yet enlightening insight into the subtle characteristics that separateleaders from managers. Bennis and Nanus search out 90 leaders from the public andprivate sector and suggest four strategies that make up the arsenal of the true leader. The strategies range from attention grabbing vision to developing trust and establishingmeaning through communication. A must for defining true leadership.

De Pree, Max, Leadership Is An Art, Dell Publishing, Bantam Doubleday Dell PublishingGroup, Inc., 666 Fifth Avenue, New York, NY, 1989.

De Pree was the successful CEO of The Herman Miller company, one of the best runcompany's in the United States. He speaks to the art of leadership noting the distinctionfrom management. He suggests that organizations have both a body and a spirit and thatthe leaders must be focused on the spirit of the organization if it is to flourish andprosper. Provides a view of leadership that compliments Covey's work.

Garfield, Charles, Peak Performers, New York: William Morrow and Company, 1986.

Following twenty years of research of peak performers from all walks of life, Garfieldasserts that ". . . peak performers are not a normal person with something added, but anormal person with nothing taken away." Entertaining, informative, and inspirational, thebook assists the reader to define the leader, the leader's role, and to understand thatlasting motivation must come from within. Garfield suggests a six step strategy formaking peak performers of people at all levels within an organization.

Kotter, John P., A Force For Change: How Leadership Differs From Management, NewYork, Free Press, 1990

Probably the best reference we have found that makes an empirical argument for thedifference between leadership and management. The book is based on a great deal ofKotter’s own research. It is clearly written and can be understood and applied by thepractitioner to help focus on the separate roles. Emphasizes the need for both leadershipand management skill in today’s complex organizations. We believe that this should be inthe library of every serious student of leadership and management.


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Marlantes, Karl, What It’s Like to Go to War, 2011Atlantic Monthly Press, 841 Broadway,NY, NY

I have never marked up a book as frequently as I did this one. Marlantes is brutally honestand reflective about his ambitions and his youthful foibles but has created a book for theages for anyone that has experienced, especially violent trauma in their life. Chased a lotof devils from my head and I believe would leave any reader with similar experiences in abetter place. Marlantes has been a gift to my generation of Vietnam Veterans and will beto this generation of warriors as well.

Reith, Charles, The Blind Eye of History, 1952

Reith argues that law enforcement continues to turn a “blind eye” to its own historyforgetting the lessons of Robert Peel which are rediscovered by each generation and re-labeled, “neighborhood policing” or as we have in this generation “community policing.” He argues that it is imperative that these lessons be taught as quickly as possible to eachsubsequent generation that the profession might truly progress. You could put a morerelevant cover on this book for this era and it would be a guaranteed best seller in theprofession. Although written more than fifty years ago it is as relevant today as it waswhen first in print.

Additional Recommendations

Flexner, James Thomas, The Indispensable Man, 1969

Flexner condensed a three volume Pulitzer Prize biography of Washington to a singlebook that gives great insight into why Washington is considered the “Father” of thiscountry and why Lincoln himself declared, “Washington is the mightiest name onearth...long since mightiest in the cause of civil liberty. To add brightness to the sun orglory to the name of Washington, is alike impossible. Let none attempt it. In solemn awepronounce the name and in its naked, deathless splendor, leave it shining on.” Even forthe casual reader of history, this is a worthwhile read. The theme of this chapter isderived from Flexner’s work and Washington’s refusal to become king. Certainly for thestudent of leadership it becomes a “must read”.

Tzu, Sun, The Art Of War, translated by Thomas Cleary, Boston: 1988.

This is mandatory reading for Japanese managers. Had our military been familiar withthe text, there would never have been a Vietnam. Sun Tzu, certainly one of the mostbrilliant military minds to have ever lived, proposed a number of principles that havesurvived since 300 BC. This book contains those principles with commentary from manyof the most successful Asian warriors subsequent to Sun Tzu. The wisdom and truthcan't but overwhelm the reader. This book is a must for all leaders, managers, martialarts instructors and defensive tactic.


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APPENDIX 3APPLICATION OF THE LEADERSHIP TEST

CASE STUDIES


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Case Study #1September 11th Aftermath: A Case Study

It is September 12th, 2001. You are a supervisor on a day shift and are beginning your day. What are some things you were feeling that morning? Most people use words like, anger,fear of the future, frustration, grief, empathy and patriotism.

As you come in that morning you notice that many of your officers who are feeling thesame things, have put flag lapel pins on their uniforms in a variety of locations. Some ontheir shirt pockets, some on their sleeves and ties as tie tacks. Others are placing flagdecals on their vehicles. While well intended, these are violations of your rules andregulations. Technically they are violating a rule and you, as a supervisor can’t providetacit permission for them to violate rules. Doing so creates confusion over what rulesthey should or should not obey.

What would you do? Use The Leadership Test© to resolve the issue.

The Leadership Test©

What is the right thing to do?

At the right time? At what point in time?


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In the right Way? What is the right way to do it? Procedurally and using human relationskills

For the right reason? Why are you doing what you are doing? For the good of whom?


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Case Study #2Abandoned Neighborhood: A Case Study

You are a newly appointed chief of an agency of 60 officers serving a population of about30,000 and are getting your initial briefing from your captain of patrol. As the captainsurveyed the different sectioned districts, you noted that the captain had ignored onewhole section of the town. You pointed out the sector and asked the captain about theneighborhood. “Oh, we don’t go there anymore.” the captain responded. “Why ?” thechief enquired, “Was it annexed.” “No, we just don’t go there anymore. The last time wewent there, we had a riot, so we just never went back.”

You, the newly appointed chief are incredulous. You insist that the captain of patrol takeyou to that section of town. You and the captain park just off of a small bridge thatspanned a creek in the center of the neighborhood. You see a bunch of little gangbangers leaning against the bridge and as the elderly and young kids crossed the bridgeto access a small corner store on the other side, they would be shaken down for themoney by the gang members.

Recognizing the unmarked car, many of the gang members looked at the chief and thecaptain as to say, “And what are you going to do about it.?

This is a classic example that we cited earlier regarding the Political Model vs. TheProfessional Model. How could a police department literally abandon a whole section ofthe town to the criminal element. It is here where we see the Achilles heel of theprofessional model. The professional model is largely a management model that hasdone remarkable things to improve the productivity, efficiency and accountability of oursystems and our agencies. Such accountability and professionalism was sorely needed.However, for all the good it has done, the professional model has also taken the face offour police officers and the face off our community members so neither one is seen as ahuman being and therefore does not have to be treated like a human. So, on the part ofthe community, the police officer does not have to be respected, obeyed or supportedand on the part of the police, the neighborhood can be abandoned to the criminal. Thisprofessional model values efficiency while often ignoring effectiveness.

You’re the chief! Using The Leadership Test© come up with a solution to this classic casethat faces many of our larger municipal police agencies today.



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Case Study #3Officer Down: A Case Study

Let us give you an example that can be utilized with The Leadership Test© of a tacticalsituation that is far more complex.

You are a sergeant on an afternoon shift when you respond to an “officer down” call. Youarrive on scene to find a young officer with less than two years on the department. He isseverely wounded. The officer is lying next to a suspect vehicle that he had beensearching. There is an exit wound in the area of the sternum indicating he was shot fromthe back. He is wearing a vest. The weapon is most likely a high caliber weapon.

The two occupants of the vehicle that was being searched, knowing they would beimmediate suspects, had made the notification of the officer being shot and appear towant to assist in any way possible and are very forthcoming with information. Theyadvise you that the officer was searching their vehicle when the shot rang out from theresidential area on the same side of the street on which their vehicle was parked.

You had notified units to roll to the scene and they arrive as you are talking with the twooccupants of the vehicle and are at the same time trying to treat and comfort thewounded officer. Two younger officers arrive along with four more from your shift. Youdirect the officers to secure the scene, be conscious of cover while forming a perimeteron what you believe to be the suspect buildings. Meanwhile you continue to debrief thetwo witnesses.

The two younger officers are comforting the wounded officer as the ambulance arrives. Itis obvious that the officer has died before he is placed in the ambulance.

The two younger officers are distraught. They come to you in tears. They explain that thedeceased officer was in their basic session and that they were very close to him. Bothindicate that they cannot continue to work and ask to be relieved. Historically, they havebeen focused, stable officers who have shown competence during their time with thedepartment.

Additional officers will be en route to the scene. However, it will be at least forty-fiveminutes to an hour before you will have sufficient officers on-site to properly secure thescene, canvas the neighborhood, take witness statements, etc. At the present time youonly have four officers to assist you. While no more shots have been fired, the suspect isstill unidentified and possibly still in the area. You need the assistance of these twoofficers, but they are obviously upset. What would you do?



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APPENDIX 4ARTICLE

THE MYTH OF THE PERFECT LEADERby Bill Westfall

We suffer the myth of the perfect leader. We are always looking for them in our next boss,movie idol, public figure, sport figure etc. Then we find out they are not perfect and webecome disillusioned and sometimes bitter in our disappointment. President Kennedywas, for many of my generation, a remarkable and visionary leader that rejuvenated oursense of spirit and drive, asking what we might do for our country. We found inspirationin his words, his vision and his dreams. We watched him grow dramatically from thedebacle at the Bay of Pigs to the Cuban missile crisis. But more often than not whenmentioned today there is some reference to his well documented womanizing rather thanhis accomplishments during the brief time he was in office. Martin Luther King was killedbefore his fortieth birthday and during his lifetime made a country confront whether ornot it truly believed in a declaration that it had penned and signed nearly two-hundredyears earlier. But many question his womanizing and the validity of his doctoraldissertation. My generation of disillusioned teachers went into the school rooms andremoved the pictures of Abe Lincoln and George Washington from the walls ofclassrooms and threw them into trash piles because we found out that they too wereimperfect and flawed.

I too have suffered this myth. A few years ago, my cousin and I were discussing a currentleader of the day when I blurted out, “Yes, but, Andy, he just has feet of clay.” Andysmiled and said “Yes, he does, ...but then...name one that didn’t.” I didn’t take thisremark lightly because you see my cousin Andy is a remarkable man. He has been hiswhole life. As a young Marine in Korea on Hill 922 he was wounded taking some shrapnelto his left shoulder. He refused a deserved purple heart. His refusal was based on tworeasons. One, the old adage, “If you take one that is undeserved, you may get one thatyou do deserve.” But probably the main reason is that his cousin, my uncle, wasseverely wounded as a young marine in the second World War at Iwo Jima. His thinkingwas simply that he wouldn’t take a medal for something for which his cousin nearly died. Andy worked his way through law school as a deputy sheriff and later went on toCongress where he served for some thirty years. During his last year in office hereturned some $56,000 in salary. He had returned portions of his salary since his firstyear in office. He simply thought it unethical to vote his own pay increases. Known torun the most frugal office in Congress, he was elected to office during his last campaignon a re-election fund of some $16,000.00. How? You see he didn’t have to buy radio andtelevision time to explain to his constituency who he was and what he stands for. Theyknew simply by his actions. I mention these things because my cousin is a man ofcharacter who has served his whole life. He has seen both the best and worst in mankindand yet he remains philosophical. What was my cousin really saying to me aboutleadership and the perfect leader?

That very day we had been discussing none other than George Washington, the “father ofour country.” I think he may be the perfect example of what my cousin was trying to say.


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As a young man, Washington was mightily ambitious. He wanted power, property, wealthand a command in the British army. Did you know it was believed that he cheated peopleout of property; as much as 18,000 acres? As a young volunteer, Washington’s debacleat Fort Necessity and Great Meadows is well chronicled. When he does finally get thecommand of an army, are you aware of his battle record? He won four, lost nine, tied one. If he were a football coach, we would have fired him, but....... he lost early and won late. What seems to be happening to George Washington?

During the war the British ran a bunch of ships up the Potomac River and they threatenedto destroy his home and much of what he had spent his whole life amassing. Jeffersoneven wrote him and pleaded with him to come home warning him that he may loseeverything. Washington communicated back to his overseerers to let them destroy it all,for what they were involved in was much more important than anything he had acquiredin his lifetime. You see, we often forget that every major nation of the world at the timewas ruled by a monarchy. This was the first time that a people were declaring theirindependence under an umbrella of self rule. What are we seeing in Washington? Theyoung ambitious, land hungry man has matured. He has become a man of vision whowas now willing to sacrifice everything for that vision.

But Washington’s real test comes at the conclusion of the Revolutionary War. Ananonymous letter was being circulated among the American officers who were bitter overthe lack of payment for their services. Many had fought the entire war and had neverbeen paid. The letter suggested a coup and they would make Washington king. Aftereight years of horrific fighting they had grown to love and respect him; they shared a“bond like no other bond.” And now in their frustration and anger, at not being paid, theydecided to take control and make Washington king. They offered him everything he hadwanted his entire life, power, wealth, land and property. He was horrified.

Distressed at such a suggestion, Washington asked that these officers meet to discusstheir grievances. Spending some three days writing a speech that he hoped wouldchange their hearts and minds, Washington strode into the meeting room, sensing theirhostility. He began his speech by reminding them of how much he cared for them andreminded them of the many sufferings they had shared over the last eight years of war. Sensing the tenor of his intent, many of these battle hardened veterans, now turned awayfrom him in anger, as they listened to his words of reason. He argued that this countrywas made up of neighbors, relative and friends and the were choosing to enslave thesepeople to a monarchy, that they were choosing to destroy the very thing they had foughtso ardently to defend these past years. Finally, while the circulating letter had arguedagainst being persuaded by reason to abandon the coup, he suggested that very ability toargue and reason is what they had fought so hard to establish. The first country in thehistory of the world to know self rule.

As he completed his speech he could tell that all his persuasion had failed. He thenremembered that he had a letter with him from a Congressman that promised that if theywould be patient, they would eventually get the monies owed them. He reached for the


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letter, forgetting for the moment, that to read the letter, he would need his spectacles. You see Washington had worn spectacles for years, but because of his sense that it wasa sign of aging, only his intimates were aware of the glasses that he needed to read. Yousee, he had seen the need for glasses as a sign of aging, a sign of weakness.

As he started to pull the letter from his pocket, he suddenly stopped. His men sensedsomething was wrong. His hand began to tremble. This hesitancy, this obvious momentof vulnerability caught the attention of these hardened soldiers. But then, Washingtonsimply reached for his spectacles and stated “Gentlemen, if you would permit me to puton my spectacles, for you see, I have not only grown gray in your service, I have alsogone blind.” It is said that many of these hardened, battle tried soldiers wept, they wept.In that moment of humility, Washington reminded these soldiers that the role of theleader was to serve and not to rule, and George Washington gave back to you and methis imperfect country. This one simple, humble act, Jefferson declared precluded thesemen from destroying the very thing they had fought to preserve. It has been said bysome it may have been the most important meeting in the history of this country. Lincolnhimself declared, “Washington is the mightiest name on earth...long since mightiest inthe cause of civil liberty. To add brightness to the sun or glory to the name ofWashington, is alike impossible. Let none attempt it. In solemn awe pronounce the nameand in its naked, deathless splendor, leave it shining on.” And no wonder.

I was fifty years old before I head that story. I wondered to myself why my historyteachers never told me about that George Washington. That story is such a better storythan that insipid little cherry tree story. The real story makes him so human. But most ofall we see so starkly what my cousin was saying. What my cousin gently reminded me ofis that we have no right to expect perfection in our leadership. But we do have the rightto expect that we and our leadership will learn from our mistakes and not repeat them. What my cousin was really saying is not perfection but...Are we learning along the way? George Washington had learned so much along the way....... humility, sacrifice, serviceand that there is no better reward in life then spending your energies in a mighty cause. You see, true humility, true nobility, true heroism is not being better than others..............itis being better than you used to be. Ronald Reagan gently reminded us that, “The gloryof this land has been its ability to transcend the moral evils of our past.” Is that notapplicable and also encouraging to the individual? Is it not the marvel of the humanbeing, this ability to also transcend the failures of our past. “Circumstances do notdictate our character but reveal our character and give us the opportunity grow and refineour character.” Harry Reeder has said. A statement that concedes the weakness of thehuman condition, but reminds us that with commitment, focus and hope, we can alsotranscend the failures of our past.

I thought for years that Washington was the “father of this country” because he was ourfirst president. But it’s not. It’s simply because he had the humility to not be king. KingGeorge III was on the throne in England when he heard about the coup to makeWashington king, and stated, “If he can refuse that, why then he is the greatest manalive.” Because, you see, men cannot normally turn away from such things as power,glory wealth and fame.Leadership and Management in Law Enforcement, Past, Present and FutureCopyright Gallagher-Westfall Group, Inc. of Indiana, 2005Edited : August 8, 2016

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You should teach this story to your people, teach it to your family, your children. Teachthem that you will fail, that you will make mistakes. But those mistakes will lead to youlearning and over coming. Teach them these things.................unless of course, you areperfect!


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APPENDIX 5SEMINAR EVALUATION

LOCATION: Waupaca, WI Date: September 13, 2017

Please take the time to evaluate this program. We are constantly striving for improvementof content with the intent of meeting your needs. Please rate the program by using thenumber method with a rating of 5 being Excellent, 4 being Very Good, 3 being Good, 2being Fair, and 1 being Poor.

Overall Program Rating

Excellent5

Very Good4

Good3

Fair2

Poor1

Ultimate value of information toyou.

Organization and flow of material.

Originality of content.

Instructor - Bill Westfall

Projected enthusiasm, a positiveimage.

Responsive to participants’concerns.

Demonstrated mastery of subject

Setting and Materials

Workbook

Sound System

Audio Visuals

Comfort of classroom

Handouts

Were the objectives for this seminar/course met? Yes ___ No ___

What information was of greatest value to you?


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What information was of least value to you? What areas would you suggest for improvement?

Would you attend another GWG seminar/course? Yes ___ No ___

May we use your comments? Yes ___ No ___

Please complete the following: Optional

_____________________________________________________________________________Name Title

_____________________________________________________________________________Organization Street Address/P.O. Box

_____________________________________________________________________________City State Zip

_____________________________________________________________________________Telephone EmailThe Gallagher - Westfall Group, Inc., was established by and for public sector employees. We exist to increase the efficiency of the individual and his/her respective organizationwhile reducing the potential for loss -- loss of resources through liability exposures andloss of effectiveness due to poor practices, policies, procedures and work environments. This seminar was created with these objectives in mind. To ensure the quality of our


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program, we would appreciate your sharing any other concerns, comments, reactions orinformation you have that will strengthen the course. Please use the space below.

Thank you for taking the time to give us your input and participation in theseminar/course. Please leave this evaluation on the registration table as you leave.

Bill Westfall


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Leadership and Management in Law Enforcement Past Present ... · Leadership and Management in Law Enforcement, Past, Present and Future leadership. The era from 1900-1950 is often

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