tag:blogger.com,1999:blog-12210550925237940982024-03-05T21:48:23.172-08:00Understanding LeadershipMy blog is to provide discussion points on various leadership topics. My approach is not complicated. I believe that to develop as a true leader, one must establish a solid foundation on which to build. Hence the name, "nuts and bolts". Let's discuss.Tim C. Joneshttp://www.blogger.com/profile/02560638970743720923noreply@blogger.comBlogger14125tag:blogger.com,1999:blog-1221055092523794098.post-665874262794500852019-09-04T04:24:00.002-07:002019-09-04T04:24:53.452-07:00We Are the Light in the Darkness<div align="left" style="background-color: white; color: #3a352a; font-family: "Helvetica Neue", Helvetica, Arial, sans-serif; font-size: 12px; line-height: 1.5em; margin-bottom: 1.3em; padding: 0px; unicode-bidi: embed; vertical-align: baseline;">
The law enforcement community has experienced some saddening and even deeply concerning events as of late. Outside of the usual dangers and issues we face on a daily basis, police officers are being outright disrespected and insulted in the news and on social media. Recent events, such as police officers having water thrown on them while trying to do their jobs, officers being verbally harassed by onlookers while trying to do their jobs, or even being asked to leave a business because someone is “intimidated” by them, cause us to shake our heads and ask, “why am I even doing this?”. When I see these videos or read the articles, I am relieved that I am no longer wearing the badge (retirement has its perks), but I am deeply concerned for those of you who are still out there fighting the righteous fight.</div>
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In my patrol days, I rarely considered that anything I did could, or would, be recorded. Cell phones with good cameras were more ubiquitous later in my career (during my admin days). It is quite easy now to see police incidents on the news or social media – often recorded by many bystanders. But we all know that the recordings posted are sometimes edited and typically only show the event the publisher wants to illustrate, not all of the details that led up to the actual event. This of course is where body worn cameras are becoming a necessary part of an officer’s equipment.</div>
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But, I am not writing this article to discuss how my patrol days were less encumbered by the constant phone being shoved in one’s face; rather, I am writing to make sure that all of you who still wear the uniform know that despite what the media may try to portray about you, and despite what social media is trying to portray about you, please know that all of you are noble guardians that do what so many would never attempt. You are the ones that run towards the gunshots, not away from them. You are the ones driving around when everyone else is sleeping, ensuring their safety. You are the ones that endure scrutiny, and even physical injuries, in order to ensure our communities are safe. And most importantly, you are the ones that may have to make the ultimate sacrifice in the line of duty. You are the definition of honor.</div>
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Law enforcement has always stood as the gatekeeper of justice. But beyond a procedural definition, law enforcement is much more than a person with a badge. To many, law enforcement is the light in the darkness. It is the beacon of light that your community can look for when the darkness of evil is upon them. Law enforcement is the sheepdog that keeps the wolves away. You, my police officer brothers and sisters, are the safe harbor in the storm. Never forget that.</div>
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So, when you start to question your career choice as you watch officers being verbally harassed, when you see the disrespect, when you feel that the world is against you, remember that your calling is of a higher purpose and far more noble than you may think. Never forget why you became a police officer and pay attention to the good in your communities (the people, the culture, the pride). Pay attention to the good that you do each day. Just remember that the sheep sometimes do not like the sheepdog, but they would rather live with it than without it. Stand tall and know that there are many that love and respect you. You are all heroes; the light in the darkness – never forget that.</div>
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Thank you all,</div>
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Tim Jones, GSPCC</div>
Tim C. Joneshttp://www.blogger.com/profile/02560638970743720923noreply@blogger.com0tag:blogger.com,1999:blog-1221055092523794098.post-4736027629135904902019-03-03T09:43:00.000-08:002019-03-03T09:43:07.416-08:00Law Enforcement Promotion Recommendations
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Joshua and I recently taught a class on getting promoted.
This class is not as easy to run as one may think. It has been our experience
that in non-civil service states, every department runs their promotion
processes differently. Some are simply a written test and an interview. Some
require project submissions or essays on various topics and some may even
sprinkle in an assessment center. Given the wide diversity of promotion process
requirements, it is not so easy to create a curriculum that helps officers with
their respective promotion process. <o:p></o:p></div>
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<br /></div>
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Despite the wide range of promotion process steps, there are
some foundational components that anyone seeking a promotion should consider.
Also, there are study habits that can help with obtaining a competitive edge.
Let’s discuss some of these steps and approaches.<o:p></o:p></div>
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1. Make sure you are promotable. I have seen officers get
passed over many times for promotions due to mistakes that they have made along
the way. Your department’s administration needs people in supervisory positions
that they can rely on. People that are onboard with the department’s mission,
not the candidate’s own private mission. To this end, if you wish to be
promoted, do not be a pain in the ass for your administration. Do not talk
negatively of the administration. Do not subscribe to the “us vs. them”
mentality. First-line supervisors must be unified with their bosses. I am not
saying that you must drink their proverbial Kool-Aid and be a drone. You can
certainly disagree with your boss, but at the end of the day, they out rank you
and what they say goes. If you are the type that disagrees with the
administration just because you wish to aggravate them or to be a contrarian,
you greatly decrease your chances of getting promoted. Put yourself in their
shoes, would you promote someone who has opposed you on everything you do?<o:p></o:p></div>
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2. Take on extra responsibilities. Supervisors have added
responsibilities. It is part of the burden of command. Administrators seeking
to promote someone need to know that the candidates can handle the added
responsibility. One way to demonstrate one’s abilities is to take on extra
duties well before the promotion process – not when the promotion has been
announced. It is too late by that point. Also, extra responsibilities help
prepare you for supervision. For example, FTO’s have had experience with direct
supervision, training, report approvals, mentoring, coaching, etc., well before
the promotion process. As you can see, FTO experience is an outstanding pathway
to a promotion. Other responsibilities can include, but are not limited to,
training positions, department committees, RAD training, explorer volunteering,
or anything your department has to offer. On a personal note – taking on added
responsibilities just for extra pay will probably not help you on a promotion
process. Supervision & leadership are about service to the people that work
with you. There is no room for greed or selfish endeavors.<o:p></o:p></div>
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<br /></div>
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3. Do not wait until the test is announced to start
preparing. I studied for at least six months prior to being promoted to
sergeant at my agency. The more you prepare, the more potential you have for
retaining the study material, as well as having a better understanding of what
it means and how it applies to the position you are seeking. <o:p></o:p></div>
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<br /></div>
<div class="MsoNormal">
4. Study everything, not just what you want. Some
departments will purchase promotion tests. With these, there will more than
likely be a reading list. You should get your hands on all of the books. Here
is a clue, the answers to the test are in the books – all of them. If the books
are too expensive, consider going in on half with a peer that is also going for
the promotion. You can coordinate the use of the book(s). If your agency has
their own test that covers state law, department polices, etc., then hopefully
a list of suggested study material will be available to you. Whatever the
material is, get your hands on all of it and study! If there is no list
available, then speak with supervisors that have gone through the process and
see where you should focus your study efforts. If you want the promotion, you
will work to find the best way to study.<o:p></o:p></div>
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<br /></div>
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5. Practice your interviews. When I teach this part for our
getting hired seminar at New England College, or for the promotion seminar, I
get funny looks from the audience. I explain it this way – we train with
simunitions so that we can get as close to real combat as possible. This type
of training has a “stress inoculation” component to it. Why not do the same
thing for your job interviews? It is not as hard as you think. The first step
is to make a list of questions that you think will be on the interview. You can
get an idea of what general types of questions may be asked. Speak with
supervisors that have most recently been through the process. Once you get an
idea of what types of questions may be on the interview, you can start to
create a list of possible questions. When you have completed the list of
possible questions, practice answering them. Start in front of a mirror. You
can check your posture and how you physically deliver your answers (body
language). After you have had a few mirror interviews, bring in family and/or
friends to assist with a mock interview. Answer the questions just like you
would for an actual promotion interview. Maintain eye contact, sit up straight,
be passionate with your answers, etc. This works my friends; don’t be afraid to
use it.<o:p></o:p></div>
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<br /></div>
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6. Make working out part of your study routine. There is
ample evidence that you can find on the inter-webs that physical exercise,
especially cardio, is linked to increases in cognitive function. Pair your
study sessions with a workout to help give you the competitive edge. Below is a
link to an article on this topic.<o:p></o:p></div>
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<br /></div>
<div class="MsoNormal">
<a href="https://www.psychologytoday.com/us/blog/the-athletes-way/201711/once-and-all-aerobic-exercise-increases-brain-size">https://www.psychologytoday.com/us/blog/the-athletes-way/201711/once-and-all-aerobic-exercise-increases-brain-size</a><o:p></o:p></div>
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7. Look your best at the interview. If you wear a uniform to
your promotional process, make sure it is the absolute best uniform you have
ever worn. Shine your boots, shine your brass. Consider having your uniform dry
cleaned and pressed. Ensure that your pins are not crooked and that your tie is
clean and without food stains (I’ve seen it). If you wear a suit, make sure it
is the best fitting and sharpest suit you have ever worn. You will be assessed
on your appearance whether it is a grading area or not. Remember that a primary
component of leadership is being a good example. Ensure that you demonstrate to
the board that you are indeed a good example.<o:p></o:p></div>
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8. Know why you want to get promoted. Here is a hint – if
you are seeking a promotion for power or money, you are on the wrong path.
Supervision and leadership are about selfless service to your people. Know your
why so that you can walk with purpose. This is a personal matter. Before you
decide to throw your hat into the promotional ring, know and truly understand
why you are doing it. <o:p></o:p></div>
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Well my friends, I could go on and on about this topic. If
your agency is interested in hosting our promotion seminar, contact Joshua
Stokel at <a href="mailto:jstokel@gs-pcc.com">jstokel@gs-pcc.com</a>. You are
also welcome to email Joshua or me with questions regarding a promotional
process. My email address is <a href="mailto:tjones@gs-pcc.com">tjones@gs-pcc.com</a>.
Good luck to all of you with your promotion endeavors. <span style="mso-spacerun: yes;"> </span><o:p></o:p></div>
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Tim Jones - Co-Owner of GSPCC.Tim C. Joneshttp://www.blogger.com/profile/02560638970743720923noreply@blogger.com0tag:blogger.com,1999:blog-1221055092523794098.post-29326769242230933602019-01-03T09:22:00.001-08:002019-01-03T09:22:43.417-08:00Resolve to Learn in 2019<div align="left" style="background-color: white; color: #0a0a0a; font-family: "Trebuchet MS", "Lucida Grande", "Lucida Sans Unicode", "Lucida Sans", Tahoma, sans-serif; font-size: 14px; line-height: 1.5em; margin-bottom: 1.3em; padding: 0px; unicode-bidi: embed; vertical-align: baseline;">
I have truly enjoyed reading Jordan Peterson's book, <em>The 12 Rules for Life</em>. In the chapter, <em>Tell the Truth, or At Least Don't Lie</em>, Jordan, in his cerebral manner, illustrates the importance of learning and growing. He explains that beyond the psychological advantages of learning new ideas and approaches, there is an underlying physiological change that takes place as well. Peterson states,"Researchers have recently discovered that new genes in the central nervous system turn themselves on when an organism is placed (or places itself) in a new situation. These genes code for new proteins. These proteins are the building blocks for new structures in the brain".</div>
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Imagine that? Our physical mind is built to deal with new experiences. There is a pathway, both physically and psychologically, that enables us, heck, encourages us, to learn something new.</div>
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In January of 2018, I wrote an article on why we should always strive to learn something new. We work hard to get into a comfortable area within work and life. But once we get to the comfort zone, which is where you have learned the majority of what it is you do, we no longer develop and grow. This is where boredom and burnout can take root. I thought it would be appropriate to repost the article (below) so that you can start 2019 with a mindset of learning. Make this year the year you learn new concepts about your job, your specific position, something interesting outside of work, something new about friends or colleagues. Remember, "<em>if you are not growing, you are dying"</em> (Tony Robbins).</div>
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<strong>2018 Article on the Learning Zone</strong></div>
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Recently, Josh and I decided to add some important material to our first-line supervisor leadership class. While reviewing some material on leading up the chain of command, Josh disagreed with the tone of some of my slides. I saw his point, but I wanted to shake things up a bit and get people on their heels in thought. Basically, I wanted to get them out of their comfort zone. Well, this led Josh to look into the concept of comfort zones and leadership. What he dug up in his research is the topic of this month's leadership article - COMFORT ZONES are nice and cozy, but they kill many important characteristics that make someone a good leader.</div>
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We all like feeling comfortable. Whether it's our home life, our recreational life or even our work life. When one works hard to know their job and develop professional relationships, one also enjoys sitting back and living in the comfortable and competent world he/she has created. One of the most difficult times for a supervisor is when he/she is first promoted. Talk about being outside a comfort zone! There are so many challenges and new ideas to process and implement, it can be overwhelming at times. But, the supervisor learns the job, learns the team, learns how to work with his/her supervisor and ultimately becomes "comfortable" with the position.</div>
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The supervisor is so engaged with learning the new position and how their leadership style works within it, they often fail to notice how the learning process is what has made them better. It was the discomfort that developed them. Because of their blindness to "how" they have become who they are, and with their focus on "what" they have become, he/she may decide to live in the comfort zone, or the "I made it" zone. The comfort zone is nice, but as I said earlier, it is not where development takes place.</div>
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To quote Tony Robbins, "if you are not growing, you are dying". I can attest that this statement is true. As humans, it is our nature to better ourselves. Whether it is through pushing our bodies or our minds, We only become better when we push ourselves to new and better levels.</div>
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Josh sent me an article regarding leadership and the comfort zone. The author, George Ambler, discusses the three zones of leadership. In the illustration at the top of this article, one can see the three zones illustrated as a bullseye. The center is the comfort zone. This is a cozy place where we can handle what we know. But when one is confronted with a task or situation that one does not know, he/she is then pushed into the "learning zone". Many find this area to be uncomfortable. One is forced to learn something new. When I was a drum instructor, I would make my students do much, much more with their non-dominant hand. Talk about being out of a comfort zone. It was always awkward at first, but the benefits, in the end, were immense.</div>
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When Josh and I teach leadership, we tell our students that they need to constantly learn. Whether it's leadership techniques, technology, or the names of their subordinates' children, a quest for knowledge should never cease. This is living in the learning zone. I feel that we should all make the learning zone our comfort zone.</div>
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Ambler further talks about going beyond the learning zone and slipping into the "danger zone" (I dare you to not say danger zone without thinking of Top Gun!). This is the zone where the leader takes on too much. For example, an eager sergeant who truly wants to learn may volunteer to take on too many peripheral responsibilities or assignments. Although his/her intentions were good, the eager sergeant may soon learn that he/she cannot adequately run their shift and complete the tasks he/she volunteered to do. The end result is undue stress and the possibility of not learning the tasks as adequately as he/she planned.</div>
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So what is the end game here? Whether it is leadership, sports, a musical instrument, a new language, etc, you MUST go beyond what you already know (comfort zone) and embrace the occasional uncomfortableness of learning. One must be cautious and not take on too much for the sake of learning. If too much stress kicks in and one becomes more focused on the stress than the task itself, then adequate learning is not happening.</div>
Tim C. Joneshttp://www.blogger.com/profile/02560638970743720923noreply@blogger.com0tag:blogger.com,1999:blog-1221055092523794098.post-74168739774283923342018-12-06T04:12:00.000-08:002018-12-06T04:12:45.272-08:00Lessons I Learned From My Career In Law Enforcement - Pick The Right Path<b>Lessons I Learned From My Career In Law Enforcement - Pick The Right Path</b><br />
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I spent 20 years in law enforcement. My career had its bumps and bruises, figuratively and literally, but I had an upward trajectory the entire time. I started as a patrolman like everyone else. I became an FTO. I made my way into the detective bureau. I was promoted to sergeant and ultimately lieutenant. I put in my time and I put in the work. During my career, I witnessed other officers that had a similar path as me. I also witnessed some that started out great, but went down some bad paths, which stunted their professional growth. I even witnessed some that could never really get their "you know what" together; thus, they had a bumpy career at best.<br />
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My observations led me to some analysis of what works and what does not, with respect to a joyous and positive law enforcement career. For purposes of this article, I am focusing on internal matters and decisions that officers make that influence their trajectory, which, I believe, is primarily what distinguishes one's path. Thus, I will discuss my observations and what I feel are the best paths to follow, and of course the ones to avoid.<br />
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<b>Path 1 - Focus on the Positives</b><br />
Just as in life, you should do your best to focus on the positives. It is human nature to dwell and pay more attention to the negative things that happen to us. It takes effort to stop and actually look at what is going well in your life. Some people are better at it than others. The next time you have some bumps in your career, say you damaged a cruiser or the sergeant is kicking a lot of your reports back, before the negativity overwhelms you, take a moment to recount what is actually going well in your career. AND, if you think that there are no positives, you are not looking hard enough. You have a job, right? You more than likely have benefits and you have comrades, correct? Never lose sight of the positives in your life.<br />
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<b>Path 2 - Run Your Race</b><br />
I can remember being envious of other officers that seemed to be getting more positive attention due to what I considered luck. In other words, they responded to the call where they did something that got them positive attention or awards. What I was not looking at was what they actually did and I never considered that I may not have done the same thing if in the same situation. I once heard that envy is the art of counting someone else's blessings. What I soon realized was that if I worked hard and did the best I could, the praise and awards came my way eventually. It all evens out in the end.<br />
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Stay focused on your career and not the career of your peers. I'm not saying to ignore them or to avoid helping them. I'm simply saying that you need to focus on doing your part and doing it to the very best that you possibly can. Instead of being jealous or threatened over someone else's praise, congratulate them and truly feel joy for their accomplishments. This sentiment will be reciprocated in due time. <br />
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<b>Path 3 - Be a Student of the Game</b><br />
When I was a young patrolman, a coworker recommended that I purchase a Cabler Press book called "The Tactical Edge". I actually purchased the three-book set. It was one of the best book purchases I ever made. At that point, I caught the police learning bug. I became a sponge and read other books. I was a student of the policing game. I later read books on interviewing, gangs, emotional survival and other police related material. I feel that by embracing learning more and more I became a better police officer. Never stop learning. The moment you feel you know everything is the moment you should step away. To quote Tony Robbins, "if you are not growing, you are dying".<br />
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In our leadership course, we teach supervisors to embrace the rookie mindset. What that means is to always be curious and have a hunger to learn more. This curiosity will make you a better officer in the long run. We also teach leaders to avoid the comfort zone. You are probably thinking, why avoid comfort? Well, comfort is good when you are watching a movie, but it is not always good in your career. Let me explain.<br />
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When we start our careers, there is so much to learn. We are squarely in the "learning zone". Eventually, we learn how to do our jobs. We then move into the comfort zone. We can handle most calls and issues with relative ease due to our experience. But when you think about it, your learning has almost ceased. Think about the amount of growth that occurred while in the learning zone. My point is, you should strive to always learn something new so that you grow. Stay curious and avoid the comfort zone as much as possible - the exception of course is when you are watching a movie with your significant other.<br />
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Here is a link to an article on this very topic:<br />
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[Learning Zone](http://sethsandler.com/productivity/3-zones/)<br />
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<b>Path 4 - Stay Within the Lines</b><br />
There probably is not a single police department out there that does not have polices, procedures, rules and regulations. I know that policies and procedures can seem like a hindrance, but they are protective tools. They protect the department and they protect you if you follow them. If your actions are within policy, you have protection. If the policy is found to be wrong, that's on the department, not you. I'm getting a little off track here. My point is - follow the rules.<br />
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It always intrigued me when officers would violate policy or intentionally steer outside the lines and then complain when they were caught. They knew going in what the rules were; thus, it should have been no surprise that they found themselves in trouble for violating said rules - duh!<br />
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This one is a no-brainer. keep your nose clean. Don't violate department policy and your days will be much easier. If the rules are too much for you, maybe seek another job. Policing is fraught with liability. Policies are pretty much mandatory.<br />
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<b>Path 5 - Admit Your Mistakes & Learn From Them</b><br />
It is cowardice to make a mistake and then not own up to it. And yes, I admit that I have done it. And yes, it was cowardice. As a supervisor, I used to see this issue with minor cruiser damage. A real man or woman admits when they are wrong and they admit their mistakes. NO ONE IS PERFECT. We all make mistakes. I have made PLENTY of them. But at the end of the day, when you do mess up, you have to have the courage to admit it. Put your pride in your back pocket and step up - own it! That's the first step.<br />
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The second step is learning from it. Not learning how to do it again and get away with it, but learning why it was a mistake and take steps to not repeat it. That is how we grow to be better officers and better people.<br />
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<b>Path 6 - Avoid Complaining</b><br />
I'm sure you all know people, at work and in your personal lives, that complain all of the time. Now, there are times when issues and problems need to be discussed. I'm not talking about that. I'm talking about the negative people that CONSTANTLY complain about _everything_. These people are toxic. They are draining on our psyche. Now that I've illuminated these people, avoid being one of them. I used to steer clear of these people because they annoyed me. If you find that people do not want to be around you, you may be a complainer. Or, if you find that every conversation you have with a coworker is to complain and crap on the agency where you work, then you are a complainer.<br />
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I worked for a Master Diver in the Navy that had the best advice. He said, "if you come to me with a problem and no solution suggested, then I see it as nothing more than bitching!" That advice resonated with me and I have carried that advice with me to this day. I used it as a tool, with positive effect, as a police leader. The best way to avoid the complaining bug is to stay optimistic. Winston Churchill once said that optimists find solutions to problems while pessimists find problems with the solutions. I had a friend and coworker, Sgt. Jason Breen (now Lieutenant), that called the complainers "boo-birds". What a fitting title.<br />
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<b>**DON'T BE A BOO-BIRD!**</b><br />
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<b>Path 7 - Have Fun</b><br />
Not much to say here. Try to find the positive and enjoy in what you do. I know there are stressful times. I know there are terrifying times. I know that you see people at their worst. But there are good people out there too. Don't miss an opportunity to make someone smile. Have a little fun.<br />
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<b>Path 8 - Embrace Your Time Off</b><br />
Everyone needs a break from work. That's why there are days off. If you fill your days off with overtime and/or details, then you do not get time off. Yes, I have been there. I know that finances can be tight for some families and extra work helps to ease the burden of bills. But if you are always at work, you risk losing your family in a sense that they only see snapshots of you before and after work (when you are tired and grumpy). Your family needs you and they need quality time with you.<br />
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If you are single, use your days off to get errands done AND to have some fun. Go to the beach, visit family, catch a movie. Something besides work. It will help you decompress and you will be more refreshed when do return to work.<br />
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<b>Path 9 - Stay Healthy</b><br />
I'm not beating around the bush here. Move your body. Exercise routinely. I have read from many sources about the physical and mental benefits of exercise. Pick your poison - running or strong (person) competitions - do something. Also, by staying physically fit, you have less risk of common injuries, such as slips and falls, combative suspects, training injuries, etc., etc. Get out there and exercise. Your mind and body will thank you.<br />
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<b>Path 10 - Love</b><br />
I recently attended the retirement ceremony of my former agency's Deputy Chief, Gerard Dussault. Gerry is a good friend and mentor. Gerry served for 33 years. In his closing remarks, he gave all of the officers there some advice. He said that to have a happy and healthy career, you have to love - love what you do, love the community you serve, love your coworkers and embrace & reciprocate the love from your family. I couldn't have said it better myself Gerry.Tim C. Joneshttp://www.blogger.com/profile/02560638970743720923noreply@blogger.com0tag:blogger.com,1999:blog-1221055092523794098.post-72833936836649233822018-05-10T05:39:00.001-07:002018-05-10T05:39:23.110-07:00<h1 class="title-h1 gallery-title-h1" style="background: rgb(255, 255, 255); font-family: "Open Sans", sans-serif; font-size: 1em; font-weight: 400; margin: 13px 0px 3px; text-align: left; text-size-adjust: 100%;">
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Ladies and Gentlemen,</div>
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GSPCC is on its fourth year of providing law enforcement instruction. I started with teaching law enforcement test preparation seminars and leadership for first-line supervisors. Over the years we have added classes and instructors. We now offer nine classes and we have a few more in development. Our goal is to listen to your feedback and do our best to provide the training that is being sought by you.</div>
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I’m actually not writing this article to keep you updated on our progress, but to impart many of the difficulties and obstacles that this industry (law enforcement training) faces. I would say that when it comes to developing and ultimately teaching a class, one of the largest issue that we have to deal with is the diversity of the class. Not that diversity is bad, but it can be very difficult developing a class that will be completely satisfactory for every person present. Each class will have students with a wide range of job experience, education, life experience, learning styles, biases, etc, etc.</div>
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We have no control over whom departments send to each class. We, Joshua and I, love the diversity because we can draw from everyone’s experiences to help keep the narrative going and relatable. Diversity can also spur some spirited debate (often seen in our leadership classes between millennials and older officers). But, the diversity can also work against us. While a class may be very interesting and influential for the majority, it may be lacking for others who already know and understand the material. Again, there is not much that we can do about that as we have no control over whom agencies send to us. We simply put out what the course will cover and then let each agency decide who should attend.</div>
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I’m writing this particular article because I recently received an evaluation that was not exactly positive. In all actuality, these types of evaluations are the most important to us; thus, Joshua and I certainly do not dismiss them. We use them to evolve our curriculum. When we do receive a less than glowing evaluation, we juxtapose the negative with the positive to see if it is the curriculum or the student. In most cases, the overwhelming majority of the evaluations are positive. But, by doing this comparison (negative to positive), we can get a better analysis of our curriculum, teaching styles, etc, and make adjustments as needed. Constantly evolving and developing curriculum is a part of this business. As Tony Robbins says, “if you are not growing [evolving], then you are dying”.</div>
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Another issue that we see is that some people just hate filling out evaluations. Unfortunately, we have to hand them out at the end of the course. At that point, students just want to go home (we know, we were there once). Sometimes, we get very minimal input. Again, we cannot make the curriculum better unless we get a good analysis from the students that attend. If anyone has seen other methods of seeking student class evaluations other than a form at the end of the class, we would love to hear about it. You can email either of us at: tjones@gs-pcc.com or jstokel@gs-pcc.com.</div>
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Joshua and I want to take the time to thank all of the students we have met over the years and especially thank the ones that took the time to give some honest and professional feedback. We understand that our classes will have varying values for everyone in the class, but we keep swinging for the fences with every student we encounter. We want you to learn so that your career is enhanced. We love what we do and we love meeting all of you and sharing experiences along the way. Thank you to each and every officer that has attended our classes. GSPCC continues to grow in a very positive way and we have <strong>YOU</strong> to thank for that. We look forward to meeting thousands more law enforcement professionals in the years to come.</div>
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Respectfully,</div>
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Tim & Joshua</div>
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Tim C. Joneshttp://www.blogger.com/profile/02560638970743720923noreply@blogger.com0tag:blogger.com,1999:blog-1221055092523794098.post-91252584716191271922018-03-18T06:27:00.000-07:002018-03-18T06:27:02.218-07:00Going from Good to Great, Part II<div align="left" style="background-color: white; color: #3a352a; font-family: "Helvetica Neue", Helvetica, Arial, sans-serif; font-size: 12px; line-height: 1.5em; margin-bottom: 1.3em; padding: 0px; unicode-bidi: embed; vertical-align: baseline;">
My post last month came from an outstanding book that I read titled, "Good to Great", by Jim Collins. What I truly enjoyed the most from the book was how Jim's research revealed some particular attributes of companies that went from ho-hum status to rock star status and stayed there. As you may recall from last month's post, of course a piece of the puzzle was the leadership. Jim described the leaders of the good to great companies as "Level-5 Leaders". What are level-5 leaders? Well, for one, they possess HUMILITY. For those of you that have attended GSPCC's leadership class, you know how important this characteristic can be. The second component of a level-5 leader is his/her relentless drive to accomplish goals.</div>
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Now, to give even more credit to Jim Collins, he and his research team felt that given their level of questions from people who work in industries other than business, they put together a follow up monograph just for what he calls the "Social Sectors", which are governments, non-profits, and basically any industry where the final product is a service without a profit.</div>
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After reading the monograph, I have some good news. The principals are basically the same. With respects to leadership, social sectors, especially police departments, need level-5 leaders. The original book and the monograph discuss another component known as the "Hedgehog Concept". I will let you read that from each book, as it would take much longer to explain here. For now, I want to focus on the idea of what a police department should be focusing on in order to be effective.</div>
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When it comes to a for-profit business, the measure of success is profit (there are other factors, but profit is the biggest measure of health). The more profit there is, the better the health of the company. How do we measure the health, or efficacy, of a police department, given there are no profits? Do we use arrests? Reports? Car stops? Pay???</div>
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Former New York Police Commissioner Bill Bratton shook the status quo efficacy measure and flipped it around. Prior to Bratton, the typical measure of efficacy was......wait for it......you know where I'm going here......INTERNAL NUMBERS! How many arrests, stops, solved crimes, reports taken, calls for service, budgets met, etc, etc, etc. Bratton felt that the only measure to focus on were not the "input" variables (listed above), but the "output" variables, such as decreases in crime and traffic accidents, public opinion, and so on. These variables are often overlooked. This idea goes back to my previous article regarding supervisors that rely heavily on officer statistics for evaluation purposes. What supervisors should be doing is looking at the overall effect of input variables, which are outputs. Basically, is what we are doing having an effect? If the answer is no, then maybe a new approach is needed.</div>
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As you can tell, I am a fan of both the Good to Great book, as well as the follow-up monograph. I highly recommend that you read them both, especially if you are an executive level officer at your agency. I wish I had read it while I was still in law enforcement.</div>
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Tim</div>
Tim C. Joneshttp://www.blogger.com/profile/02560638970743720923noreply@blogger.com0tag:blogger.com,1999:blog-1221055092523794098.post-61129141609509776412018-02-01T06:59:00.000-08:002018-02-01T06:59:04.397-08:00From GOOD to GREAT<div class="MsoNormal">
My post this month involves a friend of mine. I attended
the 110<sup>th</sup> New Hampshire Police Academy in 1996. Also in attendance
was a guy by the name of James Sartell (Jay). Jay was not in my platoon, so we
did not interact that often. When we did, I always liked him and felt he was a
very bright and gregarious guy.<o:p></o:p></div>
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Now, fast forward 20+ years. I had the privilege of meeting
with Jay in Townsend, MA a few weeks ago. Jay had recently retired as the Chief
of Police of the Hollis, NH Police Department. Jay had an outstanding career
and had many personal and professional achievements. It was nice to talk with
him and catch up. But this is not the point of this article. While talking, we
discussed some our most influential books (Nerd alert). I told him how Jocko
Willink & Leif Babin’s “<i style="mso-bidi-font-style: normal;">Extreme
Ownership</i>” was one of my top five. Jay told me about a book that he highly
recommended I read, especially as a business owner. The book he recommended was
called, “<i style="mso-bidi-font-style: normal;">Good to Great</i>”, by Jim
Collins. I took his advice and immediately bought the book.<o:p></o:p></div>
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<i style="mso-bidi-font-style: normal;">Good to Great</i>
hooked me immediately. The book is a study of companies that went from “good”,
or average, and greatly exceeded the world of average. To quickly define the
good to great companies, each displayed tremendous positive growtn with
respects to revenue produced and how the companies would exceed the yearly
stock market average index. But the kicker was that the companies sustained
this level of greatness for years and years. <o:p></o:p></div>
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When the research team analyzed data on the good to great
companies, they originally left leadership out of the matrix. But Collins’s
research team came back to him with overwhelming data that showed there was not
only a correlation with the leadership, but what appeared to be a causation.
Well, you had me at leadership!<o:p></o:p></div>
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Collins took it a step further and analyzed the leadership
present during the good to great transitions. As Collins’s research team looked
at many pieces of data, some specific traits of the company leaders began to
emerge. As a person that researches and teaches leadership, what was revealed
was not surprising to me at all. Collins dubbed these leaders as, LEVEL 5
LEADERS. What was a bit surprising was that the good to great leaders had only two
very distinctive characteristics in common:<o:p></o:p></div>
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<div class="MsoListParagraphCxSpFirst" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">1.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Humility<o:p></o:p></div>
<div class="MsoListParagraphCxSpLast" style="mso-list: l0 level1 lfo1; text-indent: -.25in;">
<!--[if !supportLists]--><span style="mso-bidi-font-family: Calibri; mso-bidi-theme-font: minor-latin;"><span style="mso-list: Ignore;">2.<span style="font: 7.0pt "Times New Roman";">
</span></span></span><!--[endif]-->Unwavering Resolve – an unquenchable and
relentless desire for the entire company to be successful<o:p></o:p></div>
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Let’s break this down shall we? Humility. No one wants to
work for a conceded boss – at least I do not. I once had a captain (many years
ago) that would only talk about himself and his accomplishments. He did some
great things, but he would never discuss the life and achievements of the
person he was talking to. It got old very quickly.<o:p></o:p></div>
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Some supervisors will confuse confidence with arrogance.
They are the types that feel they need to always talk in any situation,
especially meetings or professional settings. These supervisors often miss out
on good information because they engage their mouths more than their ears. But
the humble supervisor does not wish to “peacock” or constantly talk about their
achievements. The humble supervisor lets their achievements, work ethic and
work quality speak for itself. As Collins put it, it is the difference between
a “show horse” and a “work horse”. <o:p></o:p></div>
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It is absolutely possible to be confident and not arrogant.
It is okay to admit when you are wrong to your team. It is okay to apologize to
your team. It is even okay to admit areas of weakness to your team. It is okay
to ask for help. I ask my leadership students, does your team expect you to be
Superman or human? When I think back to some of the great leaders I worked
with, humility with confidence was always a defining factor.<o:p></o:p></div>
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The second element of the good to great leaders was their
relentless passion to achieve their objectives. Collins stated, “Level 5
Leaders are fanatically driven, infected with an incurable need to produce
results”. We have many names for this characteristic – passion, drive,
determination, spirit, etc. This makes perfect sense. Good to great leaders are
able to keep their eye on the prize and develop systematic steps to get there.
But what separates them from other leaders is their drive to reach that prize.
Anyone can develop a strategic plan, but true leaders keep the team focused and
push until the prize is achieved. In Robert Sutton’s book, <i style="mso-bidi-font-style: normal;">Good Boss, Bad Boss</i>, He calls this characteristic “grit”, and he
lists it as one of the top five characteristics of good bosses. <o:p></o:p></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjUu35cdRdhBsNmg_6cMZOIBUhaT3y776BT_k8oLuP2K6d2LS0RxY88SAPhm1wJUvxgb6Hd6HJINqF2k7hNwhMXJjNqPrs_4yhWB9FA14yXZPTUe5W3_tRJj8uEruS8OAyc4Zqmp_NorRIA/s1600/Good+to+Great.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" data-original-height="500" data-original-width="334" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjUu35cdRdhBsNmg_6cMZOIBUhaT3y776BT_k8oLuP2K6d2LS0RxY88SAPhm1wJUvxgb6Hd6HJINqF2k7hNwhMXJjNqPrs_4yhWB9FA14yXZPTUe5W3_tRJj8uEruS8OAyc4Zqmp_NorRIA/s320/Good+to+Great.jpg" style="cursor: move;" width="213" /></a>Another interesting characteristic he discovered was that
roughly 90% of the good to great leaders were developed or promoted from within
the company. This element made me think about leaders within a police or
corrections organization. It seems that sometimes, a town or city council will
want to “shake things up” and seek a replacement Chief from outside the agency.
I realize that sometimes there is no other option. An agency may have a young
and inexperienced staff and no one is truly ready to step into driver’s seat.
But given this data from Collins, I would caution town or city administrators
to look inward at the people within the agency and first seek the “diamond in
the rough” before looking outside the agency. <o:p></o:p></div>
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As you can imagine, I highly recommend this book. Thank you,
Jay, for recommending it. Its usefulness can be seen in pretty much any
industry, public or private. A link to purchase the book via Amazon can be found below. <o:p></o:p></div>
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<a href="https://www.amazon.com/gp/product/B0058DRUV6/ref=as_li_tl?ie=UTF8&tag=granite0c-20&camp=1789&creative=9325&linkCode=as2&creativeASIN=B0058DRUV6&linkId=1ac7fa12fb52e4530e7f272cbeb5d507" target="_blank">https://www.amazon.com/gp/product/B0058DRUV6/ref=as_li_tl?ie=UTF8&tag=granite0c-20&camp=1789&creative=9325&linkCode=as2&creativeASIN=B0058DRUV6&linkId=1ac7fa12fb52e4530e7f272cbeb5d507</a></div>
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Tim<o:p></o:p></div>
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<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Body Text Indent"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="List Continue"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="List Continue 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="List Continue 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="List Continue 4"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="List Continue 5"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Message Header"/>
<w:LsdException Locked="false" Priority="11" QFormat="true" Name="Subtitle"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Salutation"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Date"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Body Text First Indent"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Body Text First Indent 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Note Heading"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Body Text 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Body Text 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Body Text Indent 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Body Text Indent 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Block Text"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Hyperlink"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="FollowedHyperlink"/>
<w:LsdException Locked="false" Priority="22" QFormat="true" Name="Strong"/>
<w:LsdException Locked="false" Priority="20" QFormat="true" Name="Emphasis"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Document Map"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Plain Text"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="E-mail Signature"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Top of Form"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Bottom of Form"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Normal (Web)"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Acronym"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Address"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Cite"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Code"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Definition"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Keyboard"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Preformatted"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Sample"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Typewriter"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="HTML Variable"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Normal Table"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="annotation subject"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="No List"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Outline List 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Outline List 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Outline List 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Simple 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Simple 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Simple 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Classic 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Classic 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Classic 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Classic 4"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Colorful 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Colorful 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Colorful 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Columns 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Columns 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Columns 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Columns 4"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Columns 5"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 4"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 5"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 6"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 7"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Grid 8"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 4"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 5"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 6"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 7"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table List 8"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table 3D effects 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table 3D effects 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table 3D effects 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Contemporary"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Elegant"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Professional"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Subtle 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Subtle 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Web 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Web 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Web 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Balloon Text"/>
<w:LsdException Locked="false" Priority="39" Name="Table Grid"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Table Theme"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Note Level 1"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Note Level 2"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Note Level 3"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Note Level 4"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Note Level 5"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Note Level 6"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Note Level 7"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Note Level 8"/>
<w:LsdException Locked="false" SemiHidden="true" UnhideWhenUsed="true"
Name="Note Level 9"/>
<w:LsdException Locked="false" SemiHidden="true" Name="Placeholder Text"/>
<w:LsdException Locked="false" Priority="1" QFormat="true" Name="No Spacing"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading"/>
<w:LsdException Locked="false" Priority="61" Name="Light List"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1"/>
<w:LsdException Locked="false" Priority="66" Name="Medium List 2"/>
<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1"/>
<w:LsdException Locked="false" Priority="68" Name="Medium Grid 2"/>
<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3"/>
<w:LsdException Locked="false" Priority="70" Name="Dark List"/>
<w:LsdException Locked="false" Priority="71" Name="Colorful Shading"/>
<w:LsdException Locked="false" Priority="72" Name="Colorful List"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 1"/>
<w:LsdException Locked="false" Priority="61" Name="Light List Accent 1"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 1"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 1"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 1"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 1"/>
<w:LsdException Locked="false" SemiHidden="true" Name="Revision"/>
<w:LsdException Locked="false" Priority="34" QFormat="true"
Name="List Paragraph"/>
<w:LsdException Locked="false" Priority="29" QFormat="true" Name="Quote"/>
<w:LsdException Locked="false" Priority="30" QFormat="true"
Name="Intense Quote"/>
<w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 1"/>
<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 1"/>
<w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 1"/>
<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 1"/>
<w:LsdException Locked="false" Priority="70" Name="Dark List Accent 1"/>
<w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 1"/>
<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 1"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 1"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 2"/>
<w:LsdException Locked="false" Priority="61" Name="Light List Accent 2"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 2"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 2"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 2"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 2"/>
<w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 2"/>
<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 2"/>
<w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 2"/>
<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 2"/>
<w:LsdException Locked="false" Priority="70" Name="Dark List Accent 2"/>
<w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 2"/>
<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 2"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 2"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 3"/>
<w:LsdException Locked="false" Priority="61" Name="Light List Accent 3"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 3"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 3"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 3"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 3"/>
<w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 3"/>
<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 3"/>
<w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 3"/>
<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 3"/>
<w:LsdException Locked="false" Priority="70" Name="Dark List Accent 3"/>
<w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 3"/>
<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 3"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 3"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 4"/>
<w:LsdException Locked="false" Priority="61" Name="Light List Accent 4"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 4"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 4"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 4"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 4"/>
<w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 4"/>
<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 4"/>
<w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 4"/>
<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 4"/>
<w:LsdException Locked="false" Priority="70" Name="Dark List Accent 4"/>
<w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 4"/>
<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 4"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 4"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 5"/>
<w:LsdException Locked="false" Priority="61" Name="Light List Accent 5"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 5"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 5"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 5"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 5"/>
<w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 5"/>
<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 5"/>
<w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 5"/>
<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 5"/>
<w:LsdException Locked="false" Priority="70" Name="Dark List Accent 5"/>
<w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 5"/>
<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 5"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 5"/>
<w:LsdException Locked="false" Priority="60" Name="Light Shading Accent 6"/>
<w:LsdException Locked="false" Priority="61" Name="Light List Accent 6"/>
<w:LsdException Locked="false" Priority="62" Name="Light Grid Accent 6"/>
<w:LsdException Locked="false" Priority="63" Name="Medium Shading 1 Accent 6"/>
<w:LsdException Locked="false" Priority="64" Name="Medium Shading 2 Accent 6"/>
<w:LsdException Locked="false" Priority="65" Name="Medium List 1 Accent 6"/>
<w:LsdException Locked="false" Priority="66" Name="Medium List 2 Accent 6"/>
<w:LsdException Locked="false" Priority="67" Name="Medium Grid 1 Accent 6"/>
<w:LsdException Locked="false" Priority="68" Name="Medium Grid 2 Accent 6"/>
<w:LsdException Locked="false" Priority="69" Name="Medium Grid 3 Accent 6"/>
<w:LsdException Locked="false" Priority="70" Name="Dark List Accent 6"/>
<w:LsdException Locked="false" Priority="71" Name="Colorful Shading Accent 6"/>
<w:LsdException Locked="false" Priority="72" Name="Colorful List Accent 6"/>
<w:LsdException Locked="false" Priority="73" Name="Colorful Grid Accent 6"/>
<w:LsdException Locked="false" Priority="19" QFormat="true"
Name="Subtle Emphasis"/>
<w:LsdException Locked="false" Priority="21" QFormat="true"
Name="Intense Emphasis"/>
<w:LsdException Locked="false" Priority="31" QFormat="true"
Name="Subtle Reference"/>
<w:LsdException Locked="false" Priority="32" QFormat="true"
Name="Intense Reference"/>
<w:LsdException Locked="false" Priority="33" QFormat="true" Name="Book Title"/>
<w:LsdException Locked="false" Priority="37" SemiHidden="true"
UnhideWhenUsed="true" Name="Bibliography"/>
<w:LsdException Locked="false" Priority="39" SemiHidden="true"
UnhideWhenUsed="true" QFormat="true" Name="TOC Heading"/>
<w:LsdException Locked="false" Priority="41" Name="Plain Table 1"/>
<w:LsdException Locked="false" Priority="42" Name="Plain Table 2"/>
<w:LsdException Locked="false" Priority="43" Name="Plain Table 3"/>
<w:LsdException Locked="false" Priority="44" Name="Plain Table 4"/>
<w:LsdException Locked="false" Priority="45" Name="Plain Table 5"/>
<w:LsdException Locked="false" Priority="40" Name="Grid Table Light"/>
<w:LsdException Locked="false" Priority="46" Name="Grid Table 1 Light"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark"/>
<w:LsdException Locked="false" Priority="51" Name="Grid Table 6 Colorful"/>
<w:LsdException Locked="false" Priority="52" Name="Grid Table 7 Colorful"/>
<w:LsdException Locked="false" Priority="46"
Name="Grid Table 1 Light Accent 1"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 1"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 1"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 1"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 1"/>
<w:LsdException Locked="false" Priority="51"
Name="Grid Table 6 Colorful Accent 1"/>
<w:LsdException Locked="false" Priority="52"
Name="Grid Table 7 Colorful Accent 1"/>
<w:LsdException Locked="false" Priority="46"
Name="Grid Table 1 Light Accent 2"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 2"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 2"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 2"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 2"/>
<w:LsdException Locked="false" Priority="51"
Name="Grid Table 6 Colorful Accent 2"/>
<w:LsdException Locked="false" Priority="52"
Name="Grid Table 7 Colorful Accent 2"/>
<w:LsdException Locked="false" Priority="46"
Name="Grid Table 1 Light Accent 3"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 3"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 3"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 3"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 3"/>
<w:LsdException Locked="false" Priority="51"
Name="Grid Table 6 Colorful Accent 3"/>
<w:LsdException Locked="false" Priority="52"
Name="Grid Table 7 Colorful Accent 3"/>
<w:LsdException Locked="false" Priority="46"
Name="Grid Table 1 Light Accent 4"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 4"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 4"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 4"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 4"/>
<w:LsdException Locked="false" Priority="51"
Name="Grid Table 6 Colorful Accent 4"/>
<w:LsdException Locked="false" Priority="52"
Name="Grid Table 7 Colorful Accent 4"/>
<w:LsdException Locked="false" Priority="46"
Name="Grid Table 1 Light Accent 5"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 5"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 5"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 5"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 5"/>
<w:LsdException Locked="false" Priority="51"
Name="Grid Table 6 Colorful Accent 5"/>
<w:LsdException Locked="false" Priority="52"
Name="Grid Table 7 Colorful Accent 5"/>
<w:LsdException Locked="false" Priority="46"
Name="Grid Table 1 Light Accent 6"/>
<w:LsdException Locked="false" Priority="47" Name="Grid Table 2 Accent 6"/>
<w:LsdException Locked="false" Priority="48" Name="Grid Table 3 Accent 6"/>
<w:LsdException Locked="false" Priority="49" Name="Grid Table 4 Accent 6"/>
<w:LsdException Locked="false" Priority="50" Name="Grid Table 5 Dark Accent 6"/>
<w:LsdException Locked="false" Priority="51"
Name="Grid Table 6 Colorful Accent 6"/>
<w:LsdException Locked="false" Priority="52"
Name="Grid Table 7 Colorful Accent 6"/>
<w:LsdException Locked="false" Priority="46" Name="List Table 1 Light"/>
<w:LsdException Locked="false" Priority="47" Name="List Table 2"/>
<w:LsdException Locked="false" Priority="48" Name="List Table 3"/>
<w:LsdException Locked="false" Priority="49" Name="List Table 4"/>
<w:LsdException Locked="false" Priority="50" Name="List Table 5 Dark"/>
<w:LsdException Locked="false" Priority="51" Name="List Table 6 Colorful"/>
<w:LsdException Locked="false" Priority="52" Name="List Table 7 Colorful"/>
<w:LsdException Locked="false" Priority="46"
Name="List Table 1 Light Accent 1"/>
<w:LsdException Locked="false" Priority="47" Name="List Table 2 Accent 1"/>
<w:LsdException Locked="false" Priority="48" Name="List Table 3 Accent 1"/>
<w:LsdException Locked="false" Priority="49" Name="List Table 4 Accent 1"/>
<w:LsdException Locked="false" Priority="50" Name="List Table 5 Dark Accent 1"/>
<w:LsdException Locked="false" Priority="51"
Name="List Table 6 Colorful Accent 1"/>
<w:LsdException Locked="false" Priority="52"
Name="List Table 7 Colorful Accent 1"/>
<w:LsdException Locked="false" Priority="46"
Name="List Table 1 Light Accent 2"/>
<w:LsdException Locked="false" Priority="47" Name="List Table 2 Accent 2"/>
<w:LsdException Locked="false" Priority="48" Name="List Table 3 Accent 2"/>
<w:LsdException Locked="false" Priority="49" Name="List Table 4 Accent 2"/>
<w:LsdException Locked="false" Priority="50" Name="List Table 5 Dark Accent 2"/>
<w:LsdException Locked="false" Priority="51"
Name="List Table 6 Colorful Accent 2"/>
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Tim C. Joneshttp://www.blogger.com/profile/02560638970743720923noreply@blogger.com0tag:blogger.com,1999:blog-1221055092523794098.post-79046694871452906462018-01-17T17:19:00.000-08:002018-01-17T17:19:07.188-08:00Are we TRULY Using Our Evaluations Effectively?<div align="left" style="background-color: white; color: #3a352a; font-family: "Helvetica Neue", Helvetica, Arial, sans-serif; font-size: 12px; line-height: 1.5em; margin-bottom: 1.3em; padding: 0px; unicode-bidi: embed; vertical-align: baseline;">
As a person who has spent the last couple of years teaching and discussing the foundations of good leadership, said discussions inevitably turn to department evaluations. I hear from some officers who say that their departments have evaluations but often forget to evaluate their personnel; thus, leading to a feeling that if the department cannot remember to complete them, then they must not be very important. I also hear from agencies that have robust evaluation systems in place, with monthly or quarterly evaluations that involve good discussions between supervisors and subordinates. And I hear about evaluation systems that fall somewhere in between.</div>
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One of the most frequent complaints that I hear regarding evaluations is the heavy reliance on statistics. What do I mean when I say statistics? It is the low hanging fruit that so many departments turn to in order to create a measure of efficacy. Why do I consider statistics low hanging fruit? Well, let's face it, pulling up "numbers" from an agency's RMS is relatively easy these days. We can pull up car stops, tickets issued, arrest numbers, and the list goes on. While I can see some uses for statistics, I personally feel that a supervisor, and their agency for that matter, is being a bit lazy when they rely heavily on numbers for officer evaluations.</div>
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Here is my argument - let's say I have an officer that LOVES doing motor vehicle work. The officer may stop 20 cars per shift. We all know this person. The people who stop many cars are generally active officers. They may be doing some drug interdiction as well. When one stops 20 cars per shift, one is bound to get arrests, such as operating after suspensions, DWI's, open containers, etc. This officer, statistically speaking, is a rockstar. The numbers play well with the active motor vehicle officer.</div>
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But what about the officer that stops 5-8 cars per shift but also patrols the neighborhoods, stops to talk with citizens, checks on businesses after they have closed? Statistically, there is nothing there to measure, but this officer is performing a very important police function. Here is another example: say an officer takes a theft report. The officer looks into the case and after a few weeks develops a suspect. The officer then asks the subject to come in for an interview and the suspect ultimately confesses. Statistically, a supervisor will see a case number and an arrest. But what the supervisor should be paying attention to is the good police work that went into solving the case. This part, the actually paying attention to work quality and effort, requires work on the supervisor's part. Simply pulling up stats would not show the officer's effectiveness.</div>
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So, what is the take away here? If your agency is heavily reliant on stats to show officer efficacy, then in order to stay in the good graces of the supervisors, the officers may look to put up numbers and nothing else. Good leaders will look at the big picture and note ALL of the work the officers are doing, not simply the numbers that can be spit out of an RMS.</div>
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I found an article regarding police evaluations that was published in the '70's. As I read it, I noticed that not much has changed over the last four decades. Here is the link if you would like to read it: http://web.mit.edu/gtmarx/www/alt.html</div>
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If you are considering a remake of your evaluation system, let me give you some practical advice. First, ask the people that are getting evaluated what they would like to see in an evaluation system. Don't be afraid to ask your patrol officers. They are the ones with boots on the ground. They may very well have some good suggestions. Second, your evaluations should be more about the future than the past. A very good friend of mine, and good leader as well, uses the 25/75 rule. He feels that his evaluations on his personnel should be 25% about the past and 75% about the future. What do I mean about the future? I'm talking about setting goals and steps to achieve them.</div>
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When you think about it, a good leader will deal with problems and mistakes as they happen (DON'T EVER WAIT UNTIL EVAL TIME TO HIGHLIGHT MISTAKES). Therefore, there is no need to rehash mistakes that have been corrected. Why not use the evaluation as a platform for a leader and an officer to discuss where the officer wants to go, what s/he wants to be, etc. Why not use it as a platform for the leader to help the officer lay down some ground work for their ultimate goals? For example, if the patrolman says that s/he wants to be a sergeant, then the leader can recommend books to read or consider delegating tasks designed to enhance and develop the officer's skill set. In this manner, they will become better developed officers so that when they decide to go for a sergeant position, they are better equipped and more confident.</div>
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If you get anything out of my rantings here, I ask that you take a look at your evaluation system and ensure that they are painting a true picture of an officer's efficacy and not just funneling him/her into a numbers game. Remember, good and effective evaluations require work, but the pay off can be phenomenal.</div>
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Tim Jones</div>
Tim C. Joneshttp://www.blogger.com/profile/02560638970743720923noreply@blogger.com0tag:blogger.com,1999:blog-1221055092523794098.post-23986527544535473522018-01-17T17:09:00.001-08:002018-01-17T17:09:11.373-08:00<h2 class="" style="background-color: white; color: #cb852e; font-family: "Helvetica Neue", Helvetica, Arial, sans-serif; font-size: 20px; line-height: 1.25; margin: 0px; padding: 0px; text-align: left; width: 530px;">
<span style="margin: 0px; padding: 0px;">True Leadership Begins When You Step Out of Your Comfort Zone</span></h2>
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Recently, Josh and I decided to add some important material to our first-line supervisor leadership class. While reviewing some material on leading up the chain of command, Josh disagreed with the tone of some of my slides. I saw his point, but I wanted to shake things up a bit and get people on their heels in thought. Basically, I wanted to get them out of their comfort zone. Well, this led Josh to look into the concept of comfort zones and leadership. What he dug up in his research is the topic of this month's leadership article - COMFORT ZONES are nice and cozy, but they kill many important characteristics that make someone a good leader.</div>
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We all like feeling comfortable. Whether it's our home life, our recreational life or even our work life. When one works hard to know their job and develop professional relationships, one also enjoys sitting back and living in the comfortable and competent world he/she has created. One of the most difficult times for a supervisor is when he/she is first promoted. Talk about being outside a comfort zone! There are so many challenges and new ideas to process and implement, it can be overwhelming at times. But, the supervisor learns the job, learns the team, learns how to work with his/her supervisor and ultimately becomes "comfortable" with the position.</div>
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The supervisor is so engaged with learning the new position and how their leadership style works within it, they often fail to notice how the learning process is what has made them better. It was the discomfort that developed them. Because of their blindness to "how" they have become who they are, and with their focus on "what" they have become, he/she may decide to live in the comfort zone, or the "I made it" zone. The comfort zone is nice, but as I said earlier, it is not where development takes place.</div>
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To quote Tony Robbins, "if you are not growing, you are dying". I can attest that this statement is true. As humans, it is our nature to better ourselves. Whether it is through pushing our bodies or our minds, We only become better when we push ourselves to new and better levels.</div>
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Josh sent me an article regarding leadership and the comfort zone. The author, George Ambler, discusses the three zones of leadership. In the illustration at the top of this article, one can see the three zones illustrated as a bullseye. The center is the comfort zone. This is a cozy place where we can handle what we know. But when one is confronted with a task or situation that one does not know, he/she is then pushed into the "learning zone". Many find this area to be uncomfortable. One is forced to learn something new. When I was a drum instructor, I would make my students do much, much more with their non-dominant hand. Talk about being out of a comfort zone. It was always awkward at first, but the benefits, in the end, were immense.</div>
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When Josh and I teach leadership, we tell our students that they need to constantly learn. Whether it's leadership techniques, technology, or the names of their subordinates' children, a quest for knowledge should never cease. This is living in the learning zone. I feel that we should all make the learning zone our comfort zone.</div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgX83LKvJN9NZuYMvCQlxR5q0guXxPwfHvxu9tX7iE5BNwmquXgm3RInj6Wvkd2khmRyoX35XFQNLazPACyNOOPWoY5C6EukvAnaq-phFCPYRbJAVr_y52xocwsNbCFNfk7hutkebyjyBAY/s1600/three-leadership-zones.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" data-original-height="602" data-original-width="600" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgX83LKvJN9NZuYMvCQlxR5q0guXxPwfHvxu9tX7iE5BNwmquXgm3RInj6Wvkd2khmRyoX35XFQNLazPACyNOOPWoY5C6EukvAnaq-phFCPYRbJAVr_y52xocwsNbCFNfk7hutkebyjyBAY/s200/three-leadership-zones.jpg" width="198" /></a>Ambler further talks about going beyond the learning zone and slipping into the "danger zone" (I dare you to not say danger zone without thinking of Top Gun!). This is the zone where the leader takes on too much. For example, an eager sergeant who truly wants to learn may volunteer to take on too many peripheral responsibilities or assignments. Although his/her intentions were good, the eager sergeant may soon learn that he/she cannot adequately run their shift and complete the tasks he/she volunteered to do. The end result is undue stress and the possibility of not learning the tasks as adequately as he/she planned.</div>
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So what is the end game here? Whether it is leadership, sports, a musical instrument, a new language, etc, you MUST go beyond what you already know (comfort zone) and embrace the occasional uncomfortableness of learning. One must be cautious and not take on too much for the sake of learning. If too much stress kicks in and one becomes more focused on the stress than the task itself, then adequate learning is not happening.</div>
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Article by George Ambler</div>
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<a href="http://www.georgeambler.com/leadership-develops-when-you-escape-your-comfort-zone/" style="color: #597bb7; text-decoration-line: none;" target="_blank">http://www.georgeambler.com/leadership-develops-when-you-escape-your-comfort-zone/</a></div>
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Tim Jones, GSPCC</div>
Tim C. Joneshttp://www.blogger.com/profile/02560638970743720923noreply@blogger.com0tag:blogger.com,1999:blog-1221055092523794098.post-70194481470520477102017-10-03T05:38:00.000-07:002017-10-03T05:38:05.176-07:00A Case for NOT Doing it by the Numbers<div align="left" style="background-color: white; color: #3a352a; font-family: "Helvetica Neue", Helvetica, Arial, sans-serif; font-size: 12px; line-height: 1.5em; margin-bottom: 1.3em; padding: 0px; unicode-bidi: embed; vertical-align: baseline;">
As a person who has spent the last couple of years teaching and discussing the foundations of good leadership, said discussions inevitably turn to department evaluations. I hear from some officers who say that their departments have evaluations but often forget to evaluate their personnel; thus, leading to a feeling that if the department cannot remember to complete them, then they must not be very important. I also hear from agencies that have robust evaluation systems in place, with monthly or quarterly evaluations that involve good discussions between supervisors and subordinates. And I hear about evaluation systems that fall somewhere in between.</div>
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One of the most frequent complaints that I hear regarding evaluations is the heavy reliance on statistics. What do I mean when I say statistics? It is the low hanging fruit that so many departments turn to in order to create a measure of efficacy. Why do I consider statistics low hanging fruit? Well, let's face it, pulling up "numbers" from an agency's RMS is relatively easy these days. We can pull up car stops, tickets issued, arrest numbers, and the list goes on. While I can see some uses for statistics, I personally feel that a supervisor, and their agency for that matter, is being a bit lazy when they rely heavily on numbers.</div>
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Here is my argument - let's say I have an officer that LOVES doing motor vehicle work. The officer may stop 20 cars per shift. We all know this person. The people who stop many cars are generally active officers. They may be doing some drug interdiction as well. When one stops 20 cars per shift, one is bound to get arrests, such as operating after suspensions, DWI's, open containers, etc. This officer, statistically speaking, is a rockstar. The numbers play well with the active motor vehicle officer.</div>
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But what about the officer that stops 5-8 cars per shift but also patrols the neighborhoods, stops to talk with citizens, checks on businesses after they have closed? Statistically, there is nothing there to measure, but this officer is performing a very important police function. Here is another example: say an officer takes a theft report. The officer looks into the case and after a few weeks develops a suspect. The officer then asks the subject to come in for an interview and the suspect ultimately confesses. Statistically, a supervisor will see a case number and an arrest. But what the supervisor should be paying attention to is the good police work that went into solving the case. This part, the actually paying attention to work quality and effort, requires work on the supervisor's part. Simply pulling up stats would not show the officer's effectiveness.</div>
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So, what is the take away here? If your agency is heavily reliant on stats to show officer efficacy, then in order to stay in the good graces of the supervisors, the officers may look to put up numbers and nothing else. Good leaders will look at the big picture and note ALL of the work the officers are doing, not simply the numbers that can be spit out of an RMS.</div>
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I found an article regarding police evaluations that was published in the '70's. As I read it, I noticed that not much has changed over the last four decades. Here is the link if you would like to read it: http://web.mit.edu/gtmarx/www/alt.html</div>
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If you are considering a remake of your evaluation system, let me give you some practical advice. First, ask the people that are getting evaluated what they would like to see in an evaluation system. Don't be afraid to ask your patrol officers. They are the ones with boots on the ground. They may very well have some good suggestions. Second, your evaluations should be more about the future than the past. A very good friend of mine, and good leader as well, uses the 25/75 rule. He feels that his evaluations on his personnel should be 25% about the past and 75% about the future. What do I mean about the future? I'm talking about setting goals and steps to achieve them.</div>
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When you think about it, a good leader will deal with problems and mistakes as they happen (DON'T EVER WAIT UNTIL EVAL TIME TO HIGHLIGHT MISTAKES). Therefore, there is no need to rehash mistakes that have been corrected. Why not use the evaluation as a platform for a leader and an officer to discuss where the officer wants to go, what s/he wants to be, etc. Why not use it as a platform for the leader to help the officer lay down some ground work for their ultimate goals? For example, if the patrolman says that s/he wants to be a sergeant, then the leader can recommend books to read or consider delegating tasks designed to enhance and develop the officer's skill set. In this manner, they will become better developed officers so that when they decide to go for a sergeant position, they are better equipped and more confident.</div>
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If you get anything out of my rantings here, I ask that you take a look at your evaluation system and ensure that they are painting a true picture of an officer's efficacy and not just funneling him/her into a numbers game. Remember, good and effective evaluations require work, but the pay off can be phenomenal.</div>
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Tim Jones</div>
Tim C. Joneshttp://www.blogger.com/profile/02560638970743720923noreply@blogger.com0tag:blogger.com,1999:blog-1221055092523794098.post-91069133404827455712017-02-15T08:18:00.001-08:002017-02-15T08:18:59.611-08:00Keep the Fire BurningIn 2015, I was fortunate enough to be sent to the FBI LEEDA Command Leadership Class. I did enjoy the class and the instructors were outstanding. The material was relevant and I learned a great deal....But, there was one small segment that had the most significant impact on me.<br />
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On the last day, there was a Captain from a corrections agency that said something that was pretty profound. He stated that he had been to several leadership courses and would always leave pumped up and ready to be a better leader and create positive change within his agency. But, he said that within two weeks, due to the agency's culture and other factors, he would be right back to where he was mentally prior to the class. I also had a student at one of my command leadership classes that said he left my first-line supervisor class all pumped up, but he got the wind knocked out of his sails due to the amount of work that was waiting on him when he returned to his agency.<br />
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The reason I mention this is that we as LEADERS need to work hard to avoid losing our fire...our drive to make ourselves and our people better. In Robert Sutton's "Good Boss, Bad Boss", he talks about the five mindsets of effective leaders. One of them is Grit. This is a leader's ability to stay the course and look at leadership as a marathon, not a sprint.<br />
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It is very easy to fall into a rut once you are comfortable with your position and things are moving smoothly. This is good if your goal is to be a <i>manager</i>. But if you want to be a <i>leader,</i> ruts are no place to be. Ruts inhibit vision. Ruts are easy and they do not require a lot of thinking or effort. It is easy to see why supervisors fall into this trap. In a way it's efficient, right? The least amount of effort getting the desired output - management.<br />
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Well, I don't teach management. I teach leadership. Leaders avoid ruts and spend time keeping their people out of ruts as well. To quote Tony Robbins, "if you are not growing, you are dying". Leaders must have vision. They constantly look at their span of control (their bubble) and look for ways to make it better. Very good leaders will talk with their people to get their input on what should improve and how to do it. Good leaders are students of leadership and constantly look for ways to improve their leadership skills (training, books, articles, etc).<br />
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To keep the fire burning, we must constantly seek to improve ourselves and our people. This act requires effort. If you want to be a leader, know that there is work involved. I'm not saying that you must pull off astonishing changes and events to be deemed a leader. Even small events or changes can have significant effects on your span of control. As long as you are making the effort and steering clear of the rut, good things can happen.<br />
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To illustrate this point, here is one of my favorite TED talks:<br />
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<a href="https://www.ted.com/talks/drew_dudley_everyday_leadership" target="_blank">Lollipop Moment</a><br />
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I'll conclude this post the way I end my leadership class - With Andy Andrews's seven decisions. They have helped me in life and with leadership.<br />
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1. The buck stops with you. If your people (and yourself) are not improving, whose fault is it? IT IS YOUR FAULT! The buck stops with the leader.<br />
2. Seek wisdom. Good leaders are not afraid to ask for help...especially from their subordinates.<br />
3. Be a person of action. The road to Hell is paved with good intentions, right? Again, to quote Tony Robbins, "knowledge is not power, it is potential power - action is power". Have the vision to look for ways to make improvements and then have the courage to take the first step.<br />
4. Have a decided heart - Again, have the courage to take the first step.<br />
5. Choose to be happy. Yes, happiness is a choice. There are people who go through heart wrenching ordeals and still have the ability to be happy. Why? because they choose to be. Being happy will spread to your people and work/life will be better for them and you.<br />
6. Have a forgiving spirit. I teach a whole section on emotional intelligence. One of the biggest mistakes people and supervisors make is that they hold grudges. This act is toxic. LET IT GO AND MOVE ON!<br />
7. Lastly, but most importantly, stay the course and look at leadership as a marathon. Avoid ruts and be a symbol of inspiration for your people.<br />
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Here is a link to Andy's book illustrating these points in a fictional tale:<br />
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<a href="https://www.amazon.com/gp/product/0785273220/ref=as_li_tl?ie=UTF8&tag=granite0c-20&camp=1789&creative=9325&linkCode=as2&creativeASIN=0785273220&linkId=e70def1a58f2cb362c5f2b5e38a54498" target="_blank">The Traveler's Gift</a><br />
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TimTim C. Joneshttp://www.blogger.com/profile/02560638970743720923noreply@blogger.com0tag:blogger.com,1999:blog-1221055092523794098.post-8042718196606193232016-09-30T07:55:00.001-07:002016-09-30T07:55:39.458-07:00What drives our people?Hello everyone. It has been a while since I've posted. I retired this summer and I took the opportunity to chillax a little. It was nice. Now, I'm back to building my training business and enhancing the careers of public safety personnel.<br />
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While I was chillaxing this summer, I had the opportunity to read some material and watch some videos by Tony Robbins. I have to admit, I always knew who he was, but I never really paid attention to him. I must say, I am a very big fan now - and I'm not always easily won over.<br />
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What I like about Tony's teachings are that they look at the root causes of why people do what they do. With most people, actions are driven by emotions and emotions are driven by psychological or human needs. A foundation of Tony's talks is understanding the six human needs that drive people. Said needs are:<br />
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1. Certainty - We need to know what is going to happen, or, at least have a good idea as to what will happen. We do this by creating routines and setting attainable goals with mapped out steps. It's predictable and provides consistency in our lives.<br />
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2. Uncertainty - What? Uncertainty? You just said certainty. Believe it or not, we also need some variety in our lives. As long as the variety is pleasant - serendipitous. As Tony says, if the surprise is something we don't like, we call it a problem. Taking a spontaneous weekend trip with our partners or mountain biking on a trail you've never ridden before are good examples of positive uncertainty.<br />
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3. Significance - We all want to be relevant, or significant, in some fashion. Of course, some want this more than others. We have a need to be recognized for our accomplishments. Whether it's obtaining a PhD or a black belt in Jiu Jitsu, we do it for our own sense of accomplishment, but also for the recognition, which equals significance.<br />
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4. Love & Connection - We all crave love; it's human. If we don't get love, we will accept a connection, which, according to Tony, are the scraps of love. We all want to feel love and connection with our family, our close friends and our coworkers (well, maybe not all of our coworkers). It satisfies a significant part of our emotional needs.<br />
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5. Growth - If you are not growing, you are dying. That is a philosophy that Tony uses. He says that there are no plateaus in life. He adds that we must grow personally, in our relationships, at our jobs, even as parents. I tend to follow his philosophy because it is in my nature. But, I can see where some people like ruts, or plateaus. I suppose it goes back to certainty.<br />
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6. Contribution - This is straight from Tony - "<span style="background-color: white; color: #252525; font-size: 13pt;">Life is really about creating meaning. And meaning does not
come from what you get, it comes from what you give. Ultimately it’s not what
you get that will make you happy long term, but rather who you become and what
you contribute will." </span><br />
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<span style="background-color: white; color: #252525; font-size: 13pt;">Now that I've listed the needs, Tony adds that we are all unique on which needs we focus. He also adds that the way the needs get met can be positive, neutral, or negative. For example, let's take the need for recognition. Some may look for it by making themselves better in academics (Master's or PhD). That is a way to be recognized positively. How about the person we all know that always has bigger problems than everyone else. They are sicker, have less money, a crappier life, etc. These people are seeking recognition, but in a negative way.</span><br />
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<span style="background-color: white;"><span style="color: #252525;"><span style="font-size: 13pt;">I am only scratching the surface of the point that Tony makes. Just understand that emotions drive action. But what drives emotions? Is it solely </span><span style="font-size: 17.3333px;">extrinsic</span><span style="font-size: 13pt;"> or </span><span style="font-size: 17.3333px;">intrinsic needs</span><span style="font-size: 13pt;">? It would seem that much of what drives us are these six intrinsic needs. Knowing what these needs are, how can we as leaders use them to be of service to our people?</span></span></span><br />
<span style="background-color: white;"><span style="color: #252525;"><span style="font-size: 13pt;"><br /></span></span></span>
<span style="background-color: white;"><span style="color: #252525;"><span style="font-size: 13pt;">In my opinion, we have to start with ourselves. Take a look at the six needs and analyze yourself. What drives you and how does it effect you as a leader (positive or negative)? After your self-analysis, look at your people and see what drives them. If you have a person that seeks positive recognition, foster it and direct it. If you have people that seek negative recognition, call them out and illustrate that they are taking themselves, and the team, in a negative direction. Maybe, if they actually see and understand what they are doing, they may change the negative behavior.</span></span></span><br />
<span style="background-color: white;"><span style="color: #252525;"><span style="font-size: 13pt;"><br /></span></span></span>
<span style="background-color: white;"><span style="color: #252525;"><span style="font-size: 13pt;">I realize that I'm taking a broad topic and </span><span style="font-size: 17.3333px;">funneling it down into a blog post. But I highly recommend, as a leader, you familiarize yourself with Tony's six emotional needs to better understand what drives you and what drives your people. I have incorporated this concept into my leadership classes with very positive results. What do you think?</span></span></span><br />
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<span style="background-color: white;"><span style="color: #252525;"><span style="font-size: 13pt;">Here are a few links to Tony explaining the six emotional needs:</span></span></span><br />
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<span style="color: #252525;"><span style="font-size: 17.3333px;">https://www.ted.com/talks/tony_robbins_asks_why_we_do_what_we_do?language=en</span></span><br />
<span style="background-color: white;"><span style="color: #252525;"><span style="font-size: 13pt;"><br /></span></span></span>
<span style="color: #252525;"><span style="font-size: 17.3333px;">https://www.entrepreneur.com/article/240441</span></span><br />
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<span style="background-color: white;"><span style="color: #252525;"><span style="font-size: 13pt;">Tim </span></span></span><br />
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<!--EndFragment-->Tim C. Joneshttp://www.blogger.com/profile/02560638970743720923noreply@blogger.com0tag:blogger.com,1999:blog-1221055092523794098.post-83649234188939410002016-02-24T07:10:00.003-08:002016-02-24T07:10:57.293-08:00Good morning everyone. This will be my first "official" post (non-introductory) on this leadership blog. I want to discuss an article I recently read on Forbes.com. It was written by Mike Myatt and was titled, "The #1 Reason Leadership Development Fails".<br />
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To synopsize the article, Mike states that leadership training/courses do not do what they intend, which is to develop a person's leadership abilities. He adds that leadership development is not something that is learned in a classroom; rather, it is developed over time by the institute the leader works for. He illustrates that leadership training "presumes the need for indoctrination on systems, processes and techniques." Mike states that leadership does not pivot on said systems, processes and techniques; instead, it pivots on advancements and progress.<br />
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For the most part, I agree with Mike. As a person that teaches leadership development, I completely understand that a three day course doesn't infuse a person with years of leadership trial and error and experiences. But I disagree with Mike's notion that leadership training is basically useless. Part of "development" is learning various techniques and perspectives. Said techniques and perspectives are tools a leader can use to drive change, progress, motivation and esprit de corps.<br />
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I liken it to a carpenter apprentice. To do his job, the apprentice has to learn how to operate the tools of the trade. He needs to know which specific tool does what and why. Through time, he will learn when and where to apply a specific tool to accomplish his goal. This concept is true for leaders as well. Training helps to enlighten leaders on various concepts and approaches (tools) to help them accomplish their, or the team's, mission.<br />
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The absolute wrong approach to leadership training is to stand in front of men and women and tell them that if you do A, B & C, you will be a great leader. That's not development, that's bullshit. Development is having honest discussions about human nature and why subordinates do what they do. By having an understanding to the reasons why, leaders can better answer questions and gain insight on what positively or negatively influences their teams.<br />
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Again, I do agree with Mike's article in that leadership development should be an internal process within any private of government agency. I also agree that it is a very bad habit for entities to send their supervisors to leadership training and expect that to be a "fix-all" step. The approach should be that leadership training is one of many steps in the development process. Identify what your tools are and when to use them. Over time, experience will dictate which tools work and which ones do not.<br />
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Well, that's my two cents. I would love to discuss this topic if you are so interested.<br />
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<a href="http://www.forbes.com/sites/mikemyatt/2012/12/19/the-1-reason-leadership-development-fails/#4373f31934ce" target="_blank">http://www.forbes.com/sites/mikemyatt/2012/12/19/the-1-reason-leadership-development-fails/#4373f31934ce</a><br />
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<br />
tj<br />
<br />Tim C. Joneshttp://www.blogger.com/profile/02560638970743720923noreply@blogger.com0tag:blogger.com,1999:blog-1221055092523794098.post-19500028900922901032016-02-24T03:47:00.001-08:002016-02-24T03:47:12.385-08:00<h3 class="post-title entry-title" itemprop="name" style="background-color: #1c1c1c; color: #cccccc; font-family: Georgia, Utopia, 'Palatino Linotype', Palatino, serif; font-size: 18px; font-stretch: normal; font-weight: normal; margin: 0px; position: relative;">
Who the Hell are You?</h3>
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Hello everyone. My name is Tim Jones and I'm about to start a new blogging journey here on Google's Blogger. The focus of my blog posts will be on <i>leadership</i>. Now, I know that you are thinking, what the hell do you know about leadership Tim? Truth be told, maybe my knowledge level is a spec above average. I don't fancy myself a leadership academic nor do I see myself as Lincoln-esque.<br /><br />What I am is a 47 year old, 20 year police veteran and former US Navy Diver that has paid attention to what works and what does not. I've read a few books along the way that have shored up some of my personal theories and have also enlightened me with different perspectives. All in all, my "book-learnin'" and my experience have given me what I feel is a good foundation to discuss leadership. And by experiences, I absolutely mean the mistakes. I've always felt that "true" success is built on a foundation of failure. Let me tell you, I've had some. But when I did make a mistake, instead of pointing fingers and trying to avoid blame, I owned my mistakes and learned from them. Much of what I will be discussing is based on either my own, or other people's mistakes. There will be some successes sprinkled about as well.<br /><br />I love the topic so much, I created a leadership development class for law enforcement. My class focuses on foundations, or the nuts and bolts, of leadership. I created the class with ample amounts of discussion opportunities. In my opinion, it would not be a suitable leadership course if the class did not discuss the ideas or topics that I throw at them. I always take away a few good nuggets of perspective from each class as a result of discussions.<br /><br />To further introduce myself, I have been married for almost 23 years. I have two children, a cat and a new dog. Given that I still work full-time as a police officer, and I run my training business as well, I do not have much time for hobbies and such. I do play the drums in a dance band called Dance Hall Epidemic (dancehallepidemic.com) on weekends.<br /><br />Well my friends, that's me. I look forward to more posts on leadership and I look forward to some discussions with anyone who would want to respond. BTW, my next post will be on the differences between management and leadership...<br /><br />tj</div>
Tim C. Joneshttp://www.blogger.com/profile/02560638970743720923noreply@blogger.com0