CORE Leadership

Product Overview

PLE CORE Leadership is a two-day training workshop that focuses on the needs and unique challenges of being a leader in the world of law enforcement. The workshop grew out of our work with the US Department of Homeland Security, The Federal Law Enforcement Training Center (FLETC), the FBI National Academy Association, and several law enforcement agencies at the municipal, county, and state levels across the United States.

Endorsement

“This training was timely, relevant, and powerful. The transfer of ownership concept really hit home with me. Our agency has had many retirements and promotions. The entire senior staff has just under three years in their positions. Our future depends on our ability to apply the skills and tools taught in this course.”

Doug Muldoon, Chief of Police, Palm Bay, Florida

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Challenge

Performing as a leader in law enforcement is one of the most challenging of all professional assignments. In fact, according to new research, the law enforcement leader is considered to be one of the most stressful positions in the entire workplace.

The challenge begins with the initial transition to supervisor. There is a fundamental shift in stewardship as the role changes from direct, individual contribution to indirect, team contribution. By necessity, the new role places heavy emphasis on “small unit leadership skills.” By carefully analyzing the success and failure patterns of leaders in the various branches of law enforcement, we have identified “quicksand” areas and isolated the skill areas that are foundational to success.

Module 1: Leadership vs. Management

Participants learn that leadership is the game-changing factor in creating a high performance team in law enforcement. They learn to distinguish between the dimensions of leadership and management and assess the leadership-to-management ratio of their own positions. Finally, they learn that leadership is not based on title, position, or authority.

  • Leadership as leverage
  • Your leadership-to-management ratio
  • Quitting the boss

Module 2: Developing Learning Agility

Participants learn the essential need to become an aggressive, self-directed learner in order to learn at or above the speed of change. They learn to apply the agile learning framework to their own work, identify they own learning gaps, and complete an agile learning self-assessment.

  • Learning at or above the speed of change
  • Unlearning
  • Aggressive, self-directed learning

Module 3: Developing Emotional Intelligence and Self-Awareness

Participants apply tools and skills to become more aware of, regulate, and motivate themselves. They also learn to perceive, interact with, and influence others. Participants learn to install a rich communication feedback loop with their teams, engage in active listening, and avoid the dangers of isolation.

  • EQ vs. IQ
  • EQ and Psychological safety
  • The clean mirror

Module 4: Building a High-Performance Team

Participants learn to apply the 10 attributes of high-performing teams, with emphasis on familiarity and frequency of contact. They create a framework for developing a personal platform of credibility. Finally, they identify common failure patterns and apply strategies to avoid them in their own roles.

  • Attributes of high performance
  • Your personal platform of credibility
  • Hierarchy and collaboration

Module 5: Creating High Engagement

Participants learn to apply three tools to assess the engagement of members of their team. They also learn to employ the six drivers of high engagement to create intrinsic motivation, avoid boredom and burnout, and sustain high engagement. They learn to be alert to “exposure ratios” based on shift rotations, patterns of deflection and stress overload. Finally, they learn how to create ongoing political and emotional safety for their team members.

  • Working inside out
  • Balance vs. Burnout
  • 6 Drivers of engagement

Module 6: Delegating and Holding Others Accountable

Participants learn how to move their direct reports to level 3, outcome-based delegation and accountability in order to transfer ownership and sustain high performance. Finally, they apply practical skills and tools to hold others accountable, manage risk, as well as validate direction, expectations, and results.

  • Outcome-based accountability
  • The moment of truth
  • The power of “why”

Module 7: Becoming a Coach

Participants learn to apply the Oxford SOAR™ Coaching Model in order to transfer ownership, improve performance, and accelerate personal development. They apply legitimate forms of influence and avoid coercive or manipulative tactics (“power tools and tricks”) in their personal interactions. They apply skills to increase their powers.

  • The Oxford Coaching Model
  • Telling vs. asking
  • Coercion and manipulation

Module 8: Modeling Ethical Conduct

Participants learn to identify the “three scorpions” of ethical misconduct in law enforcement. They learn how to identify, interpret, and avoid ethical dilemmas as “bravely refuse moments.” Finally, they are able to more effectively model ethical conduct and instill a values-based ethical mindset in their direct report.

  • Corruption and civil society
  • The core and crust of leadership
  • The three scorpions of ethical misconduct

Delivery Options

  • Train onsite at your organization
  • Host a public workshop in your area
  • Attend a public workshop in your area

What You Receive

Each participant in the workshop will receive:

  • Bound participant manual
  • Bound personal development guide
  • Coaching ready reference card

Pricing

Please contact us directly for pricing information.

Workshop Objectives:

Participants will be able to:

  • Build a personal platform of credibility based on behavior and skills rather than position..
  • Transition direct reports to higher performance and outcome-based accountability.
  • Transfer ownership and accelerate development through effective coaching.
  • Manage the time, energy, and morale of the team to avoid burnout, error, and stagnation.
  • Model ethical conduct and build an ethical culture that behaves consistently when confronted with ethical dilemmas.

This two-day workshop consists of eight modules.


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