August 28, 2008 (Alburquerque, NM) David Schmidly became the 20th president of the University of New Mexico in 2007. It is his third university presidency. When Schmidly came to the campus to meet with students he told them he planned to teach as part of his duties. He is an internationally respected researcher who has written 9 natural history and conservation books about mammals and more than 200 scientific articles. This fall Schimidly is teaching a seminar course on leadership at the Anderson School of Management.
There are 53 students enrolled in the course, which will use as a text Leadership: Texas Hold ‘Em Style by Dr. Andrew J. Harvey and Raymond E. Foster. In this lecture, Schmidly talks about how he became a leader.
About the leadership: Texas Hold em Style
Using poker as analogy for leadership, Captain Andrew Harvey, CPD (ret.), Ed.D. and Lieutenant Raymond E. Foster, LAPD (ret.), MPA found the right mix of practical experience and academic credentials to write a definitive book for leaders. Working together, Harvey and Foster have written leadership: Texas Hold em Style. Most often leaders find they are given a set of resources people, equipment, funds, experience and a mission. As Foster noted, "You're dealt a certain hand. How you play that hand as a leader determines your success."
About the Authors
Dr. Andrew J. Harvey served in law enforcement for 25 years, the last 12 as a captain with a Southern California police agency. He holds bachelors and masters degrees from Cal State Los Angeles, and an educational doctorate in the field of organizational leadership from Pepperdine University. He is a graduate of the FBI National Academy, the California POST Command College, the West Point leadership Program, and is recognized in California as a master instructor.
Dr. Harvey is an experienced college educator, currently serving as a professor at the University of Phoenix, and as a faculty advisor at the Union Institute and University. He has been published numerous times in national and international publications. He is a recognized expert in leadership and career development, and has served as an instructor in command leadership at the Los Angeles Police Department Academy. He has appeared as a leadership authority on television and radio, including the internationally-broadcast Bloomberg Business Television Show, and the nationally syndicated Joey Reynolds Radio Show.
His first book, The Call to Lead: How Ordinary People Become Extraordinary Leaders, received national attention. The book shows the way for leaders toward ethical and competent leadership. Through his company, Andrew Harvey Seminars, he provides leadership training and consulting to individuals and organizations throughout the nation.
Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelors from the Union Institute and University in Criminal Justice Management and a Masters Degree in Public Financial Management from California State University, Fullerton. He has completed his doctoral course work in business research. Raymond is a graduate of the West Point leadership program and has attended law enforcement, technology and leadership programs such as the National Institute for Justice, Technology Institute, Washington, DC.
Raymond is currently a part-time lecturer at California State University, Fullerton and the Union Institute and University. He has experience teaching upper division courses in law enforcement, public policy, technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. He has appeared on the History Channel and radio programs in the United States and Europe as subject matter expert in technological applications in law enforcement. His first book, Police Technology (Prentice Hall, July 2004) is used in over 100 colleges and universities nationwide.
More Information about the Book:
www.pokerleadership.com
Thursday, August 28, 2008
Wednesday, August 20, 2008
Dynamic Leadership for Law Enforcement
The Broomfield Police Department, CO, is hosting an intensive 3-day Dynamic Leadership for Law Enforcement course from October 13th to October 15th 2008. Designed for new and experienced sworn and civilian lead persons, first-line, and middle-management level supervisors, the course will be presented by the Alpha Group Center for Crime and Intelligence Analysis and taught by Chief Karin Montejo, a 28-year veteran of the Miami-Dade Police Department.
Recognized internationally for her management expertise, Chief Montejo has presented seminars and workshops both nationally and internationally for a variety of Law Enforcement organizations including the Federal Bureau of Investigation and the International Association of Chiefs of Police.
This three-day (24 hour) "hands-on" program provides participants with techniques they can use immediately to define their Leadership styles, build highly productive teams, and motivate their people to superb levels of peak performance. Students also learn how to adopt the language of Leadership, how to eliminate speech habits and behavioral gestures that sap their power and diminish their credibility, and how to use a variety of tips and techniques to identify and resolve a multitude of workplace problems.
Additionally, participants will be shown how to identify and respond to various personality types and how to establish effective communications between them.
Presented in a "learn-by-doing" format, the course additionally focuses on how to transition successfully from being "one of the guys" on Friday to being "the boss" on Monday, how to gain the respect and cooperation of team members, how to resolve conflicts, and how to get people to work together harmoniously to accomplish organizational goals. As such, others who will benefit from this course include current supervisors who want to broaden their knowledge of and increase their exposure to a variety of Leadership skills and techniques, and those planning to apply for a supervisory position who desire to increase their competitive edge.
Each participant will receive a copy of Chief Montejo's Dynamic Leadership for Law Enforcement publication as well as a CD containing many public domain and government references highlighted throughout the course. Also included on the CD is a "favorites" folder that contains a multitude of Internet links that can easily be added to Internet browsers.
Tuition for the course is $425 and includes the three days of instruction, the text, and all related course materials.
To obtain a course brochure, additional information, or to register for the class, interested persons should contact Diana Olson of the Alpha Group at (909) 484-2169 or contact by e-mail at: crimecrush@aol.com or Tim Black, Broomfield Police Department, 720-887-2080, email tblack@broomfield.org Additional information about the content of the course may be found on the Alpha Group Center website at www.alphagroupcenter.com
Recognized internationally for her management expertise, Chief Montejo has presented seminars and workshops both nationally and internationally for a variety of Law Enforcement organizations including the Federal Bureau of Investigation and the International Association of Chiefs of Police.
This three-day (24 hour) "hands-on" program provides participants with techniques they can use immediately to define their Leadership styles, build highly productive teams, and motivate their people to superb levels of peak performance. Students also learn how to adopt the language of Leadership, how to eliminate speech habits and behavioral gestures that sap their power and diminish their credibility, and how to use a variety of tips and techniques to identify and resolve a multitude of workplace problems.
Additionally, participants will be shown how to identify and respond to various personality types and how to establish effective communications between them.
Presented in a "learn-by-doing" format, the course additionally focuses on how to transition successfully from being "one of the guys" on Friday to being "the boss" on Monday, how to gain the respect and cooperation of team members, how to resolve conflicts, and how to get people to work together harmoniously to accomplish organizational goals. As such, others who will benefit from this course include current supervisors who want to broaden their knowledge of and increase their exposure to a variety of Leadership skills and techniques, and those planning to apply for a supervisory position who desire to increase their competitive edge.
Each participant will receive a copy of Chief Montejo's Dynamic Leadership for Law Enforcement publication as well as a CD containing many public domain and government references highlighted throughout the course. Also included on the CD is a "favorites" folder that contains a multitude of Internet links that can easily be added to Internet browsers.
Tuition for the course is $425 and includes the three days of instruction, the text, and all related course materials.
To obtain a course brochure, additional information, or to register for the class, interested persons should contact Diana Olson of the Alpha Group at (909) 484-2169 or contact by e-mail at: crimecrush@aol.com or Tim Black, Broomfield Police Department, 720-887-2080, email tblack@broomfield.org Additional information about the content of the course may be found on the Alpha Group Center website at www.alphagroupcenter.com
Saturday, July 12, 2008
Become a Private Investigator
July, 12, 2008 (San Dimas, CA) On July 18, 2008, Conversations with Cops at the Watering Hole will feature a conversation with Jimmie Mesis on how to become a private investigator.
Program Date: July 18, 2008
Program Time: 2100 hours, Pacific
Topic: Become a Private Investigator
Listen Live:
http://www.blogtalkradio.com/LawEnforcement/2008/07/19/Become-a-Private-Investigator
About the Guest
Jimmie Mesis is probably one the most recognized and respected private investigators throughout the United States and abroad. For the last 28 years, he has created and sold numerous companies related to the field of investigations including several investigative agencies that have generated millions of dollars in revenue. He currently owns a marketing consulting firm, several Internet based companies including his latest venture, PI Gear, a discount surveillance equipment company.
However, he and his investigator wife, Rosemarie are best known as the owners of PI Magazine, the only international trade publication of private investigators. In less than 4 years the magazine has grown from less than 1,000 readers to over 30,000 readers with subscribers in 22 countries. Jimmie Mesis is the recipient of numerous awards including, Investigator of the Year Award, Speaker of the Year, and the recipient of the Hal Lipset Award for Investigative Excellence presented to him by the World Association of Detectives.
About the Watering Hole
The Watering Hole is police slang for a location cops go off-duty to blow off steam and talk about work and life. Sometimes funny; sometimes serious; but, always interesting.
About the Host
Lieutenant Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton; and, has completed his doctoral course work. Raymond E. Foster has been a part-time lecturer at California State University, Fullerton and Fresno; and is currently a faculty advisor and lecturer with the Union Institute and University. He has experience teaching upper division courses in law enforcement, public policy, law enforcement technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. He has appeared on the History Channel and radio programs in the United States and Europe as subject matter expert in technological applications in law enforcement.
Listen, call, join us at the Watering Hole.
http://www.blogtalkradio.com/LawEnforcement
Program Contact Information
Lieutenant Raymond E. Foster, LAPD (ret.), MPA
editor@police-writers.com
909.599.7530
Program Date: July 18, 2008
Program Time: 2100 hours, Pacific
Topic: Become a Private Investigator
Listen Live:
http://www.blogtalkradio.com/LawEnforcement/2008/07/19/Become-a-Private-Investigator
About the Guest
Jimmie Mesis is probably one the most recognized and respected private investigators throughout the United States and abroad. For the last 28 years, he has created and sold numerous companies related to the field of investigations including several investigative agencies that have generated millions of dollars in revenue. He currently owns a marketing consulting firm, several Internet based companies including his latest venture, PI Gear, a discount surveillance equipment company.
However, he and his investigator wife, Rosemarie are best known as the owners of PI Magazine, the only international trade publication of private investigators. In less than 4 years the magazine has grown from less than 1,000 readers to over 30,000 readers with subscribers in 22 countries. Jimmie Mesis is the recipient of numerous awards including, Investigator of the Year Award, Speaker of the Year, and the recipient of the Hal Lipset Award for Investigative Excellence presented to him by the World Association of Detectives.
About the Watering Hole
The Watering Hole is police slang for a location cops go off-duty to blow off steam and talk about work and life. Sometimes funny; sometimes serious; but, always interesting.
About the Host
Lieutenant Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton; and, has completed his doctoral course work. Raymond E. Foster has been a part-time lecturer at California State University, Fullerton and Fresno; and is currently a faculty advisor and lecturer with the Union Institute and University. He has experience teaching upper division courses in law enforcement, public policy, law enforcement technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. He has appeared on the History Channel and radio programs in the United States and Europe as subject matter expert in technological applications in law enforcement.
Listen, call, join us at the Watering Hole.
http://www.blogtalkradio.com/LawEnforcement
Program Contact Information
Lieutenant Raymond E. Foster, LAPD (ret.), MPA
editor@police-writers.com
909.599.7530
Sunday, July 06, 2008
Become a Police Officer
June 13, 2008, 2008 (San Dimas, CA) On July 11, 2008, Conversations with Cops at the Watering Hole will feature a conversation with Lieutenant Barry Baker, Baltimore Police Department (ret.), on how to become a police officer.
Program Date: July 11, 2008
Program Time: 2100 hours, Pacific
Topic: Become a Police Officer
Listen Live:
http://www.blogtalkradio.com/LawEnforcement/2008/07/12/Become-a-Police-Officer
About the Guest
Detective Lieutenant Barry Baker retired from the Baltimore Police Department in 2004. During his thirty-two year career, Barry Baker served as a patrol officer, sergeant, and lieutenant, as well as a special operations lieutenant and detective lieutenant. Lieutenant Barry Baker is the author of Becoming a Police Officer: An Insider's Guide to a Career in Law Enforcement.
According to Barry Baker’s book, Becoming a Police Officer: An Insider’s Guide to a Career in Law Enforcement “is a serious examination of police work that is directed toward young people who are contemplating a career as a police officer. Author Barry Baker draws on over thirty-two years of experience from some of the most violent streets of any city in the United States to show you the unembellished truths of law enforcement.
Barry Baker describes the self-satisfaction that can be found in police work while identifying its pitfalls and how to avoid them. Before ending his career as a detective lieutenant, Baker spent his first twenty years on the force as a patrol officer, making him uniquely qualified to speak from a breadth and depth of experience.
Becoming a Police Officer: An Insider’s Guide to a Career in Law Enforcement covers topics a newly trained police officer must appreciate—and master—to ensure success and safety, including the following: Self-evaluation for a police career; Recognizing and ignoring bad advice; Rapid advancement toward self-sufficiency; The immeasurable importance of integrity; and, Matters of life and death.
Becoming a Police Officer: An Insider’s Guide to a Career in Law Enforcement is a valuable insight for those seeking a career in the honorable and important profession of law enforcement.”
About the Watering Hole
The Watering Hole is police slang for a location cops go off-duty to blow off steam and talk about work and life. Sometimes funny; sometimes serious; but, always interesting.
About the Host
Lieutenant Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton; and, has completed his doctoral course work. Raymond E. Foster has been a part-time lecturer at California State University, Fullerton and Fresno; and is currently a faculty advisor and lecturer with the Union Institute and University. He has experience teaching upper division courses in law enforcement, public policy, law enforcement technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. He has appeared on the History Channel and radio programs in the United States and Europe as subject matter expert in technological applications in law enforcement.
Listen, call, join us at the Watering Hole.
http://www.blogtalkradio.com/LawEnforcement
Program Contact Information
Lieutenant Raymond E. Foster, LAPD (ret.), MPA
editor@police-writers.com
909.599.7530
Program Date: July 11, 2008
Program Time: 2100 hours, Pacific
Topic: Become a Police Officer
Listen Live:
http://www.blogtalkradio.com/LawEnforcement/2008/07/12/Become-a-Police-Officer
About the Guest
Detective Lieutenant Barry Baker retired from the Baltimore Police Department in 2004. During his thirty-two year career, Barry Baker served as a patrol officer, sergeant, and lieutenant, as well as a special operations lieutenant and detective lieutenant. Lieutenant Barry Baker is the author of Becoming a Police Officer: An Insider's Guide to a Career in Law Enforcement.
According to Barry Baker’s book, Becoming a Police Officer: An Insider’s Guide to a Career in Law Enforcement “is a serious examination of police work that is directed toward young people who are contemplating a career as a police officer. Author Barry Baker draws on over thirty-two years of experience from some of the most violent streets of any city in the United States to show you the unembellished truths of law enforcement.
Barry Baker describes the self-satisfaction that can be found in police work while identifying its pitfalls and how to avoid them. Before ending his career as a detective lieutenant, Baker spent his first twenty years on the force as a patrol officer, making him uniquely qualified to speak from a breadth and depth of experience.
Becoming a Police Officer: An Insider’s Guide to a Career in Law Enforcement covers topics a newly trained police officer must appreciate—and master—to ensure success and safety, including the following: Self-evaluation for a police career; Recognizing and ignoring bad advice; Rapid advancement toward self-sufficiency; The immeasurable importance of integrity; and, Matters of life and death.
Becoming a Police Officer: An Insider’s Guide to a Career in Law Enforcement is a valuable insight for those seeking a career in the honorable and important profession of law enforcement.”
About the Watering Hole
The Watering Hole is police slang for a location cops go off-duty to blow off steam and talk about work and life. Sometimes funny; sometimes serious; but, always interesting.
About the Host
Lieutenant Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton; and, has completed his doctoral course work. Raymond E. Foster has been a part-time lecturer at California State University, Fullerton and Fresno; and is currently a faculty advisor and lecturer with the Union Institute and University. He has experience teaching upper division courses in law enforcement, public policy, law enforcement technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. He has appeared on the History Channel and radio programs in the United States and Europe as subject matter expert in technological applications in law enforcement.
Listen, call, join us at the Watering Hole.
http://www.blogtalkradio.com/LawEnforcement
Program Contact Information
Lieutenant Raymond E. Foster, LAPD (ret.), MPA
editor@police-writers.com
909.599.7530
Thursday, July 03, 2008
Program Gives Senior Officials 21st Century Skill Sets
By Army Staff Sgt. Michael J. Carden
American Forces Press Service
July 1, 2008 - A new Defense Department program for senior-level civilians seeks to develop the skills and competencies needed to lead the 21st century national defense effort. The Defense Senior Leader Development Program, which replaces the current Defense Leadership and Management Program, is the new "premiere executive development program for senior defense civilians and a key component of the department's succession planning strategy," said Patricia Bradshaw, deputy undersecretary of defense for civilian personnel policy.
"Civilians are playing a much greater role alongside our warfighters," she said. "Today, they are on the front lines, and civilians, including [Defense Department] civilians, have a role in reconstruction phases as well as other areas on today's battlefield."
The new program targets already-successful senior leaders needing to strengthen their knowledge of national security and broaden their enterprise view, Bradshaw said. Experiences in Iraq and Afghanistan, as well as Hurricane Katrina, shown the need for senior-level training to evolve beyond the Defense Department into the multinational and interagency world of the State Department, nongovernmental organizations and country allies, Bradshaw said.
As the U.S. aids the Iraqi government, for example, civilian teams from the U.S. Defense and State departments are working alongside military personnel assisting in rebuilding Iraq's ministries. Civilians are advising Iraqi officials on areas ranging from rule of law and economics to government and education, she said.
"Civilians are called upon to serve in ways we have not in the past," she said. "So it's not only the basic competencies we need to focus on; it's the ability to lead in our environment and make decisions."
Efforts such as the new training program will give senior civilians the tools they need to be successful in environments such as Iraq, Bradshaw said.
The need for the new program was recognized in 2005, and it was approved in 2007. Nominations for the first class, which begins in February, are due in September, and up to 50 people will be selected by December, said David A. Rude, chief of senior leader development, Civilian Personnel Management Service.
Individuals participating in DLAMP all received a letter last year explaining that the program would end in fiscal 2010. They must complete all program requirements to apply for completion, Rude said.
Graduates from the previous program aren't eligible for the new one; however, supplementary courses, training and seminars are available to help them, as well as those who don't get into the new program, become more competitive, Bradshaw said. Eventually, department employees will be able to go online and see what kind of leadership seminars and courses are available and how they map to a particular leadership competency, she added.
Those selected for the new program can expect four weeklong seminars, participation in case studies and 10 months of military education at one of the five war colleges to give them a broader sense of national security and working side by side with servicemembers, Bradshaw said.
Each service component will implement its own process requirements for how individuals are nominated. Basic eligibility requirements for the two-year program are:
-- Permanent, full-time Defense Department civilian employee at National Security Personnel System Pay Band 3, or GS-14/15 and equivalent;
-- Bachelor's degree as required to attend professional military education at one of the five service war colleges; and
-- One year of supervisory experience, which may be waived upon component recommendation.
An hourlong town hall meeting about the new program will be held at the Pentagon Conference Center at 8:30 a.m. July 8. The meeting will stream on the Civilian Personnel Management Service Web site for those who cannot attend in person.
American Forces Press Service
July 1, 2008 - A new Defense Department program for senior-level civilians seeks to develop the skills and competencies needed to lead the 21st century national defense effort. The Defense Senior Leader Development Program, which replaces the current Defense Leadership and Management Program, is the new "premiere executive development program for senior defense civilians and a key component of the department's succession planning strategy," said Patricia Bradshaw, deputy undersecretary of defense for civilian personnel policy.
"Civilians are playing a much greater role alongside our warfighters," she said. "Today, they are on the front lines, and civilians, including [Defense Department] civilians, have a role in reconstruction phases as well as other areas on today's battlefield."
The new program targets already-successful senior leaders needing to strengthen their knowledge of national security and broaden their enterprise view, Bradshaw said. Experiences in Iraq and Afghanistan, as well as Hurricane Katrina, shown the need for senior-level training to evolve beyond the Defense Department into the multinational and interagency world of the State Department, nongovernmental organizations and country allies, Bradshaw said.
As the U.S. aids the Iraqi government, for example, civilian teams from the U.S. Defense and State departments are working alongside military personnel assisting in rebuilding Iraq's ministries. Civilians are advising Iraqi officials on areas ranging from rule of law and economics to government and education, she said.
"Civilians are called upon to serve in ways we have not in the past," she said. "So it's not only the basic competencies we need to focus on; it's the ability to lead in our environment and make decisions."
Efforts such as the new training program will give senior civilians the tools they need to be successful in environments such as Iraq, Bradshaw said.
The need for the new program was recognized in 2005, and it was approved in 2007. Nominations for the first class, which begins in February, are due in September, and up to 50 people will be selected by December, said David A. Rude, chief of senior leader development, Civilian Personnel Management Service.
Individuals participating in DLAMP all received a letter last year explaining that the program would end in fiscal 2010. They must complete all program requirements to apply for completion, Rude said.
Graduates from the previous program aren't eligible for the new one; however, supplementary courses, training and seminars are available to help them, as well as those who don't get into the new program, become more competitive, Bradshaw said. Eventually, department employees will be able to go online and see what kind of leadership seminars and courses are available and how they map to a particular leadership competency, she added.
Those selected for the new program can expect four weeklong seminars, participation in case studies and 10 months of military education at one of the five war colleges to give them a broader sense of national security and working side by side with servicemembers, Bradshaw said.
Each service component will implement its own process requirements for how individuals are nominated. Basic eligibility requirements for the two-year program are:
-- Permanent, full-time Defense Department civilian employee at National Security Personnel System Pay Band 3, or GS-14/15 and equivalent;
-- Bachelor's degree as required to attend professional military education at one of the five service war colleges; and
-- One year of supervisory experience, which may be waived upon component recommendation.
An hourlong town hall meeting about the new program will be held at the Pentagon Conference Center at 8:30 a.m. July 8. The meeting will stream on the Civilian Personnel Management Service Web site for those who cannot attend in person.
Sunday, June 29, 2008
Leadership Seminars
All leadership seminars are unique and were developed by Dr. Andrew J. Harvey and Raymond E. Foster. The training can include PowerPoint presentations, course workbooks, film clips, and interactive discussion, all presented in a friendly and fun atmosphere conducive to learning. Each course is customized to the degree specified by the client. Classes can have as much or as little custom content as desired. Attendees will come away with practical skill and knowledge that can be immediately put to use within the organization.
Examples of training seminars include:
Action Leadership:
If a player doesn't realize it's his or her turn to play, the dealer will say, “Your action.”
This one-day course is designed to help current and aspiring leaders to fulfill their ultimate potential in the realm of leadership by realizing it’s always your action. The course is based on the book Leadership: Texas Hold em Style; and, covers the keys to good leadership through a variety of engaging and entertaining instructional methods.
Made Hand Career Development:
In poker, a made hand is one that does not need to improve to win. As an example, in draw poker, if you had two pairs and another player is drawing for a straight or a flush, you have a made hand because you win even if you don’t draw a card that improves your hand. Conversely, your opponent has a drawing hand, they must draw into a winning combination.
Made Hand Career Development is designed primarily for public sector professionals. The course teaches you how to develop your career to the fullest. Giving you the tools and resources to develop your career into a winning made hand. An organization benefits from this one-day seminar through developing their employees to view their career as journey for which they must be prepared.
More Information:
www.pokerleadership.com/leadership_seminar.html
Examples of training seminars include:
Action Leadership:
If a player doesn't realize it's his or her turn to play, the dealer will say, “Your action.”
This one-day course is designed to help current and aspiring leaders to fulfill their ultimate potential in the realm of leadership by realizing it’s always your action. The course is based on the book Leadership: Texas Hold em Style; and, covers the keys to good leadership through a variety of engaging and entertaining instructional methods.
Made Hand Career Development:
In poker, a made hand is one that does not need to improve to win. As an example, in draw poker, if you had two pairs and another player is drawing for a straight or a flush, you have a made hand because you win even if you don’t draw a card that improves your hand. Conversely, your opponent has a drawing hand, they must draw into a winning combination.
Made Hand Career Development is designed primarily for public sector professionals. The course teaches you how to develop your career to the fullest. Giving you the tools and resources to develop your career into a winning made hand. An organization benefits from this one-day seminar through developing their employees to view their career as journey for which they must be prepared.
More Information:
www.pokerleadership.com/leadership_seminar.html
Wednesday, June 18, 2008
Leadership: A Conversation for Possibility
Former LBJ Secretary of HEW, John W. Gardner, once observed, "A prime function of a leader is to keep hope alive." This hope is not the simplistic, "I hope it doesn't rain tomorrow." Rather it's the confident expectation that committed men and women can meet any challenges. How do you as a leader bring hope to a hurting world?
Tuesday, June 10, 2008
Gates Says Nuclear Mission Shortcomings Only Reason for AF Dismissals
By Jim Garamone
American Forces Press Service
June 9, 2008 - If it were not for the serious decline in the Air Force's nuclear mission focus and performance, Defense Secretary Robert M. Gates said here today, he would not have felt the need to replace the Air Force leadership. Gates asked for and received the resignations of Air Force Secretary Michael W. Wynne and Air Force Chief of Staff Gen. T. Michael Moseley June 6 in the wake of an investigation that found problems with the focus, performance and effective leadership of the service's nuclear weapons program.
Speaking to airmen and Air Force civilians of Air Combat Command, Gates called the nuclear mission the Air Force's most sensitive one.
"The mere existence of weapons with such destructive power alters the international landscape – and rightfully brings much scrutiny to bear on how they are handled," Gates said.
Today, he recommended that Michael B. Donley be nominated to replace Wynne and that Gen. Norton A. Schwartz replace Moseley. White House officials announced today President Bush's intention to nominate Donley and to designate him as acting Air Force secretary.
Two instances highlighted the nuclear failures. In one, a B-52 crew unknowingly carried six nuclear weapons from Minot Air Force Base, N.D., to Barksdale Air Force Base, La. In another incident, nose cones for Minuteman missiles mistakenly were delivered to Taiwan in place of helicopter batteries. More than a year elapsed before the error became known.
In light of these failures, Gates asked Navy Adm. Kirkland Donald to evaluate the system. He found three systemic problems.
"The Air Force does not have a clear, dedicated authority responsible for the nuclear enterprise who sets and maintains rigorous standards of operations," Gates said.
Second, he said, the failures that led to the nose-cone misshipment could have been prevented had existing controls been followed.
Finally, "the investigation confirmed a decline in Air Force nuclear expertise similar to findings in other, earlier reports," Gates said. In addition, the nuclear mission has not received adequate funding for years, he said.
Gates said the decisive action was needed because Air Force leadership allowed the service's focus to drift away from the nuclear mission. They also allowed performance standards to decline, and they did not identify these problems for correction, the secretary said.
"The Air Force's investigation into what went wrong did not get to the root causes, requiring my personal intervention," he said.
Gates has stressed accountability with all services. He encouraged all servicemembers to assess their jobs, take accountability for what they can and ensure that changes outside their purview receive the appropriate attention.
"The important thing is to have an open and respectful airing of views in good faith," Gates said. "When decisions are made, everyone – both civilian and military – must do his or her part to see them through to success," he said.
American Forces Press Service
June 9, 2008 - If it were not for the serious decline in the Air Force's nuclear mission focus and performance, Defense Secretary Robert M. Gates said here today, he would not have felt the need to replace the Air Force leadership. Gates asked for and received the resignations of Air Force Secretary Michael W. Wynne and Air Force Chief of Staff Gen. T. Michael Moseley June 6 in the wake of an investigation that found problems with the focus, performance and effective leadership of the service's nuclear weapons program.
Speaking to airmen and Air Force civilians of Air Combat Command, Gates called the nuclear mission the Air Force's most sensitive one.
"The mere existence of weapons with such destructive power alters the international landscape – and rightfully brings much scrutiny to bear on how they are handled," Gates said.
Today, he recommended that Michael B. Donley be nominated to replace Wynne and that Gen. Norton A. Schwartz replace Moseley. White House officials announced today President Bush's intention to nominate Donley and to designate him as acting Air Force secretary.
Two instances highlighted the nuclear failures. In one, a B-52 crew unknowingly carried six nuclear weapons from Minot Air Force Base, N.D., to Barksdale Air Force Base, La. In another incident, nose cones for Minuteman missiles mistakenly were delivered to Taiwan in place of helicopter batteries. More than a year elapsed before the error became known.
In light of these failures, Gates asked Navy Adm. Kirkland Donald to evaluate the system. He found three systemic problems.
"The Air Force does not have a clear, dedicated authority responsible for the nuclear enterprise who sets and maintains rigorous standards of operations," Gates said.
Second, he said, the failures that led to the nose-cone misshipment could have been prevented had existing controls been followed.
Finally, "the investigation confirmed a decline in Air Force nuclear expertise similar to findings in other, earlier reports," Gates said. In addition, the nuclear mission has not received adequate funding for years, he said.
Gates said the decisive action was needed because Air Force leadership allowed the service's focus to drift away from the nuclear mission. They also allowed performance standards to decline, and they did not identify these problems for correction, the secretary said.
"The Air Force's investigation into what went wrong did not get to the root causes, requiring my personal intervention," he said.
Gates has stressed accountability with all services. He encouraged all servicemembers to assess their jobs, take accountability for what they can and ensure that changes outside their purview receive the appropriate attention.
"The important thing is to have an open and respectful airing of views in good faith," Gates said. "When decisions are made, everyone – both civilian and military – must do his or her part to see them through to success," he said.
Monday, June 09, 2008
War and Criminal Justice
June 9, 2008, (San Dimas, CA) Police-Writers.com is a website that lists state and local police officers who have written books. The website added Lynn “Buck” Compton, an author who has served both in War and in our domestic criminal justice system.
Lieutenant Lynn “Buck” Compton is familiar to many people because his service in World War Two was portrayed by actor Neal McDonough in the HBO miniseries Band of Brothers. But, what many don’t know is that Lynn Compton, after World War Two, was also a Los Angeles Police Department Detective, an Assistant District Attorney; appellate judge and author.
In 1939, Lynn “Buck” Compton attended UCLA where he majored in physical education. At UCLA, he lettered two years in football and three years in baseball and was captain of the baseball team. Notably, Compton played guard on the Rose Bowl team in 1943. During his college days he was also a member of the ROTC program.
Lynn “Buck” Compton graduated from the school’s ROTC program and was commissioned as a second lieutenant. He commanded the “second platoon of Easy Company in the 506th Parachute Infantry Regiment, part of the 101st Airborne Division. He parachuted into Normandy during the early hours of D-Day, was part of the assault group that destroyed the German artillery during the battle at Brecourt Manor, fought on the line at Carentan, helped liberate Holland during Operation Market Garden, and fought in the freezing cold of the Battle of Bastogne.
As a combat veteran, Lt. Compton received the Silver Star, for valor in the face of the enemy, the Purple Heart, for being wounded while in the U.S. military, the World War Two Victory Medal, for active duty during World War Two, the Orange Lanyard of the Royal Netherlands Army, for bravery, leadership and loyalty in the defense of the Netherlands, the Combat Infantry Badge, the American Campaign Citation, the American Defense Medal, and the European, African Mid-Eastern Campaign Medal. Compton, along with his unit, was awarded the Presidential Unit Citation for extraordinary heroism against an armed enemy when holding the main line of resistance during the Battle of the Bulge.”
After war, Lynn “Buck” Compton, joined the Los Angeles Police Department and began to attend Loyola Law School. During his days with the Los Angeles Police Department, he attainted the rank of detective and was assigned to the Central Burglary Division. In 1951, Lynn Compton left the Los Angeles Police Department and joined the Los Angeles County District Attorney’s Office as a prosecutor.
During his career with the District Attorney’s Office, Lynn Compton would rise to the position of Chief Deputy and serve as the second in command of the District Attorney’s Office. He prosecuted all manner of felony cases as well as high profile cases such the prosecution of Sirhan Sirhan for the murder of Robert F. Kennedy. In 1970, Lynn “Buck” Compton was “appointed by Governor Ronald Reagan to the California Courts of Appeal as an Associate Justice. During his term on the bench, Judge Compton authored more than 2,000 written opinions in all areas of law.” Lynn “Buck” Compton is the author of Call of Duty: My Life Before, During and After the Band of Brothers.
Police-Writers.com now hosts 1021 police officers (representing 429 police departments) and their 2175 criminal justice books in 33 categories, there are also listings of United States federal law enforcement employees turned authors, international police officers who have written books and civilian police personnel who have written books. Finally, because of his service, Lynn “Buck” Compton was added to Military-Writers.com as well as LAPDAuthors.com.
Lieutenant Lynn “Buck” Compton is familiar to many people because his service in World War Two was portrayed by actor Neal McDonough in the HBO miniseries Band of Brothers. But, what many don’t know is that Lynn Compton, after World War Two, was also a Los Angeles Police Department Detective, an Assistant District Attorney; appellate judge and author.
In 1939, Lynn “Buck” Compton attended UCLA where he majored in physical education. At UCLA, he lettered two years in football and three years in baseball and was captain of the baseball team. Notably, Compton played guard on the Rose Bowl team in 1943. During his college days he was also a member of the ROTC program.
Lynn “Buck” Compton graduated from the school’s ROTC program and was commissioned as a second lieutenant. He commanded the “second platoon of Easy Company in the 506th Parachute Infantry Regiment, part of the 101st Airborne Division. He parachuted into Normandy during the early hours of D-Day, was part of the assault group that destroyed the German artillery during the battle at Brecourt Manor, fought on the line at Carentan, helped liberate Holland during Operation Market Garden, and fought in the freezing cold of the Battle of Bastogne.
As a combat veteran, Lt. Compton received the Silver Star, for valor in the face of the enemy, the Purple Heart, for being wounded while in the U.S. military, the World War Two Victory Medal, for active duty during World War Two, the Orange Lanyard of the Royal Netherlands Army, for bravery, leadership and loyalty in the defense of the Netherlands, the Combat Infantry Badge, the American Campaign Citation, the American Defense Medal, and the European, African Mid-Eastern Campaign Medal. Compton, along with his unit, was awarded the Presidential Unit Citation for extraordinary heroism against an armed enemy when holding the main line of resistance during the Battle of the Bulge.”
After war, Lynn “Buck” Compton, joined the Los Angeles Police Department and began to attend Loyola Law School. During his days with the Los Angeles Police Department, he attainted the rank of detective and was assigned to the Central Burglary Division. In 1951, Lynn Compton left the Los Angeles Police Department and joined the Los Angeles County District Attorney’s Office as a prosecutor.
During his career with the District Attorney’s Office, Lynn Compton would rise to the position of Chief Deputy and serve as the second in command of the District Attorney’s Office. He prosecuted all manner of felony cases as well as high profile cases such the prosecution of Sirhan Sirhan for the murder of Robert F. Kennedy. In 1970, Lynn “Buck” Compton was “appointed by Governor Ronald Reagan to the California Courts of Appeal as an Associate Justice. During his term on the bench, Judge Compton authored more than 2,000 written opinions in all areas of law.” Lynn “Buck” Compton is the author of Call of Duty: My Life Before, During and After the Band of Brothers.
Police-Writers.com now hosts 1021 police officers (representing 429 police departments) and their 2175 criminal justice books in 33 categories, there are also listings of United States federal law enforcement employees turned authors, international police officers who have written books and civilian police personnel who have written books. Finally, because of his service, Lynn “Buck” Compton was added to Military-Writers.com as well as LAPDAuthors.com.
Monday, May 19, 2008
Secrets of Marine Corps Leadership
May 19, 2008, 2008 (San Dimas, CA) The Conversations with Cops at the Watering Hole May 21, 2008 will be discussing the secrets of Marine Corps Leadership with Wally Adamchik.
Program Date: May 21, 2008
Program Time: 2100 hours, Pacific
Topic: Secrets of Marine Corps Leadership
Listen Live: http://www.blogtalkradio.com/LawEnforcement
About the Guest
As an Officer of Marines, Adamchik Wally deployed throughout the world as an armor officer and as a pilot of AH-1W Super Cobra attack helicopters. Always seeking a new challenge, Wally Adamchik entered the hyper-competitive private sector. He was recognized for superior performance and award-winning leadership at two national restaurant companies. At the same time he earned his Master of Business Administration from the University of North Carolina at Chapel Hill.
Today, Wally Adamchik serves as a consultant, speaker, and author. He works with firms to improve their leadership capability and organizational effectiveness. He understands the Fortune 500 firm as well as he does the family business and is able to tailor his approach to make an impact in both. He is a regular contributor to national business and trade publications and is a sought after leadership speaker.
His book, NO YELLING: The Nine Secrets of Marine Corps Leadership You MUST Know To WIN In Business, was selected by Entrepreneur magazine as one of the best reads for summer 2007. Wally Adamchik also serves as a Non-Resident Fellow with Marine Corps University working with the Marines to improve leadership.
About the Watering Hole
The Watering Hole is police slang for a location cops go off-duty to blow off steam and talk about work and life. Sometimes funny; sometimes serious; but, always interesting.
About the Host
Lieutenant Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton; and, has completed his doctoral course work. Raymond E. Foster has been a part-time lecturer at California State University, Fullerton and Fresno; and is currently a faculty advisor and lecturer with the Union Institute and University. He has experience teaching upper division courses in law enforcement, public policy, law enforcement technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. He has appeared on the History Channel and radio programs in the United States and Europe as subject matter expert in technological applications in law enforcement.
Listen, call, join us at the Watering Hole.
http://www.blogtalkradio.com/LawEnforcement
Program Contact Information
Lieutenant Raymond E. Foster, LAPD (ret.), MPA
editor@police-writers.com
909.599.7530
Program Date: May 21, 2008
Program Time: 2100 hours, Pacific
Topic: Secrets of Marine Corps Leadership
Listen Live: http://www.blogtalkradio.com/LawEnforcement
About the Guest
As an Officer of Marines, Adamchik Wally deployed throughout the world as an armor officer and as a pilot of AH-1W Super Cobra attack helicopters. Always seeking a new challenge, Wally Adamchik entered the hyper-competitive private sector. He was recognized for superior performance and award-winning leadership at two national restaurant companies. At the same time he earned his Master of Business Administration from the University of North Carolina at Chapel Hill.
Today, Wally Adamchik serves as a consultant, speaker, and author. He works with firms to improve their leadership capability and organizational effectiveness. He understands the Fortune 500 firm as well as he does the family business and is able to tailor his approach to make an impact in both. He is a regular contributor to national business and trade publications and is a sought after leadership speaker.
His book, NO YELLING: The Nine Secrets of Marine Corps Leadership You MUST Know To WIN In Business, was selected by Entrepreneur magazine as one of the best reads for summer 2007. Wally Adamchik also serves as a Non-Resident Fellow with Marine Corps University working with the Marines to improve leadership.
About the Watering Hole
The Watering Hole is police slang for a location cops go off-duty to blow off steam and talk about work and life. Sometimes funny; sometimes serious; but, always interesting.
About the Host
Lieutenant Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton; and, has completed his doctoral course work. Raymond E. Foster has been a part-time lecturer at California State University, Fullerton and Fresno; and is currently a faculty advisor and lecturer with the Union Institute and University. He has experience teaching upper division courses in law enforcement, public policy, law enforcement technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. He has appeared on the History Channel and radio programs in the United States and Europe as subject matter expert in technological applications in law enforcement.
Listen, call, join us at the Watering Hole.
http://www.blogtalkradio.com/LawEnforcement
Program Contact Information
Lieutenant Raymond E. Foster, LAPD (ret.), MPA
editor@police-writers.com
909.599.7530
Sunday, May 18, 2008
Commander’s Handbook for Unit Leader Development
Leaders develop from a combination of new challenges and experiences, new knowledge, and time for reflection. Leader development in the Army is a deliberate, continuous, sequential, and progressive process, grounded in Army values (FM 7-0). The result is Soldiers and civilians who are competent and confident leaders capable of decisive action.
The operational (unit) assignment is the most effective setting for leader development. In a 2006 leader development survey, captains and majors ranked leading a unit along with personal examples and mentoring as the three most effective ways their leadership qualities are developed. The consensus among private sector leader development professionals is that a full 70 percent of leader development occurs on the job, 20 percent from other people (leaders, mentors), and 10 percent from training courses.
The organization and content of this handbook provide you with key principles, TTPs, and applications to implement the most effective methods of leader development.
First – Set conditions for leader development. Personally model behaviors that encourage leader development, create an environment that encourages on-the-job learning, and get to know the leaders within your command.
Second – Provide feedback on a leader’s actions. Immediate, short bursts of feedback on actual leadership actions enhance leader development in operational assignments.
Third – Integrate Learning. Leverage leaders who are role models in your unit. Encourage mentoring, training, reflection, and study. Learning from other leaders is one of the most effective and efficient methods of development.
Fourth – Create a legacy. Modify job assignments to challenge leaders. Be deliberate about the selection and succession of leaders. Integrate leader development across day-to-day unit activities. Evaluate its effectiveness.
DOWNLOAD THE HANDBOOK
http://usacac.army.mil/CAC2/Repository/Materials/CAL_CommandersHandbook.pdf
The operational (unit) assignment is the most effective setting for leader development. In a 2006 leader development survey, captains and majors ranked leading a unit along with personal examples and mentoring as the three most effective ways their leadership qualities are developed. The consensus among private sector leader development professionals is that a full 70 percent of leader development occurs on the job, 20 percent from other people (leaders, mentors), and 10 percent from training courses.
The organization and content of this handbook provide you with key principles, TTPs, and applications to implement the most effective methods of leader development.
First – Set conditions for leader development. Personally model behaviors that encourage leader development, create an environment that encourages on-the-job learning, and get to know the leaders within your command.
Second – Provide feedback on a leader’s actions. Immediate, short bursts of feedback on actual leadership actions enhance leader development in operational assignments.
Third – Integrate Learning. Leverage leaders who are role models in your unit. Encourage mentoring, training, reflection, and study. Learning from other leaders is one of the most effective and efficient methods of development.
Fourth – Create a legacy. Modify job assignments to challenge leaders. Be deliberate about the selection and succession of leaders. Integrate leader development across day-to-day unit activities. Evaluate its effectiveness.
DOWNLOAD THE HANDBOOK
http://usacac.army.mil/CAC2/Repository/Materials/CAL_CommandersHandbook.pdf
A Fearless Leader-Twice a Hero
One of the “young Soldiers” who fought with LTC Harold Moore at the well-known battle of Ia Drang in late 1965 was a lieutenant named Cyril Richard “Rick” Rescorla. He was British, the epitome of the young warriors that country had bred for centuries, already battle-hardened by time spent in Cyprus and Rhodesia at the age of 24. Rescorla came to America to join the fight in Vietnam.
LTC Moore called him the best platoon leader he ever saw. His troops loved him for his spirit and fearlessness. The night after an entire company of the 2nd Battalion, 7th Cavalry was virtually wiped out at Landing Zone (LZ) X-Ray, Rescorla’s company was ordered to replace them on the perimeter at the foot of the Chu Pong mountain ridge.
READ ON
http://usacac.army.mil/CAC2/CAL/lessons_in_leadership/Fearless_leader.doc
LTC Moore called him the best platoon leader he ever saw. His troops loved him for his spirit and fearlessness. The night after an entire company of the 2nd Battalion, 7th Cavalry was virtually wiped out at Landing Zone (LZ) X-Ray, Rescorla’s company was ordered to replace them on the perimeter at the foot of the Chu Pong mountain ridge.
READ ON
http://usacac.army.mil/CAC2/CAL/lessons_in_leadership/Fearless_leader.doc
Army Leadership
As the keystone leadership manual for the United States Army, FM 6-22 establishes leadership doctrine, the fundamental principles by which Army leaders act to accomplish their mission and care for their people. FM 6-22 applies to officers, warrant officers, noncommissioned officers, and enlisted Soldiers of all Army components, and to Army civilians.
From Soldiers in basic training to newly commissioned officers, new leaders learn how to lead with this manual as a basis. FM 6-22 is prepared under the direction of the Army Chief of Staff. It defines leadership, leadership roles and requirements, and how to develop leadership within the Army. It outlines the levels of leadership as direct, organizational, and strategic, and describes how to lead successfully at each level. It establishes and describes the core leader competencies that facilitate focused feedback, education, training, and development across all leadership levels.
It reiterates the Army Values. FM 6-22 defines how the Warrior Ethos is an integral part of every Soldier’s life. It incorporates the leadership qualities of self-awareness and adaptability and describes their critical impact on acquiring additional knowledge and improving in the core leader competencies while operating in constantly changing operational environments.
In line with evolving Army doctrine, FM 6-22 directly supports the Army’s capstone manuals, FM 1 and FM 3-0, as well as keystone manuals such as FM 5-0, FM 6-0, and FM 7-0. FM 6-22 connects Army doctrine to joint doctrine as expressed in the relevant joint doctrinal publications, JP 1 and JP 3-0. As outlined in FM 1, the Army uses the shorthand expression of BE-KNOW-DO to concentrate on key factors of leadership.
What leaders DO emerges from who they are (BE) and what they KNOW. Leaders are prepared throughout their lifetimes with respect to BE-KNOW-DO so they will be able to act at a moment’s notice and provide leadership for whatever challenge they may face.
FM 6-22 expands on the principles in FM 1 and describes the character attributes and core competencies required of contemporary leaders. Character is based on the attributes central to a leader’s make-up, and competence comes from how character combines with knowledge, skills, and behaviors to result in leadership.
Inextricably linked to the inherent qualities of the Army leader, the concept of BE-KNOW-DO represents specified elements of character, knowledge, and behavior described here in FM 6-22.
READ ON
http://usacac.army.mil/CAC2/repository/materials/fm6-22.pdf
From Soldiers in basic training to newly commissioned officers, new leaders learn how to lead with this manual as a basis. FM 6-22 is prepared under the direction of the Army Chief of Staff. It defines leadership, leadership roles and requirements, and how to develop leadership within the Army. It outlines the levels of leadership as direct, organizational, and strategic, and describes how to lead successfully at each level. It establishes and describes the core leader competencies that facilitate focused feedback, education, training, and development across all leadership levels.
It reiterates the Army Values. FM 6-22 defines how the Warrior Ethos is an integral part of every Soldier’s life. It incorporates the leadership qualities of self-awareness and adaptability and describes their critical impact on acquiring additional knowledge and improving in the core leader competencies while operating in constantly changing operational environments.
In line with evolving Army doctrine, FM 6-22 directly supports the Army’s capstone manuals, FM 1 and FM 3-0, as well as keystone manuals such as FM 5-0, FM 6-0, and FM 7-0. FM 6-22 connects Army doctrine to joint doctrine as expressed in the relevant joint doctrinal publications, JP 1 and JP 3-0. As outlined in FM 1, the Army uses the shorthand expression of BE-KNOW-DO to concentrate on key factors of leadership.
What leaders DO emerges from who they are (BE) and what they KNOW. Leaders are prepared throughout their lifetimes with respect to BE-KNOW-DO so they will be able to act at a moment’s notice and provide leadership for whatever challenge they may face.
FM 6-22 expands on the principles in FM 1 and describes the character attributes and core competencies required of contemporary leaders. Character is based on the attributes central to a leader’s make-up, and competence comes from how character combines with knowledge, skills, and behaviors to result in leadership.
Inextricably linked to the inherent qualities of the Army leader, the concept of BE-KNOW-DO represents specified elements of character, knowledge, and behavior described here in FM 6-22.
READ ON
http://usacac.army.mil/CAC2/repository/materials/fm6-22.pdf
Saturday, May 17, 2008
Contemporary Leadership Issues
This seminar will help you keep abreast of evolving challenges and administration initiatives involving Federal managers across the Government. You will learn what is most relevant and at the cutting edge in Government management and organizational leadership. An expert author on current leadership and Federal management issues will moderate discussions and answer your questions. Publications are provided in advance to allow you to read, reflect, and develop questions.
A cornerstone of this seminar is a comprehensive review of current administration initiatives. Topics range from the President’s Management Agenda to the latest thinking on succession planning, homeland security, and national defense.
More Information
http://www.leadership.opm.gov/Programs/Policy-and-Initiatives/CLI/Index.aspx
A cornerstone of this seminar is a comprehensive review of current administration initiatives. Topics range from the President’s Management Agenda to the latest thinking on succession planning, homeland security, and national defense.
More Information
http://www.leadership.opm.gov/Programs/Policy-and-Initiatives/CLI/Index.aspx
Wednesday, May 14, 2008
A VIEW OF LAW ENFORCEMENT LEADERSHIP FOR THE YEAR 2000
In preparing this independent study project, the author received frequent advice from well-intentioned educators, POST advisors and colleagues to avoid the morasses of such an amorphous abstraction as leadership. Successful independent study projects, they said, are built of sturdier stuff. Surely, they suggested, the writer would lose himself in the tortuous labyrinth of leadership theory from which no man emerges unscathed.
Undaunted by good advice, the author damned the torpedoes and forged full-speed ahead. This more from an unconscious urge to express a vision that seemed clear to him than a desire to defy others. The writer has long held that it is the duty of law enforcement managers to lead. Police managers must instill within others a vision of the organization's mission, the values which guide decision-making, the future state toward which the organization is moving and the importance of each individual in that future. Without this, police managers serve only as custodians of a mindless bureaucracy which preoccupies itself with the present at the expense of the future.
READ ON
http://libcat.post.ca.gov/dbtw-wpd/documents/cc/11-0216.pdf
Undaunted by good advice, the author damned the torpedoes and forged full-speed ahead. This more from an unconscious urge to express a vision that seemed clear to him than a desire to defy others. The writer has long held that it is the duty of law enforcement managers to lead. Police managers must instill within others a vision of the organization's mission, the values which guide decision-making, the future state toward which the organization is moving and the importance of each individual in that future. Without this, police managers serve only as custodians of a mindless bureaucracy which preoccupies itself with the present at the expense of the future.
READ ON
http://libcat.post.ca.gov/dbtw-wpd/documents/cc/11-0216.pdf
NVAA: Leadership in Victim Services
The study of leadership is recent. Only in the last fifteen years have organizational theorists closely examined qualities of leadership as distinct from qualities of management. Yet throughout history individuals whose actions and accomplishments have inspired people to live honorably, to persevere in personal quests, and to treat others with dignity and respect have been revered. In 1978, James MacGregor Burns, one of the first major theorists on leadership, wrote:
"Leadership is leaders inducing followers to act for certain goals that represent the values and the motivations the wants and needs, the aspirations and expectations of both leaders and followers. And the genius of leadership lies in the manner in which leaders see and act on their own and their followers’ values and motivations."
The role of the modern leader has evolved into a process that involves clearly-defined tangible skills and attributes. The requirements for effective leadership in victim services are developing as rapidly as the discipline itself. In addition to providing leadership in a variety of direct victim assistance programs, victim advocates are heading teams in Attorneys General’s offices, police departments, prosecutors’ offices, and departments of probation and parole. Victim advocates convey their passion and dedication to helping victims to these colleagues some of whom may have little understanding of the cause, may be apathetic towards the mission, or may be nonbelievers.
READ ON
http://www.ovc.gov/assist/leadership/files/leadership.pdf
"Leadership is leaders inducing followers to act for certain goals that represent the values and the motivations the wants and needs, the aspirations and expectations of both leaders and followers. And the genius of leadership lies in the manner in which leaders see and act on their own and their followers’ values and motivations."
The role of the modern leader has evolved into a process that involves clearly-defined tangible skills and attributes. The requirements for effective leadership in victim services are developing as rapidly as the discipline itself. In addition to providing leadership in a variety of direct victim assistance programs, victim advocates are heading teams in Attorneys General’s offices, police departments, prosecutors’ offices, and departments of probation and parole. Victim advocates convey their passion and dedication to helping victims to these colleagues some of whom may have little understanding of the cause, may be apathetic towards the mission, or may be nonbelievers.
READ ON
http://www.ovc.gov/assist/leadership/files/leadership.pdf
Inmate and Prison Gang Leadership
Almost 2,000 males who have been convicted of crimes covering the gamut of criminal activities are institutionalized in the state prison in Johnson County, Tennessee. These inmates, housed in the confines of a few concrete buildings, represent a society that is dissimilar from the free-world society.
The purpose of this phenomenological study was to determine the characteristics of an inmate leader. Research data were collected through interviews with 20 prisoners located in the Northeast Correctional Complex in Mountain City, Tennessee. Inmate leaders, selected for the study included gang leaders and non-gang leaders. Interviews were tape recorded and transcribed for the data analysis. To capture the essence of the interviews, interpretivism was used for the analysis. A holistic view allowed certain overlapping themes to be isolated. Findings were presented thematically as they answered specific research questions.
Past experiences of inmates and the prisonization process gave them a unique and different understanding of leadership. To serve in a leadership role, the inmates determined that the person had to be trustworthy, follow the code of silence, and show respect for fellow inmates in the carceral setting. Gang leaders had a greater focus on coercion and power in their roles as leaders. The controlled prison environment conditioned the inmates to a survival mode. Inmate Larry encapsulated life on the other side of the fence: Prison is what you make it.
Recommendations included researching the leadership traits of juveniles in the correctional system. These data could be useful in re-directing the leadership energies of these youths. A study of leadership traits identified by females in the correctional justice system would provide information on how the traits are shaped by gender, prisonization, or a life with little exposure to leadership role models.
READ ON
http://etd-submit.etsu.edu/etd/theses/available/etd-1103103-220112/unrestricted/FortuneS112503f.pdf
The purpose of this phenomenological study was to determine the characteristics of an inmate leader. Research data were collected through interviews with 20 prisoners located in the Northeast Correctional Complex in Mountain City, Tennessee. Inmate leaders, selected for the study included gang leaders and non-gang leaders. Interviews were tape recorded and transcribed for the data analysis. To capture the essence of the interviews, interpretivism was used for the analysis. A holistic view allowed certain overlapping themes to be isolated. Findings were presented thematically as they answered specific research questions.
Past experiences of inmates and the prisonization process gave them a unique and different understanding of leadership. To serve in a leadership role, the inmates determined that the person had to be trustworthy, follow the code of silence, and show respect for fellow inmates in the carceral setting. Gang leaders had a greater focus on coercion and power in their roles as leaders. The controlled prison environment conditioned the inmates to a survival mode. Inmate Larry encapsulated life on the other side of the fence: Prison is what you make it.
Recommendations included researching the leadership traits of juveniles in the correctional system. These data could be useful in re-directing the leadership energies of these youths. A study of leadership traits identified by females in the correctional justice system would provide information on how the traits are shaped by gender, prisonization, or a life with little exposure to leadership role models.
READ ON
http://etd-submit.etsu.edu/etd/theses/available/etd-1103103-220112/unrestricted/FortuneS112503f.pdf
Monday, April 28, 2008
Leadership Book Garner’s more Praise
San Dimas, (CA) April 27, 2008, Leadership: Texas Hold ‘em Style, a recent finalist for the Eric Hoffer Book Awards, continues to receive praise from readers.
Andrew Borello, a reader noted on Amazon.com, “Wow...what a great book. As a consultant for career development and promotion, I read all the leadership materials I can get my hands on. The problem is, much of it is disappointing. It's too long; too theoretical; too convoluted; or just plain boring. Harvey & Foster created a leadership encyclopedia of sorts that is packed with the essentials of leadership. This book has all the basics: Delegation, Decision Making, Teamwork, and many more, but it also has valuable details on important elements of leadership that other books often overlook: Consistency (important), Accountability (one of the biggest problems with new generation employees), and How to fail. This book is well written and detailed, but concise in that it won't overwhelm the reader. It weaves the information through stories, definitions that are right on the money, great quotes, simple diagrams, and nice-to-know parallel information. This book serves as a great resource and will always be at an arm's reach for years to come.”
About the Book
Using card playing as analogy for leadership, Captain Andrew Harvey, CPD (ret.), Ed.D. and Lieutenant Raymond E. Foster, LAPD (ret.), MPA found the right mix of practical experience and academic credentials to write a definitive book for leaders. Working together, Harvey and Foster have written Leadership: Texas Hold em Style. Most often leaders find they are given a set of resources people, equipment, funds, experience and a mission. As Foster noted, "You're dealt a certain hand. How you play that hand as a leader determines your success."
About the Authors
Andrew Harvey served in law enforcement for 25 years, the last 12 as a captain with a Southern California police agency. He holds bachelor’s and master’s degrees from Cal State Los Angeles, and an educational doctorate in the field of organizational leadership from Pepperdine University. He is a graduate of the FBI National Academy, the California POST Command College, the West Point Leadership Program, and is recognized in California as a master instructor.
Dr. Andrew Harvey is an experienced college educator, currently serving as a professor at the University of Phoenix, and as a faculty advisor at the Union Institute and University. He has been published numerous times in national and international publications. He is a recognized expert in leadership and career development, and has served as an instructor in command leadership at the Los Angeles Police Department Academy.
Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton. He is has concluded the course work for his doctorate. Raymond is a graduate of the West Point Leadership program and has attended law enforcement, technology and leadership programs such as the National Institute for Justice, Technology Institute, Washington, DC.
Raymond is currently a part-time lecturer at California State University, Fullerton and the Union Institute and University. He has experience teaching upper division courses in law enforcement, public policy, technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. His first book, “Police Technology (Prentice Hall, July 2004)” is used in over 100 colleges and universities nationwide.
More Information:
www.pokerleadership.com
Andrew Borello, a reader noted on Amazon.com, “Wow...what a great book. As a consultant for career development and promotion, I read all the leadership materials I can get my hands on. The problem is, much of it is disappointing. It's too long; too theoretical; too convoluted; or just plain boring. Harvey & Foster created a leadership encyclopedia of sorts that is packed with the essentials of leadership. This book has all the basics: Delegation, Decision Making, Teamwork, and many more, but it also has valuable details on important elements of leadership that other books often overlook: Consistency (important), Accountability (one of the biggest problems with new generation employees), and How to fail. This book is well written and detailed, but concise in that it won't overwhelm the reader. It weaves the information through stories, definitions that are right on the money, great quotes, simple diagrams, and nice-to-know parallel information. This book serves as a great resource and will always be at an arm's reach for years to come.”
About the Book
Using card playing as analogy for leadership, Captain Andrew Harvey, CPD (ret.), Ed.D. and Lieutenant Raymond E. Foster, LAPD (ret.), MPA found the right mix of practical experience and academic credentials to write a definitive book for leaders. Working together, Harvey and Foster have written Leadership: Texas Hold em Style. Most often leaders find they are given a set of resources people, equipment, funds, experience and a mission. As Foster noted, "You're dealt a certain hand. How you play that hand as a leader determines your success."
About the Authors
Andrew Harvey served in law enforcement for 25 years, the last 12 as a captain with a Southern California police agency. He holds bachelor’s and master’s degrees from Cal State Los Angeles, and an educational doctorate in the field of organizational leadership from Pepperdine University. He is a graduate of the FBI National Academy, the California POST Command College, the West Point Leadership Program, and is recognized in California as a master instructor.
Dr. Andrew Harvey is an experienced college educator, currently serving as a professor at the University of Phoenix, and as a faculty advisor at the Union Institute and University. He has been published numerous times in national and international publications. He is a recognized expert in leadership and career development, and has served as an instructor in command leadership at the Los Angeles Police Department Academy.
Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton. He is has concluded the course work for his doctorate. Raymond is a graduate of the West Point Leadership program and has attended law enforcement, technology and leadership programs such as the National Institute for Justice, Technology Institute, Washington, DC.
Raymond is currently a part-time lecturer at California State University, Fullerton and the Union Institute and University. He has experience teaching upper division courses in law enforcement, public policy, technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. His first book, “Police Technology (Prentice Hall, July 2004)” is used in over 100 colleges and universities nationwide.
More Information:
www.pokerleadership.com
Thursday, April 24, 2008
Mullen Receives Atlantic Council's Military Leadership Award
By John J. Kruzel
American Forces Press Service
April 22, 2008 - Navy Adm. Mike Mullen was one of four leaders spotlighted last night during a who's who of policymakers and policy enforcers that included scores of former heads of state, department secretaries, ambassadors and high-ranking military officers. Mullen, the chairman of the Joint Chiefs of Staff, joined former British Prime Minister Tony Blair, media magnate Rupert Murdoch and Russian piano virtuoso Evgeny Kissin in accepting the Atlantic Council's award for Distinguished Military, International, Business and Artistic Leadership, respectively, in a gala here.
"Let there be no doubt that Adm. Mike Mullen is the right man in the right job at the right time for our nation, and his entire career has contributed to leading him to this point," retired Marine Gen. James L. Jones, chairman of the Atlantic Council, said before presenting the chairman the award.
Mullen, one of few senior naval officers to hold four four-star assignments, oversaw one of the most transformative eras in naval history while serving as vice chief of naval operations, Jones said. The period recognized that family readiness was critical to the Navy's readiness.
"The policies put in place under his watch ... led to historically high retention rates and significantly higher operational readiness rates Navywide," Jones said, describing Mullen's tenure from August 2003 to October 2004, as he served under then-Chief of Naval Operations Adm. Vernon E. Clark.
Jones added that Mullen also showed exceptional leadership serving as commander of NATO's Allied Joint Force Command, in Naples, and U.S. Naval Forces Europe, and as the 28th chief of naval operations.
"Ladies and gentleman, we can all be thankful Mike Mullen is at the helm," Jones said. "He's calm; he's thoughtful; he's reasonable; he's insightful; and he fully understands the magnitude of that task before him."
Apparently, he also has a sense of humor and humility.
Mullen, the last speaker to address the high-caliber international audience, began his remarks, "Good evening. I certainly recognize my place in the order tonight." But as the laughter subsided, the top military officer tempered the revelry by honoring deployed servicemembers of the United States and its allies.
"As we are here this evening enjoying this celebration, I am mindful of all those men and women who are serving in all of our countries around the world," he said. "Many of them are in harm's way this evening so that we might enjoy the freedom, the privileges, the opportunity that their service, in fact, provides."
The chairman then provided a sweeping assessment of global security, including countries where troops are stationed currently and where he expects they'll be needed in future operations.
Echoing comments made this month by Army Gen. David H. Petraeus, the top U.S. commander in Iraq, Mullen said security there is improved but fragile. Furthermore, he said, security is a necessary condition, but not sufficient, as diplomatic, political and economic progress is imperative for long-term stability.
Mullen said Iran routinely pushes its way into "realms of instability," and advocated that allied countries address Iran's variform influence in the Middle East: in Hezbollah, Hamas and in southern Iraq.
"I think for the ability to create stability in that part of the world, that not just this alliance but those who are allied will have to deal with Iran in the very near future," he said.
Afghanistan is "front and center" for allied Atlantic countries, Mullen said. He added that NATO countries must ensure that their contributions are sufficient in helping establish security in Afghanistan. In related comments, he stressed the need for allied countries to address threats emanating from Pakistan.
"We also must work hard, I think, to build non-NATO relationships," he added. "And there are those countries, those allies, who have joined us in both Iraq and Afghanistan.
"They represent the best of those relationships," he continued, "countries who are responsible and who recognize in that responsibility that we can meet these challenges head on together much better than we can meet them individually."
In closing, Mullen said, the strength of international partnership lies in nations' shared hope for the future.
"As a community of nations, we've elected to lead, and we've chosen to work together to create a future where parents can raise their children without fear, with dignity and with hope," he said.
The Atlantic Council of the United States promotes constructive U.S. leadership and engagement in international affairs based on the central role of the Atlantic community in meeting the international challenges of the 21st century, according the organization's official Web site.
American Forces Press Service
April 22, 2008 - Navy Adm. Mike Mullen was one of four leaders spotlighted last night during a who's who of policymakers and policy enforcers that included scores of former heads of state, department secretaries, ambassadors and high-ranking military officers. Mullen, the chairman of the Joint Chiefs of Staff, joined former British Prime Minister Tony Blair, media magnate Rupert Murdoch and Russian piano virtuoso Evgeny Kissin in accepting the Atlantic Council's award for Distinguished Military, International, Business and Artistic Leadership, respectively, in a gala here.
"Let there be no doubt that Adm. Mike Mullen is the right man in the right job at the right time for our nation, and his entire career has contributed to leading him to this point," retired Marine Gen. James L. Jones, chairman of the Atlantic Council, said before presenting the chairman the award.
Mullen, one of few senior naval officers to hold four four-star assignments, oversaw one of the most transformative eras in naval history while serving as vice chief of naval operations, Jones said. The period recognized that family readiness was critical to the Navy's readiness.
"The policies put in place under his watch ... led to historically high retention rates and significantly higher operational readiness rates Navywide," Jones said, describing Mullen's tenure from August 2003 to October 2004, as he served under then-Chief of Naval Operations Adm. Vernon E. Clark.
Jones added that Mullen also showed exceptional leadership serving as commander of NATO's Allied Joint Force Command, in Naples, and U.S. Naval Forces Europe, and as the 28th chief of naval operations.
"Ladies and gentleman, we can all be thankful Mike Mullen is at the helm," Jones said. "He's calm; he's thoughtful; he's reasonable; he's insightful; and he fully understands the magnitude of that task before him."
Apparently, he also has a sense of humor and humility.
Mullen, the last speaker to address the high-caliber international audience, began his remarks, "Good evening. I certainly recognize my place in the order tonight." But as the laughter subsided, the top military officer tempered the revelry by honoring deployed servicemembers of the United States and its allies.
"As we are here this evening enjoying this celebration, I am mindful of all those men and women who are serving in all of our countries around the world," he said. "Many of them are in harm's way this evening so that we might enjoy the freedom, the privileges, the opportunity that their service, in fact, provides."
The chairman then provided a sweeping assessment of global security, including countries where troops are stationed currently and where he expects they'll be needed in future operations.
Echoing comments made this month by Army Gen. David H. Petraeus, the top U.S. commander in Iraq, Mullen said security there is improved but fragile. Furthermore, he said, security is a necessary condition, but not sufficient, as diplomatic, political and economic progress is imperative for long-term stability.
Mullen said Iran routinely pushes its way into "realms of instability," and advocated that allied countries address Iran's variform influence in the Middle East: in Hezbollah, Hamas and in southern Iraq.
"I think for the ability to create stability in that part of the world, that not just this alliance but those who are allied will have to deal with Iran in the very near future," he said.
Afghanistan is "front and center" for allied Atlantic countries, Mullen said. He added that NATO countries must ensure that their contributions are sufficient in helping establish security in Afghanistan. In related comments, he stressed the need for allied countries to address threats emanating from Pakistan.
"We also must work hard, I think, to build non-NATO relationships," he added. "And there are those countries, those allies, who have joined us in both Iraq and Afghanistan.
"They represent the best of those relationships," he continued, "countries who are responsible and who recognize in that responsibility that we can meet these challenges head on together much better than we can meet them individually."
In closing, Mullen said, the strength of international partnership lies in nations' shared hope for the future.
"As a community of nations, we've elected to lead, and we've chosen to work together to create a future where parents can raise their children without fear, with dignity and with hope," he said.
The Atlantic Council of the United States promotes constructive U.S. leadership and engagement in international affairs based on the central role of the Atlantic community in meeting the international challenges of the 21st century, according the organization's official Web site.
Sunday, April 13, 2008
Leadership Book is Hoffer Award Finalist
April 12, 2008 (San Dimas, CA) Leadership: Texas Hold ‘em Style was a finalist for the Eric Hoffer Book Award. According to the Executive Editor of Writers Notes & Best New Writing, Christopher Klim, “While it did not win a category distinction this year, it fell within the top 10% of entrants to be considered for prizes. With respect to the competition, we consider this an honor of its own merit. Less than 50 books each year are dubbed with the title of “Eric Hoffer Award Finalist.”
About the Award
The Eric Hoffer Award honors the memory of the great American philosopher Eric Hoffer by highlighting salient writing. The Hoffer Award honors freethinking writers and independent books of exceptional merit. The “Hoffer” honored books are chiefly from small, academic, and micro presses, including self-published offerings. The books and prose of the Hoffer Award are nominated by the people and judged by independent panels. Since its inception as the Writers Notes Award, the Hoffer Award has grown in prominence. Winners of the “Hoffer” are given prizes, honors, and worldwide media exposure, as well as being covered in the annual anthology, Best New Writing.
About the Leadership: Texas Hold ‘em Style
Using poker as analogy for leadership, Captain Andrew J. Harvey, CPD (ret.), Ed.D. and Lieutenant Raymond E. Foster, LAPD (ret.), MPA found the right mix of practical experience and academic credentials to write a definitive book for leaders. Working together, Harvey and Foster have written Leadership: Texas Hold ‘em Style. Most often leaders find they are given a set of resources people, equipment, funds, experience and a mission. As Foster noted, "You're dealt a certain hand. How you play that hand as a leader determines your success."
About the Authors
Dr. Andrew J. Harvey served in law enforcement for 25 years, the last 12 as a captain with a Southern California police agency. He holds bachelor’s and master’s degrees from Cal State Los Angeles, and an educational doctorate in the field of organizational leadership from Pepperdine University. He is a graduate of the FBI National Academy, the California POST Command College, the West Point Leadership Program, and is recognized in California as a master instructor.
Dr. Harvey is an experienced college educator, currently serving as a professor at the University of Phoenix, and as a faculty advisor at the Union Institute and University. He has been published numerous times in national and international publications. He is a recognized expert in leadership and career development, and has served as an instructor in command leadership at the Los Angeles Police Department Academy. He has appeared as a leadership authority on television and radio, including the internationally-broadcast Bloomberg Business Television Show, and the nationally syndicated Joey Reynolds Radio Show.
His first book, The Call to Lead: How Ordinary People Become Extraordinary Leaders, received national attention. The book shows the way for leaders toward ethical and competent leadership. Through his company, Andrew Harvey Seminars, he provides leadership training and consulting to individuals and organizations throughout the nation.
Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton. He has completed his doctoral course work in business research. Raymond is a graduate of the West Point Leadership program and has attended law enforcement, technology and leadership programs such as the National Institute for Justice, Technology Institute, Washington, DC.
Raymond is currently a part-time lecturer at California State University, Fullerton and the Union Institute and University. He has experience teaching upper division courses in law enforcement, public policy, technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. He has appeared on the History Channel and radio programs in the United States and Europe as subject matter expert in technological applications in law enforcement. His first book, “Police Technology (Prentice Hall, July 2004)” is used in over 100 colleges and universities nationwide.
Contact Information
www.pokerleadership.com
editor@police-writers.com
909.599.7530
About the Award
The Eric Hoffer Award honors the memory of the great American philosopher Eric Hoffer by highlighting salient writing. The Hoffer Award honors freethinking writers and independent books of exceptional merit. The “Hoffer” honored books are chiefly from small, academic, and micro presses, including self-published offerings. The books and prose of the Hoffer Award are nominated by the people and judged by independent panels. Since its inception as the Writers Notes Award, the Hoffer Award has grown in prominence. Winners of the “Hoffer” are given prizes, honors, and worldwide media exposure, as well as being covered in the annual anthology, Best New Writing.
About the Leadership: Texas Hold ‘em Style
Using poker as analogy for leadership, Captain Andrew J. Harvey, CPD (ret.), Ed.D. and Lieutenant Raymond E. Foster, LAPD (ret.), MPA found the right mix of practical experience and academic credentials to write a definitive book for leaders. Working together, Harvey and Foster have written Leadership: Texas Hold ‘em Style. Most often leaders find they are given a set of resources people, equipment, funds, experience and a mission. As Foster noted, "You're dealt a certain hand. How you play that hand as a leader determines your success."
About the Authors
Dr. Andrew J. Harvey served in law enforcement for 25 years, the last 12 as a captain with a Southern California police agency. He holds bachelor’s and master’s degrees from Cal State Los Angeles, and an educational doctorate in the field of organizational leadership from Pepperdine University. He is a graduate of the FBI National Academy, the California POST Command College, the West Point Leadership Program, and is recognized in California as a master instructor.
Dr. Harvey is an experienced college educator, currently serving as a professor at the University of Phoenix, and as a faculty advisor at the Union Institute and University. He has been published numerous times in national and international publications. He is a recognized expert in leadership and career development, and has served as an instructor in command leadership at the Los Angeles Police Department Academy. He has appeared as a leadership authority on television and radio, including the internationally-broadcast Bloomberg Business Television Show, and the nationally syndicated Joey Reynolds Radio Show.
His first book, The Call to Lead: How Ordinary People Become Extraordinary Leaders, received national attention. The book shows the way for leaders toward ethical and competent leadership. Through his company, Andrew Harvey Seminars, he provides leadership training and consulting to individuals and organizations throughout the nation.
Raymond E. Foster was a sworn member of the Los Angeles Police Department for 24 years. He retired in 2003 at the rank of Lieutenant. He holds a bachelor’s from the Union Institute and University in Criminal Justice Management and a Master’s Degree in Public Financial Management from California State University, Fullerton. He has completed his doctoral course work in business research. Raymond is a graduate of the West Point Leadership program and has attended law enforcement, technology and leadership programs such as the National Institute for Justice, Technology Institute, Washington, DC.
Raymond is currently a part-time lecturer at California State University, Fullerton and the Union Institute and University. He has experience teaching upper division courses in law enforcement, public policy, technology and leadership. Raymond is an experienced author who has published numerous articles in a wide range of venues including magazines such as Government Technology, Mobile Government, Airborne Law Enforcement Magazine, and Police One. He has appeared on the History Channel and radio programs in the United States and Europe as subject matter expert in technological applications in law enforcement. His first book, “Police Technology (Prentice Hall, July 2004)” is used in over 100 colleges and universities nationwide.
Contact Information
www.pokerleadership.com
editor@police-writers.com
909.599.7530
Sunday, March 30, 2008
Building A Great Place For People To Work
A Blueprint for Successful Human Capital Leadership
Overview
How do you build a great public service organization that meets the intensified expectations of governing in today’s environment? How do you energize the people in it to produce consistently excellent results? This seminar is for leaders who need answers to these key questions. The course provides a design for “people practices” that make a difference—recruiting, developing, motivating, and succession planning approaches that work for your employees and your organization.
You will begin at the foundation: a comprehensive assessment of your organization’s health to see how it compares with the latest in human capital management. Then you will look at the framework of agency culture and dynamics to identify opportunities for transformation. Discussing the principles of building a great people organization with seasoned executives will complete the structure. As a special bonus, a group of new recruits will share perspectives on what is meaningful to them, what drew them to the Federal workforce, and what inspires them to become our next generation of leaders.
How Will You Benefit
Appreciate the importance of a comprehensive approach to transforming Federal human capital practices
Learn how to launch and implement a succession and leader-development strategy
Develop your organization’s culture as the framework for a healthy and successful public service agency
Devise strategies to develop a climate of encouragement and learning
Learn from other leaders who have successfully retooled their workforces
Gain special insights from high-potential recruits who have recently chosen public service as a career
MORE INFORMATION
http://www.leadership.opm.gov/Programs/Organizational-Leadership-for-Executives/EXE0031/Index.aspx
Overview
How do you build a great public service organization that meets the intensified expectations of governing in today’s environment? How do you energize the people in it to produce consistently excellent results? This seminar is for leaders who need answers to these key questions. The course provides a design for “people practices” that make a difference—recruiting, developing, motivating, and succession planning approaches that work for your employees and your organization.
You will begin at the foundation: a comprehensive assessment of your organization’s health to see how it compares with the latest in human capital management. Then you will look at the framework of agency culture and dynamics to identify opportunities for transformation. Discussing the principles of building a great people organization with seasoned executives will complete the structure. As a special bonus, a group of new recruits will share perspectives on what is meaningful to them, what drew them to the Federal workforce, and what inspires them to become our next generation of leaders.
How Will You Benefit
Appreciate the importance of a comprehensive approach to transforming Federal human capital practices
Learn how to launch and implement a succession and leader-development strategy
Develop your organization’s culture as the framework for a healthy and successful public service agency
Devise strategies to develop a climate of encouragement and learning
Learn from other leaders who have successfully retooled their workforces
Gain special insights from high-potential recruits who have recently chosen public service as a career
MORE INFORMATION
http://www.leadership.opm.gov/Programs/Organizational-Leadership-for-Executives/EXE0031/Index.aspx
Saturday, March 22, 2008
Leadership
A recent reader review of Leadership: Texas Hold ‘em Style:
“Raymond Foster has demonstrated his knowledge of leadership very thoroughly in this book. Coming from the LAPD, he draws upon his experience as a mid-level manager by using humor and anecdotes so aspiring supervisors and managers can develop their individual skills. I am a retired police captin from Newark, NJ and wish I had the book during the promotional testing process. Now, I am using the book in my consulting practice--very relevant, very practical and an easy read!”
About the book
Using poker as analogy for leadership, Captain Andrew Harvey, CPD (ret.), Ed.D. and Lieutenant Raymond Foster, LAPD (ret.), MPA found the right mix of practical experience and academic credentials to write a definitive book for leaders. Working together, Harvey and Foster have written Leadership: Texas Hold em Style. Most often leaders find they are given a set of resources people, equipment, funds, experience and a mission. As Foster noted, "You're dealt a certain hand. How you play that hand as a leader determines your success."
More than a book: A fun and entertaining journey through leadership that includes an interactive website to supplement knowledge gained from the book.
Proven and Tested: Not an academic approach to leadership, but rather a road-tested guide that has been developed through 50-years of author experience.
High Impact: Through the use of perspective, reflection, and knowledge, provides information that turns leadership potential into leadership practice.
Ease of Application: Theory is reinforced with real-life experience, which results in accessible and practical tools leaders can put to use immediately.
High Road Approach: Personal character and ethical beliefs are woven into each leadership approach, so leaders do the right thing for the right reasons.
Uses Game of Poker: Rather than a dry approach that is all fact and no flavor, the game of poker is used as a lens through which to view leadership concepts.
More Information
www.pokerleadership.com
“Raymond Foster has demonstrated his knowledge of leadership very thoroughly in this book. Coming from the LAPD, he draws upon his experience as a mid-level manager by using humor and anecdotes so aspiring supervisors and managers can develop their individual skills. I am a retired police captin from Newark, NJ and wish I had the book during the promotional testing process. Now, I am using the book in my consulting practice--very relevant, very practical and an easy read!”
About the book
Using poker as analogy for leadership, Captain Andrew Harvey, CPD (ret.), Ed.D. and Lieutenant Raymond Foster, LAPD (ret.), MPA found the right mix of practical experience and academic credentials to write a definitive book for leaders. Working together, Harvey and Foster have written Leadership: Texas Hold em Style. Most often leaders find they are given a set of resources people, equipment, funds, experience and a mission. As Foster noted, "You're dealt a certain hand. How you play that hand as a leader determines your success."
More than a book: A fun and entertaining journey through leadership that includes an interactive website to supplement knowledge gained from the book.
Proven and Tested: Not an academic approach to leadership, but rather a road-tested guide that has been developed through 50-years of author experience.
High Impact: Through the use of perspective, reflection, and knowledge, provides information that turns leadership potential into leadership practice.
Ease of Application: Theory is reinforced with real-life experience, which results in accessible and practical tools leaders can put to use immediately.
High Road Approach: Personal character and ethical beliefs are woven into each leadership approach, so leaders do the right thing for the right reasons.
Uses Game of Poker: Rather than a dry approach that is all fact and no flavor, the game of poker is used as a lens through which to view leadership concepts.
More Information
www.pokerleadership.com
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