Has "Big Brass Fever" Infected Your Agency

Recently, I had the privilege of viewing several Air Force presentations that introduced lean six sigma methodologies to senior leaders. The training was developed by the University of Tennessee's, Center for Executive Education. I highly recommend their courses of instruction for any agency moving forward with Lean Six Sigma. I found particularly useful one of the presentations that dealt with the cultural dynamics that can occur between leaders and the layers of personnel ranks beneath them. One topic, "Big Brass Fever," stood out for me the most, as I have seen this in both my military and law enforcement careers.

Here are a few of the symptoms you may have observed in your careers, many times attributable to, "Big Brass Fever."

• Fear of disappointing leader drives to over production
• Simple tasks become gold plated efforts
• Casual question or comment treated as tasking for briefing or action
• Briefings reviewed at multiple levels
• Yes men-ism isolates leader from reality 

 
The course gives a humorous, but true, example of this leadership challenge that you may find all too familiar at your agency.

The Secretary for the Department of Energy was touring a national laboratory’s grounds when a snake crossed her path. She casually asked: “I wonder if there are poisonous snakes here?” Six weeks later she received a report prepared by the lab’s top biologist entitled “Census of Venomous Snake Population”.

One has to wonder how much valuable time and taxpayer dollars were spent on this outbreak of "Big Brass Fever." How much of this goes on at your agency? Better yet, how much of it are you causing?

The above example happens all too often, and usually very innocently, as many leaders never expect people to take the whimsical remarks they say so literally. Sadly enough, there is also the opposite out there among the leadership ranks. Some leaders feel that personnel should jump at every word they say because they have finally earned their stripes, bars, or stars. To me, this is an indication that they have been promoted beyond their ability to lead and are reduced to using positional authority to get things done. A sad, but true condition of, "Big Brass Fever."

The best protocol is to learn to recognize "Big Brass Fever," from both perspectives of the leadership realm; as leader, and subordinate.

As a leader, it is important to remember that everyone is going to do their best to try and please you and to deliver well on what they believe you want. After all, you're the boss. Sometimes even the passing phrase or statement can be misconstrued in a subordinates mind to send them on a mission so full of waste that it halts any real work for days, weeks, or even months. Sometimes the best thing a leader can do is simply listen, and say, "keep up the great work." At least then he or she isn't adding to the workflow with unintended consequences.

As a subordinate, try to remember that your leaders do not want you tied up doing busy work that has no relevancy to the overall mission. This is where employee empowerment and challenging status quo by asking "why" becomes more and more important everyday. Never be intimidated to ask your boss for clarity before going on a wild goose chase. Whether in police work, or the military, lives may count on it one day. Get in the habit of consistently asking your boss, "what actions would you like me to take next?"

The University of Tennessee's presentation gives of few points as well for controlling, "Big Brass Fever" that I also found to be quite helpful.

• Talk about it
• Explicitly state “I don’t want action on this – we’re just considering options”
• Be critical of over production and gold plating
• Imagine the unintended consequences of your requests taken to their ill-logical extremes
• Be clear on your expectations and test for active listening
• Remind your people to stay focused on the top priority and not the side issues
• Make a point of asking for bad news and thanking the individual who delivers it

I will close with one final phrase from the presentation:

"Remember, the stronger you are as a leader, the greater the threat of Big Brass Fever becomes."

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About the Author: William "Billy" Wilkerson is a Police Sergeant with the Jacksonville Sheriff's Office and 21 Year veteran with the Florida Air National Guard. He is currently assigned to Sheriff's Office Continuous Improvement Division and also supervises the Staff Inspections Unit. The Jacksonville Sheriff's Office has been using Lean Six Sigma to streamline many of its processes for the past several years to much success. Billy has also been assisting with the Florida Air National Guard's rollout of their CPI Program (Continuous Process Improvement). Billy can be found on LinkedIn @ http://www.linkedin.com/in/billywilkerson or by email at Billy@Leanleaders.org

It's always about the people

Recently, someone asked me what I thought to be the biggest mistake of a manager. I believe that managers can get so caught up with processes that they forget about the people. People are what drives an organization. People are not machines, they are emotional. A manager needs to be able to sense the emotional response of the people around him, then respond in a positive way that helps the person stay on track while working within their process. Behaviour of the workforce changes whenever there is a significant emotional event...good or bad. You'll see it at work a lot. Someone is going through a divorce, their work product is impacted. Someone gets engaged, also impacts their work product. As a manager myself, I have found my job to be less about the processes I am responsible for, and more about the people reponsible for carrying out the work. When I think of servant leadership, this quote comes to mind..."I work for my people, but I report to my boss."


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About the Author: William "Billy" Wilkerson is a Police Sergeant with the Jacksonville Sheriff's Office and 21 Year veteran with the Florida Air National Guard. He is currently assigned to Sheriff's Office Continuous Improvement Division and also supervises the Staff Inspections Unit. The Jacksonville Sheriff's Office has been using Lean Six Sigma to streamline many of its processes for the past several years to much success. Billy has also been assisting with the Florida Air National Guard's rollout of their CPI Program (Continuous Process Improvement). Billy can be found on LinkedIn @ http://www.linkedin.com/in/billywilkerson or by email at 7388wtw@gmail.com .

Emotional Intelligence...The Hidden Component of Great Organizations

Daniel Goleman, Author of Emotional Intelligence wrote, "The range of what we think and do is limited by what we fail to notice. And because we fail to notice that we fail to notice there is little we can do to change until we notice how failing to notice shapes our thoughts and deeds."

After my brain quit hurting from reading this, I started to understand what he meant. So, I decided to take the quote and break it down into a leadership perspective. Here goes:

1) "The range of what we think and do is limited by what we fail to notice" - I was in a meeting not long ago with some very high ranking individuals. In the blink of an eye, a well thought out decision made by a process improvement team was overturned. The high ranking individuals gave little reason. Basicially, they limited their thinking to what they "failed to notice." That a team of highly skilled people already came up with a good solution, which addressed the same concerns that they were citing. I have to wonder, how engaged will this team be once they go back to their normal work environments? How much extended damage did these, "leaders" just do by "failing to notice" someone else's hard work? Certainly, decisions need careful review by leadership. But, careful review and servant leadership models show that dialogue between leadership and the people who do the job should take place before overturning and disempowering a team. Only then will they believe that you care, and trust you as a leader.

2) "And because we fail to notice that we fail to notice there is little we can do to change until we notice how failing to notice shapes our thoughts and deeds." - The "leaders" in part one are not bad people. Nor do I consider them to be poor leaders necessarily. Having worked with them, I have come to understand the constraints on their time. I also understand that law enforcement, by its very nature, is a system known for quick decision making. In several instances, this can be a very good thing, as hesitation can get someone killed.

As the second sentence reads, they simply failed to notice what they failed to notice. Leaders sometimes do not recognize the impact of their decisions on the people that do the work, until long after they have made their decision, if ever. This equates to the beginning of, 'What were they thinking," by line personnel. After that, the shut down starts. Line personnel and middle managers quit offering ideas because they believe, "leadership" doesn't care about what I say anyway. Leadership then starts to believe people need constant guidance since they never offer solutions. Line personnel then start feeling micromanaged and disengage...it goes on and on and on, until you have a culture of followers. This happens until one day, a leader realizes that he "failed to notice" an important factor in his decision...input from the people that do the job. From then on, he becomes the people's advocate.

How much do your leaders,"fail to notice?" What is your organization doing to realign and prevent this from happening in the future? Do you have the courage to tell leaders that they are "failing to notice?" Someone's I can only ...Ponder.

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About the Author: William "Billy" Wilkerson is a Police Sergeant with the Jacksonville Sheriff's Office and 21 Year veteran with the Florida Air National Guard. He is currently assigned to Sheriff's Office Continuous Improvement Division and also supervises the Staff Inspections Unit. The Jacksonville Sheriff's Office has been using Lean Six Sigma to streamline many of its processes for the past several years to much success. Billy has also been assisting with the Florida Air National Guard's rollout of their CPI Program (Continuous Process Improvement). Billy can be found on LinkedIn @ http://www.linkedin.com/in/billywilkerson or by email at 7388wtw@gmail.com .

Leaders and Managers

Leaders have a vision, along with the charisma (art of influence and persuasion), and trust (down to someone's core belief system) of people to buy into that vision. The manager then takes the processes involved in making that vision a reality and ensures that they are performed in an efficient, and effective manner, while constantly doing his best to keep the workforce engaged.

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About the Author: William "Billy" Wilkerson is a Police Sergeant with the Jacksonville Sheriff's Office and 21 Year veteran with the Florida Air National Guard. He is currently assigned to Sheriff's Office Continuous Improvement Division and also supervises the Staff Inspections Unit. The Jacksonville Sheriff's Office has been using Lean Six Sigma to streamline many of its processes for the past several years to much success. Billy has also been assisting with the Florida Air National Guard's rollout of their CPI Program (Continuous Process Improvement). Billy can be found on LinkedIn @ http://www.linkedin.com/in/billywilkerson or by email at 7388wtw@gmail.com .

MBWA = Management by Walking Around

Whether you wear stripes, bars, or stars on your shirt, the environment needed for open communication begins with you. Unfortunately, it is easy to become over-directive in our management styles when burdened with deadlines and our other "important" issues. With so much going on, who has time for idle chat, right? Well, it should be you. After all, if the manager/leader is too busy to take time to listen, then how can subordinates ever value listening as a leadership trait.

I have a coffee pot that sits in my office. I seldom ever use it. Instead, I get coffee from a pot that is shared with several others in the work area. "Why," you ask. Because it gives me a reason to get away from my desk, go to an area where I will see people I work with, and start smalltalk...yes, smalltalk.

In order to initiate and sustain positive change, managers/leaders have to be able to get buy-in from those that do the job every day. To get buy-in, a manager/leader must first build trust. Trust starts by letting people know that you truly care about them. A good manager/leader should always be interested in how someone's day is going, and if there is anything they can do to assist.

People are naturally emotional. If someone's day started out bad before they came to work, then it will most likely continue to be bad at work. This may lead to loss of productivity, or poor work quality throughout the rest of the day. How many rudeness complaints could agencies avoid with this simple philosophy? But what about lost productivity by walking so far for coffee you ask. Think of it this way. We like to say that our people are our biggest asset. Then think of them as you would any other asset...such as your 401k. By managing your 401k properly, and by making deposits at regular intervals, you ensure the best return possible. People are no different. A good manager/leader invests his time and energy in his people, and the rewards of trust and loyalty are overwhelming. Your taking time to allow someone to vent may set them on a course for a better day. Cheerfulness is contagious.

I often hear the term, "it's not what you know, but who you know." I twist it around a little..."it's not who you know, but who you know that likes you." You can know lots of people, but if they all think you are difficult to be around, they are less likely to offer help when you need it. They will eventually disengage and only perform at minimum levels. Law enforcement needs and deserves people who strive to go above and beyond...the community deserves it too.

So, get up and go get a cup of coffee already!

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About the Author: William "Billy" Wilkerson is a Police Sergeant with the Jacksonville Sheriff's Office and 21 Year veteran with the Florida Air National Guard. He is currently assigned to Sheriff's Office Continuous Improvement Division and also supervises the Staff Inspections Unit. The Jacksonville Sheriff's Office has been using Lean Six Sigma to streamline many of its processes for the past several years to much success. Billy has also been assisting with the Florida Air National Guard's rollout of their CPI Program (Continuous Process Improvement). Billy can be found on LinkedIn @ http://www.linkedin.com/in/billywilkerson or by email at 7388wtw@gmail.com .

Starting Your Lean Six Sigma Program? - Try Email

Not long ago, I was emailed and asked a few questions by an agency Captain about Lean Six Sigma. Here is a brief article that highlights a few of his questions.

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Hello Billy,

This is a very interesting concept you have implemented at your department. I had just placed the question to may group when I found you on Linkedin. How similar is this mythology to problem-oriented policing? What was the learning curve for the officers when you first established this program? How does a agency get started in a program of this nature? Any information would be greatly appreciated.

Best Regards,
Captain

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Hi Captain,
It is truly a pleasure when we hear of other agencies looking to start down the LEAN road. I will do my best to answer your questions, but I believe it is fair to say that every agency, or company, is unique. That being said, police tend to be police minded wherever they go. My experience is that everything revolves back around to the belief system of the troops. If they trust the administration, they will believe in LEAN. If they believe it is in their best interest, they will believe in LEAN, etc., etc. It is also fair to say that it may come with a fair amount of resistance due to the poor execution of Total Quality Management (TQM), that was pushed in the nineties.

1) How similar is this mythology to problem-oriented policing?
Although Lean Six Sigma uses a problem solving model (DMAIC - define, measure, analyze, improve, control), similar to that used in problem oriented policing or community policing (SARA - scan, analyze, response, assess), the approach is somewhat different. Overall, our agency is tasked with building relationships with the community to determine root causes of crimes and the fear of, through the use of community partnerships and policing strategies. Lean Six SIgma is more of an internal process review geared towards making the way we do business better. I.e., process for filing cases, process for reducing overtime costs, saving fuel, transportation of prisoners, etc. It is geared arounf the 8 types of waste used for LEAN thinking, and the quality statndards contained within six sigma. So, they are similar in many ways, but different as well.

2) What was the learning curve for the officers when you first established this program?
The learning curve is relatively small. We have a 4 hour orientation that all employees reveive upon being hired. We have also made it a part of our leaderhsip development academy. The issue is not so much the learning curve of the material, but the sustainment of the mindset that goes back to the belief system that is in place...the culture. Will your officers believe this to be a fad? is it something they are being forced to do? Will leadership champion the movement? All are questions that will arise once you start down the path. We (JSO) are nowhere near where we want to be with LEAN. Basically, if we had a continuous improvement culture, we would not need a continuous improvement unit. This will most likely take several years.

3) How does a agency get started in a program of this nature?
I highly recommend searching for a consortioum similar the the Jacksonville Lean Consortium. If one is not available in your area, try searching for the local MEP (manufacturers entension partnership). Also, many times other portion of loval government have already started a similar program. For instance, our local Air National Guard base, and local electric and water utility have well designed programs in place with experts in the field of LEAN Six Sigma, just a field trip or phone call away. The EPA has also created an excellent guide for governement agecies. Here is their link.

http://www.epa.gov/lean/starterkit/index.htm

In the end, all of this comes down to having a committed leader that is willing to champion the culture change. Without buy - in from the top, a successful program is highly unlikely.

Hope that is helpful,

Billy


About the Author: William "Billy" Wilkerson is a Police Sergeant with the Jacksonville Sheriff's Office and 21 Year veteran with the Florida Air National Guard. He is currently assigned to Sheriff's Office Continuous Improvement Division and also supervises the Staff Inspections Unit. The Jacksonville Sheriff's Office has been using Lean Six Sigma to streamline many of its processes for the past several years to much success. Billy has also been assisting with the Florida Air National Guard's rollout of their CPI Program (Continuous Process Improvement). Billy can be found on LinkedIn @ http://www.linkedin.com/in/billywilkerson or by email at 7388wtw@gmail.com .

Hats off to the Environmental Protection Agency - A Government Model for LEAN

For those of us involved with "LEAN" it is easy to understand the challenges that come from starting a process improvement program from the ground floor. I would like to personally thank the Environmental Protection Agency (EPA), for providing such a great model for all government agencies to follow. There website is a great resource, packed full with examples of how they are applying "LEAN" principles, and even give a free download for their "Lean in Government Starter Kit."

To all at the EPA - I salute you for being the leaders you have shown yourselves to be, and thank you for helping government agencies, the world over, rethink the way they do business.

Here is a link to their "Lean in Government Starter Kit."

http://www.epa.gov/lean/starterkit/index.htm

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About the Author: William "Billy" Wilkerson is a Police Sergeant with the Jacksonville Sheriff's Office and 20 Year veteran with the Florida Air National Guard. He is currently assigned to Sheriff's Office Continuous Improvement Division and also supervises the Staff Inspections Unit. The Jacksonville Sheriff's Office has been using Lean Six Sigma to streamline many of its processes for the past several years to much success. Billy has also been assisting with the Florida Air National Guard's rollout of their CPI Program (Continuous Process Improvement). Billy can be found on LinkedIn @ http://www.linkedin.com/in/billywilkerson or by email at 7388wtw@gmail.com .

Social Media is Changing the Way We Work

You've heard all the latest buzzwords going around the office...Facebook, Myspace, LinkedIn, Youtube, Flickr, the list goes on, and on, and on. Many of us have transitioned from hearing these buzzwords, better known as social media sites or networks, to being active participants in their usage. In a recent meeting with some of my agency's top executives, one of them inquired about the usage of social media by employees during work hours. While the details of that conversation are interesting, the more important aspect is that social media is now becoming a part of our culture; regardless if it is endorsed by the agency or not.
Seeing such monumental advancements in such communications media, causes me to ask the question...How will social media change the way law enforcement, the judicial system, or businesses and corporations around the globe do day to day business? Let me be clear as to what I am trying to get across. I'm not saying that every company should endorse employees use of social media at work, or that every company start a Facebook page. What I am wondering is if this type of social media, this engagement of employees, can be capitalized in a way that could make the way we do the business of law enforcement change forever. How can we turn the way we communicate internally and externally, into something that our employees, along with our judicial partners, embrace. How can a social network assist in creating a "LEAN" law enforcement culture?
It seems the more I ask these seemingly obvious questions, the more interesting the concept becomes. Let's forward twenty years or so. Every agency has a website, every officer has a blog, every employee interacts with eachother and the judicial system staff through a social network. Same goes for every business from Microsoft, to Google, to Joe's fish market on the corner. Every cell phone will have internet as a standard feature, along with GPS, and any other advanced feature of today. Cell phones will never have "dead spots." Every five year old will have a cell phone before registering for kindergarten. Home phones will be virtually non existent, as they will be replaced with cell phones, also known as smart phones. Every major corporation will have custom made applications specific to their employees and customer markets. Every vehicle manufactured will have a SIM card, allowing it to be tracked in real time by either the owner, or by law enforcement if stolen. Google maps will be in real time availability for law enforcement, and be able to be rewound to capture specifics to crimes that have occurred; I call this "virtual surveillance." The possibilities are limited only to the imagination...where do you see technology fitting in with your agency?
The key to the story is this, change in the way we do business is occurring whether we like it or not. The best thing for us all is to learn new technologies, and learn how to use them to the betterment of our agencies, and the communities we serve. For an interesting illustration of how social networking it now a part of culture visit http://www.theconversationprism.com/, it is quite impressive.

A Tale of Two "Lean" Cities

In August 2009, I had the distinct honor of facilitating a Rapid Improvement Event with the Alaska Air National Guard, 176 WG. Being a guardsman for the past 20 years, I have come to look forward to these short, but very beneficial trips to new places. The Air Force started its Continuous Process Improvement initiative a fews ago, marketed under the acronym "AFSO21" (Air Force Smart Operations for the 21st Century). This trip provided an opportunity for me to use my facilitation skills for the betterment of my country. But, this trip was ever more special to me.

Deputy Chief Steve Smith, Anchorage Alaska Police Department, had previously reached out to my full time employer, the Jacksonville Sheriff's Office, to inquire about implementing "Lean." Recognizing the once in a lifetime opportunity to introduce another law enforcement agency to "Lean" while serving my country at the same time, I quickly invited Deputy Chief Smith to observe our event at the Alaska Air National Guard. I am happy to say that he accepted the invitation.

Since that time great things have happened. Deputy Chief Smith reached out to the Alaska Manufacturing Extension Partnership, Inc (AMEP), and has started a local Lean Consortium, very similar to the Jacksonville Lean Consortium, which the Jacksonville Sheriff's Office is a member.

To read the story in the Jacksonville Lean Consortium's newletter, click here.