We've all read leadership books and probably attended some leadership classes. These books and classes usually focus on the leader-follower dyad. The focus may be on traits possessed by a good leader — integrity, charisma, decisiveness, empathy, being a role model — or on preferred styles of leadership such as autocratic, transactional, transformational, situational, or servant leadership. However, the point they usually fail to talk about is this: what are you leading towards? What is your organization trying to accomplish? A failure to provide direction is a leadership failure.
In 2017, more than 10,000 managers from 400 companies were surveyed and asked to list their company's top five priorities. Two-thirds of the top executives were on the same page only 27% of the time. You can conduct a similar survey at your own agency. Individually ask your first-level supervisors if your organization was successful last year, and what they're using as a measuring stick of success. If you get wildly different answers — and I suspect you will — that's a failure of leadership.
When there's an absence of direction, employees will fill the void with their own direction — with the best of intentions — but still their own direction. They do the work they "think" they should be doing, but the result is everyone is probably rowing in different directions. As an organization we need everyone rowing in the same direction toward mission accomplishment. But have we defined to our employees what the mission is?
When law enforcement employees are asked to list their top complaints about their agencies, 80% of the complaints can be compiled into two categories: micromanagement, and lack of direction. Many leaders come to the realization they have not been steering their own ships — consumed with answering the daily calls for service and losing sight of accomplishing specific outcomes.
Direction begins at the top
For a moment, imagine the executive of your governing body came to you and told you on the first of next month you were going to be the new police chief or sheriff. Picture in your mind what type of law enforcement agency you will want to create. How will it look, and what will your new organization aspire to accomplish?
This new picture — or vision — you have in your mind is the beginning of a new future. It's like an architectural rendering of the organization you want to build. Once you have that vision we can begin talking about the importance of a vision statement and a mission statement:
- A vision statement is an aspirational statement of what you aspire to achieve or create as an organization.
- A mission statement is a public declaration of why you exist as an organization.
Several months ago, I was in a Tesla car dealership. I spoke with four or five young employees. I was impressed that each employee not only knew Tesla's vision and mission statement, but more importantly, they were inspired by it. In their minds they weren't merely a car dealership — they were saving the planet by facilitating the transition to sustainable energy, and they were excited about their role in making that vision a reality. That is exactly what a vision statement is supposed to accomplish in all our organizations.
The hierarchy of direction: Goals, Objectives, Strategies, Tactics
Once the vision is in place, the next step is creating the blueprints — the plan for how you are going to make that vision a reality. This is done through a hierarchical progression:
- Goals are the major building steps, or phases in constructing your vision — the high-level phases of what you are trying to accomplish.
- Objectives are the quantifiable steps taken to accomplish each goal, describing the type and quantity of resources needed and time-specific deadlines.
- Strategies are plans created by a collaborative effort between middle managers and first-level supervisors — the promise keepers of the organization.
- Tactics are the specific activities created by first-level supervisors and line-level employees — where the rubber meets the road.
Middle managers are the promise keepers of the organization. The Chief or Sheriff makes a promise to the community — and it is up to the middle managers to figure out what resources they need to keep those promises.
As a real-life illustration, the Tucson, Arizona Police Department's strategic plan is an excellent example of this hierarchical relationship. Their plan shows how Goal 1 — Reduce, Prevent, and Solve Crime — has three subordinate objectives, each with multiple subordinate strategies. It is a very clear illustration of how direction flows from vision to daily action.
The bottom line
Most leadership books and classes cover leadership theories and traits, but few if any talk about this: what are you leading towards? Failure to provide direction to our employees is a failure of leadership. Our employees want to do good work, and they want direction. They are so motivated to do good work that in the absence of direction they will create their own direction.
Survey your employees. Ask them individually if your organization was successful last year and what they're using as a measuring stick. If you get wildly different answers, then you will know you have not been steering your ship. Then your next leadership step will be obvious.
References
- 2017, MIT Sloan Management Review, "Turning Strategy Into Results," Reprint #59209 — mitsmr.com/2xxFtYo
- DifferenceBetween.net — Difference Between Goals and Objectives
- Tucson Police Department Strategic Plan 2013–2018 — tucsonaz.gov
Captain Bob Woolverton (ret)
34-year veteran of the Bothell, Washington Police Department and second-generation law enforcement officer. Graduate of the FBI National Academy (Session #183). Holds a B.S. and M.S. in Management and Leadership. Leadership instructor at the Washington State Criminal Justice Training Commission. Personal mission: Lead, Teach, and Inspire.