"Uphill - both ways" - Step One
The Twelve Steps - Step One
Original Wording ( A.A. ): We admitted we were powerless over alcohol - that our lives had become unmanageable.
Corporate Wording: We admit that how we are leading the people in our organization is not working - morale is low and frustration is high. Command and Control is no longer a feasible model of management. We are powerless.
Commentary:
" Back in my day we walked to school over two miles, in the snow, uphill both ways!" My kids and I joke about this age-old cliche that capsulizes the frustration and attitude of an older generation lamenting the worldview and attitude of a younger generation. Several years ago I was a shift supervisor in Richmond B.C. Having only about 12 years of service I was already caught up in the cynical lament that "they're just not making recruits like they used to, why back in my day...( fill in the blank )."
Recruits were more formally educated and were not afraid to ask the question "why"? This was a challenge for police officers who were not comfortable with the question why. So the answer often came in the form of "because it's policy" or " because I'm the Corporal and you're not."
This attitude has, not surprisingly, continued on at all levels of management. While the RCMP has taken great strides to change their leadership paradigm, old habits and cultural mindsets die hard. Leaders were encouraged to become "coaches" ( in my view a step in the right direction) but were often not selected for their ability to coach. Wise coaching is a gift that some people do not particularly have. So they often revert to a "because I said so" mode of managing which leaves many people frustrated and upset.
The ability to maturely dialogue with a dissenting voice is, sadly, a rare thing. The ability to logically defend a position, or to admit our errors in perceptions and paradigms is in many instances, a lacking commodity in the profession of policing.
This is where the admission of required change, just like in the twelve step program, is the crucial first step in the recovery of healthy working cultures.
Original Wording ( A.A. ): We admitted we were powerless over alcohol - that our lives had become unmanageable.
Corporate Wording: We admit that how we are leading the people in our organization is not working - morale is low and frustration is high. Command and Control is no longer a feasible model of management. We are powerless.
Commentary:
" Back in my day we walked to school over two miles, in the snow, uphill both ways!" My kids and I joke about this age-old cliche that capsulizes the frustration and attitude of an older generation lamenting the worldview and attitude of a younger generation. Several years ago I was a shift supervisor in Richmond B.C. Having only about 12 years of service I was already caught up in the cynical lament that "they're just not making recruits like they used to, why back in my day...( fill in the blank )."
Recruits were more formally educated and were not afraid to ask the question "why"? This was a challenge for police officers who were not comfortable with the question why. So the answer often came in the form of "because it's policy" or " because I'm the Corporal and you're not."
This attitude has, not surprisingly, continued on at all levels of management. While the RCMP has taken great strides to change their leadership paradigm, old habits and cultural mindsets die hard. Leaders were encouraged to become "coaches" ( in my view a step in the right direction) but were often not selected for their ability to coach. Wise coaching is a gift that some people do not particularly have. So they often revert to a "because I said so" mode of managing which leaves many people frustrated and upset.
The ability to maturely dialogue with a dissenting voice is, sadly, a rare thing. The ability to logically defend a position, or to admit our errors in perceptions and paradigms is in many instances, a lacking commodity in the profession of policing.
This is where the admission of required change, just like in the twelve step program, is the crucial first step in the recovery of healthy working cultures.
posted by Bob S at 11:13 a.m.
1 Comments:
Dear Bob,
I’m very proud of you and your courage to demonstrate principled conduct under pressure. You are Joshua at the river of his own fears, always prepared to cross for his deepest-held beliefs. You are David, rushing forward toward the lines to face the nine-foot giants of our lives.
I’ve been in law enforcement and the military, and I resonate with your inspiring message.
I am heartened that you have not submitted to the seduction of disappointment, dismay, doubt and depression. I admire your courage, and your principled encouragement of others.
A comrade in Colorado,
Gus
Gus Lee
Author, Courage: The Backbone of Leadership
(Jossey-Bass 2006)
Integrenomics
The Economics of Courage
330 E. Costilla Street
Colorado Springs, CO 80903
o 719.389-1621
f 719.389-1620
c 719.200-3030
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