Supervision of the Problem Employee

Question 1

Many leaders have speculated about the cause of scandals from inadequate hiring standards and background investigations to out-dated policies and performances evaluations, but the author believes it to be what?

Answer 1

inadequate supervision

Question 2

Investigations revealed that the offending officer was not ____ ____ by his supervisor and failed to follow-up on rumors of misconduct and ignored violations of department policy.

Answer 2

adequately monitored

Question 3

In simply waiting for the next scandal to erupt, you are a ____. This book takes a more ____ approach.

Answer 3

reactionist; proactive

Question 4

Poor supervision results in employee ____, because employees will only do what they are allowed to get away with.

Answer 4

misconduct

Question 5

In regards to leadership positions, what phrase is used to describe poor selection and promotional processes, inadequate training and policies, lack of performance accountability, and a reluctance to demote those that fail to meet acceptable standards?

Answer 5

inadequate supervision

Question 6

In regards to supervisory positions, what is phrase is used to describe those that do not want to supervise, lack the skills and knowledge to supervise, align themselves more with their subordinates than management, and fail to enforce policies and hold employees accountable?

Answer 6

inadequate supervision

Question 7

Three dangers to an organization occur when what?

Answer 7

(1) Supervisors don’t supervise(2) Dysfunctional employees are not held accountable(3) The majority ignore the misconduct of a few

Question 8

What was the Rampart scandal?

Answer 8

Widespread corruption in the Community Resources Against Street Hoodlums (or CRASH) anti-gang unit of LAPD Rampart Division in the late 1990s. More than 70 police officers either assigned to or associated with the Rampart CRASH unit were implicated in some form of misconduct, making it one of the most widespread cases of documented police misconduct in United States history. +140 lawsuits; 125 million in settlements.

Question 9

What is the Oakland Riders scandal?

Answer 9

Four Oakland officers that worked the midnight shift and likened themselves to peacekeepers or some mythical outlaw frontier. They allegedly assaulted, kidnapped, framed, and falsely arrested residents. 10.5 million in settlements.

Question 10

What is the Office Sex scandal?

Answer 10

A female firefighter accused a dozen fireman, including 5 supervisors, of sexual harassment. She also alleged that she was sexual assaulted by two. $550,000 settlement.

Question 11

What is the Dog Food Prank scandal?

Answer 11

A fireman was unknowingly feed dog food in spaghetti and claimed racial discrimination. 1.5 million settlement.

Question 12

When it comes to dysfunctional supervision, there are three types of supervisors. What are they?

Answer 12

(1) those that let things happen(2) those who encourage things to happen(3) those who wonder what happened

Question 13

All of the scandals at the Sacramento Fire Department directly involved who?

Answer 13

front-line supervisors

Question 14

The ___-___ ____ is relied upon by the organization to maintain discipline and control of its employees.

Answer 14

front-line supervisor

Question 15

Although there were no indications that a supervisor was directly involved in police misconduct, the sergeants’ ____ ____ served as a green light, allowing the events to occur.

Answer 15

blissful ignorance

Question 16

If a front-line supervisor ____ or ____ misconduct, the control and proper direction of employees will collapse.

Answer 16

encourages or intiates

Question 17

If misconduct and improper behavior is ____ by the front-line supervisor, employees will continue their improper behavior.

Answer 17

ignored

Question 18

Rather than calling them excuses, the author refers to them as what? This term emphasizes that supervisors fail to act because of pressures they impose on ____.

Answer 18

self-induced pressures; themselves

Question 19

With a desire to be liked, don’t worry about being liked, just do what?

Answer 19

the right thing

Question 20

Employees fall into what two broad categories?

Answer 20

normal and problem

Question 21

A normal employee wants a supervisor that will hold the problem employee ____.

Answer 21

accountable

Question 22

A problem employee will only like you if you allow them to do what?

Answer 22

anything they want with no supervision

Question 23

Being a jerk is the opposite of being liked, so treat people ___, ____, and with ____.

Answer 23

fairly, consistently, and with respect

Question 24

What is the 18-40-60 rule?

Answer 24

At 18 yoa, you ask, “what did they say about me?” At 40 yoa, you say, “I don’t care what people think about me.” At 60 yoa, you realize that no one was even talking about you.

Question 25

What are the 9 self-induced pressures for supervisors outlined in this chapter?

Answer 25

1. desire to be liked2. they are my friends3. I use to do it4. the old-timer5. peer pressure6. no support from management7. concerned about the discipline8. I agree with the employee9. It's just a little thing (added as a chapter)

Question 26

When a problem supervisor faces a colleague that supervises, he faces what two options?

Answer 26

1. change and rise to peer's standards2. attempt to influence his peer and lower him to his standards

Question 27

No problem employee wants to admit that their behavior is ____.

Answer 27

wrong

Question 28

Why can't problem employees change?

Answer 28

they are dysfunctional to begin with

Question 29

When supervisors are concerned about the discipline, they may fail to ___ ___ or may ___ __ ____.

Answer 29

take action or cover up misconduct

Question 30

What are two inherent problems with a supervisor being concerned with discipline?

Answer 30

1. erodes discipline system2. the problem employee has no reason to change his conduct

Question 31

A simple fact of human nature is that is if a individual faces no consequences, he will not do what?

Answer 31

change his behavior

Question 32

In regards to disparaging remarks made by an employee, one of the responsibilities of a supervisor is to maintain ___ and ___.

Answer 32

order and professionalism

Question 33

The most common excuse from a supervisor for choosing to ignore improper behavior was what?

Answer 33

it's just a little thing

Question 34

What is the most important sign for any supervisor to recognize when an employee is going downhill?

Answer 34

the officer's appearance started to change

Question 35

What is another sign that an officer is going downhill?

Answer 35

reports are sloppy or unreadable (words are misspelled, and important information, such as elements of the crime, are missing or incomplete)

Question 36

What are 6 important truths about supervision of employees?

Answer 36

1. an officer who does not look like a pro will not act like a pro2. no consequences, no change3. if one violation is ignored, it's likely others are4. if you give an employee an inch, he'll take a mile5. beware of ripple effect6. enforcement must be consistent

Question 37

When employees are experiencing difficulties in his personal life, the number one clue is a change in what?

Answer 37

his appearance

Question 38

An employee who exhibits poor performance or chooses to violate policies will not change his behavior unless ___ ____.

Answer 38

held accountable

Question 39

Other warning signs that something is amiss in an employee's life include what 5 things?

Answer 39

1. excessive sick leave2. attitude change3. withdrawal4. poor work product5. conflict with fellow employees

Question 40

Many companies are too lax in paying attention to the little things, not realizing that letting the little misbehaviors slide is a perfect way of ____ and ____ larger transgressions down the road.

Answer 40

abetting and encouraging

Question 41

What is it when others are affected negatively by the actions of someone?

Answer 41

Ripple Effect

Question 42

A ____ transgression will continue to escalate until ____ consequences are necessary.

Answer 42

minor, serious

Question 43

____ really is a function or the result of how we, as leaders, respond to it.

Answer 43

Behavior

Question 44

"We are what we repeatedly do," said who?

Answer 44

Aristotle

Question 45

Instead of termination, what are erroneous alternatives that the author does not agree with?

Answer 45

1. live with a behavior in hopes they will change on their own2. transfer to another supervisor or office3. take away important assignments4. motivate, understand, communicate, and develop an improvement plan

Question 46

What are the two broad categories that motivate everyone?

Answer 46

1. desire for pleasure2. avoidance of pain

Question 47

As a supervisor, your job is not to make a problem employee improve; however, you can make ____ ____.

Answer 47

improvement possible

Question 48

The job of a supervisor is to hold problem employees ____ for their poor choices in behavior.

Answer 48

accountable

Question 49

What behaviors define a problem employee as stated by Peter Morris?

Answer 49

1. makes cynical comments about other people and their work2. people are tense when he is in the room3. know-it-all4. insecure and needy in an annoying way5. extremely selfish6. frantically competitive7. gets on people's nerves and makes them feel guilty8. always angry9. makes cutting remarks to other coworkers

Question 50

What behaviors define a problem employee as stated by the author?

Answer 50

1. priority is himself2. does whatever necessary to keep from getting in trouble3. drags coworkers down to his poor level of performance and lack of professionalism4. never takes blame5. immature6. likely to engage in unethical behavior7. may have a psychological disorder

Question 51

There is no stronger ___-____ incentive to change behavior than taking away the only function that makes an employee feel special.

Answer 51

self-motivating

Question 52

Being a good employee requires what?

Answer 52

self-control, discipline, professionalism, adherence to rules and regs, and maturity

Question 53

What does the police profession refer to the unwritten rule that you never report on another colleague's errors, misconduct, or crimes? What is it called for the fire departments?

Answer 53

code of silence or the blue wall; the brotherhood

Question 54

In 2001, Dr Neal Trautman interviewed 1116 officers from all of the US. How many admitted to covering up the actions of another officer's misconduct?

Answer 54

532

Question 55

Of the number of officers that admitted to covering up another officer's misconduct, what percentage was pressured by the officer that had done the misconduct?

Answer 55

47%

Question 56

Of the number of officers that admitted to covering up another officer's misconduct, what percentage was pressured by someone not directly involved in the misconduct? What percentage were leaders in the organization?

Answer 56

23%; 73%

Question 57

What was the #1 reason officers (41%) had been asked to perpetuate the code of silence?

Answer 57

excessive use of force

Question 58

Unless you are applying for membership in the 10% club, you should never compromise your own integrity and reputation, by adhering to what?

Answer 58

the code of silence

Question 59

Every officer tacitly agrees to uphold the secrecy code in order to claim ____ ____ to the unit or agency which he belongs.

Answer 59

solidarity rights

Question 60

A personal code of ethics that some officers develop in which loyalty to their fellow officers trumps ____ and ____ the community.

Answer 60

serving and protecting

Question 61

The tribal mentality of loyalty to fellow officers of community can be attributed to what three causes?

Answer 61

1. police are an identifiable group with uniforms, badges, and guns2. this group shares a common way of life3. the dangers foster an "us against them" mentality

Question 62

Who bears responsibility for the code of silence as opposed to the police subculture?

Answer 62

individuals

Question 63

What are two main reasons that functional employees do not need others to cover up their misconduct or lie for them?

Answer 63

1. well-functioning employees are not involved in misconduct2. if they do make a mistake, they accept responsibility and own up to their mistake

Question 64

What are three factors that help determine whether a supervisor can ameliorate the effects of the code of silence?

Answer 64

1. whether supervisor is respected2. whether supervisor is fair and reasonable3. whether supervisor takes action when issues are brought to his attention

Question 65

What are some steps to be taken by an employee if asked to lie, cover up misconduct, or ignore dysfunctional behavior?

Answer 65

1. take a good look at who is asking you2. think about the important people in your life3. get angry that the person thinks so little of you to ask you to jeopardize your career

Question 66

How should most acts of misconduct be handled?

Answer 66

progressive discipline

Question 67

Some problem employees require more severe discipline before what?

Answer 67

before they change their behavior

Question 68

Rarely are two individual misconduct cases ____.

Answer 68

alike

Question 69

Some acts of misconduct will immediately lead to what?

Answer 69

termination

Question 70

Definition: "Seriously bad or dishonest behavior, especially by someone who has a position of responsibility."

Answer 70

misconduct

Question 71

Definition: "the practice of making people obey rules of behavior and punishing them if they do not" or "strict control to enforce obedience."

Answer 71

discipline

Question 72

____ is the amount of punishment necessary for an employee to change their behavior.

Answer 72

Discipline

Question 73

When addressing improper behavior or misconduct, what are three questions to ask?

Answer 73

1. result of lack of knowledge or training?2. result of a personal issue?3. result of deliberate and intentional act?

Question 74

If misconduct is due to the lack of training or knowledge, how should it be handled?

Answer 74

educate and train them

Question 75

What is the approach for dealing with employees who have violated policy due to lack of knowledge or clear understanding of it?

Answer 75

1. discuss the policy and how their behavior resulted in the violation2. instruct to read the policy and report back in 2-3 days3. when the employee returns, have them teach the policy as if you have no knowledge of it

Question 76

In the author's approach to dealing with violations of policy due to lack of knowledge or training, what three learning styles did he engage?

Answer 76

auditory, visual, kinesthetic

Question 77

If misconduct is the result of a personal issue, it is important to address what?

Answer 77

the underlying personal issue

Question 78

What are some excuses for deliberately not following the policy?

Answer 78

1. bad policy2. busy and needed to quickly handle the situation3. under stress and forgot4. normally follow policy, but forgot this time5. told by previous supervisor I could do it this way6. though the policy had changed

Question 79

The responsibility for performance is placed on the ____, not on the ____ of the organization - Paul Hersey

Answer 79

employee, manager

Question 80

What are the author's principles for dealing with problem employees?

Answer 80

1. employees will modify behavior when consequences outweigh benefits of misbehavior2. do not concern yourself with whether the discipline is seen as fair, because problem employees never see being held accountable as fair3. should you really care that the problem employee acknowledges and respects your right as a supervisor to impose discipline?4. don't be concerned that the employee may feel resentful or cause further disruption at work

Question 81

What is the process of using increasingly severe steps of discipline, when an employee fails to correct a behavior problem or continues the misconduct?

Answer 81

progressive discipline

Question 82

What is the underlying principle of progressive discipline?

Answer 82

use the least amount of discipline to correct the behavior

Question 83

What are some examples of progressive discipline in increasing order?

Answer 83

verbal, informal documented counseling, formal written reprimand, suspension, demotion, transfer, termination

Question 84

Progressive discipline should be used as a ____, not as an absolute rule of progression.

Answer 84

guide

Question 85

What are some considerations when determining the appropriate level of discipline?

Answer 85

1. how serious was the misconduct?2. was the employee previously disciplined for the same misconduct?3. does the employee have a prior history of misconduct or behavior issues?4. is this a problem employee (10%)?

Question 86

The ___ ___ is a formal schedule that specifies the level of discipline that is appropriate for a particular set of facts. This exemplifies the basic concept of progressive discipline.

Answer 86

discipline matrix

Question 87

What is the primary purpose of the discipline matrix?

Answer 87

achieve consistency in discipline,eliminate disparities,and similar forms of misconduct will receive similar discipline

Question 88

What must the discipline matrix do to accomplish its goal?

Answer 88

1. ensure misconduct will not be overlooked and that some form of discipline will result2. ensure that the discipline is reasonable related to the seriousness of the misconduct3. ensure that the disciplinary response takes into consideration both aggravating and mitigating factors

Question 89

The discipline matrix is not a ___, ___ document. It must be subject to review and revision, in order to better address changes in organizational values and priorities.

Answer 89

permanent, unchangeable

Question 90

Police and fire departments do not exist to ___ ___; they exist to provide a valuable service to the community.

Answer 90

create jobs

Question 91

In ____ v ____, SCOTUS ruled that the prosecutor must release information favorable to an accused upon request.

Answer 91

Brady v Maryland (1963)

Question 92

Under this case law, evidence affecting the credibility of the officer as a witness may be ____ and should be given to the defense during discovery.

Answer 92

exculpatory - evidence favorable to the defendant in trial

Question 93

A program that allows a citizen making a complaint to meet with the employee and discuss the issue in lieu of the more formal misconduct investigation.

Answer 93

mediation meeting

Question 94

An alternative to going through the normal misconduct investigation where an employee knows his actions were wrong, does not intend to dispute the complaint, and simply wants to know how he will be disciplined.

Answer 94

pre-investigation meeting

Question 95

What is the advantage of having a formal misconduct investigation unit (IA)?

Answer 95

1. help identify problem employees2. help identify employees in need of EAP3. help identify outdated or missing policies4. help identify inadequate or nonexistent training

Question 96

Investigating misconduct should always include a ____ _____component.

Answer 96

trend analysis

Question 97

A trend analysis component may help identify what?

Answer 97

1. policy deficiencies2. inadequate training or lack of training3. improper supervision4. staffing and other resource requirements

Question 98

What is a common theme with problem employees?

Answer 98

Give them an inch and they will take a yard

Question 99

What are three questions to ask yourself as a supervisor no matter what the behavior?

Answer 99

1. will it embarrass the agency?2. could the behavior offend another employee or the public?3. does the behavior have anything to do with being a professional?