Like Being the Boss? You’ll need your team to stay that way!

Like being the Boss? You'll need your team to stay that way!
Duration: 60 Minutes
Module 1Module 1
Recorded on: 2020-06-11
Unit 1Slide Deck: Like being the Boss
Unit 2Workbook: Like Being the Boss
Unit 3Transcript: Like being the Boss
Unit 4Recording: Like being the Boss

Webinar Video Clip: Like Being the Boss? You’ll Need Your Team to Stay that Way!


Law enforcement is currently under scrutiny. One can only imagine how challenging it may be to lead and manage teams in this field when all their actions and decisions are being questioned by the public. This session aims to help leaders maximize their team’s effectiveness and iterate the importance of teamwork.

This webinar’s instructor is Dr. Michael Goold from Sitnas Solutions that provides coaching and consulting services for public safety agencies. He is a certified executive coach and systemic team coach and adjunct professor in the Ed.D. Organizational Leadership program for Brandman University. He is a graduate of the FBINA Session #251 and the Harvard Kennedy School of Government state and local leader program. He is also a former Chief of Police for the City of Rancho Cordova in California.

Specifics discussed in this session are:

  • The public safety leaders’ responsibilities, challenges, and dilemmas.
  • Studies that support the importance of teams in the public safety sphere.
    • The Gallup Q12 that linked team engagement to lowered absenteeism, shrinkage, and safety incidents, among others.
    • Team formation in the aviation industry that highlighted the importance of communication, situational awareness, and teamwork.
    • NASA’s Team Study that found a correlation between established teams and the likelihood for fewer errors.
    • How Patrol scheduling schemes and supervisor touchpoints can impact staff effectiveness.
  • The Team Diagnostic Survey (TDS) as one of the methods to understand team dynamics and effectiveness.
    • The importance of having a real team that is bounded, interdependent, and stable.
    • The compelling purpose of the team that is defined clearly and is challenging and consequential.
    • Having diverse perspectives, strengths, and capabilities within the team members.
    • Ensuring a sound structure that is lean, meaningful, and with well-articulated norms of conduct.
    • Having a supportive context that ensures opportunities and resources are provided and roadblocks are addressed to accomplish what is needed.
    • Coaching to better hone the team’s and the leader’s strengths and abilities.
    • Utilizing the 60/30/10 Rule when it comes to the time and effort spent on each of the conditions of team effectiveness.
    • A look into how a SWAT team utilized TDS to improve their effectiveness.
  • Using the Five Dysfunctions of a Team to deep dive into what is causing challenges to teams and the roles leaders must play to address these.

Topics raised during the Q&A were on:

  • Overcoming ego and working on the team.
  • The importance of leaders being receptive to suggestions.
  • Building a great team amidst constant changes.
  • Using compelling purpose for retention.
  • The real cost of turnover.
  • Dealing with leaders who have a big ego.
  • Advice for first-time supervisors.


Other Webinars in this series:


Resources and Handouts


Audience Comments

  • “I learned that I as a leader need to engage, support, and evaluate my team more. I love the Five Dysfunctions of a Team as well as the other resources. I think I will order that book for each team member today.” — Sherrie
  • “Know yourself before becoming a Supervisor.” — Otto
  • “The topic of several issues were very helpful. I fully recommend these webinars to all administration at all levels.” — Kevin
  • “That no matter how long you have been a supervisor, continual training/education is a must to stay at the top of your game and be the best supervisor (leader) you can.” — Michael
  • “The importance of focusing on the team as a whole rather than an individual-of course still valuing individual efforts/ accomplishments. Great advice for first-time supervisors.” — Margarita
  • “It is okay as a leader to say, “I don’t know.” It was good to hear what a  real team looks like. Thank you, Mr. Goold!” — LaTanya
  • “I liked his additional resources and his models. He also showed good attention to current world context and feelings of LEOs.” — Janice


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