Commanding Critical Incidient Survival - This course will illustrate how poor management of a critical incident can have long term effects on the officers involved. Supervisory and command officers learn about post incident trauma, its behavioral indicators, and procedures that may mitigate negative critical incident outcomes. Participants learn about policies and procedures that ensure proper care of officers in post-incident situations and which will provide an organizational environment that aids speedy recovery from a traumatic incident. 

When the Abuser is a Cop - Domestic abuse by a law enforcement officer opens your department to major liablity and sets a permissive departmental tone which encourages a tolerance for violence toward citizens. This course examines prevention methods to include: the hiring process, field training, in-service training and the employee assistance program. It also covers the heightened dangers in these investigations, follow-up procedures, and policy development. 

 Morale - Whose Responsibility Is It? - MACNLOW maintains that each team member has a responsibility for morale. The Chief or Sheriff sets the vision and mission for the department, leads according to them, and removes obstacles that get in the way of getting the job done; middle management lives the vision and mission, communicates fully and honestly to all employees, and holds all employees accountable; the sergeants explain expectations, coach high quality work performance, and hold their shifts accountable; officers do what’s expected and right and maintain positive relations with the public.

Keys to Successful Leadership - Utilizing a powerful leadership assess-ment instrument, the participant examines whether his or her leadership focus is character, analysis, interaction, accomplishment or some combina-tion of these. The course then enables you to analyze each focus strength, in order to learn: 1) why people choose to follow you, 2) who decides to follow, 3) when you should lead, and 4) the pitfalls to watch out for in your preferred leadership approach. Participants also learn more about what employees need from them before they’ll respect them as a leader and give them their allegiance.

Leading and Supervising Generation X and the Millennials - Generations are always questioning and complaining about the perceived values, work ethics, and behaviors of other generations. BUT, an under-standing of the forces, events and dynamics that shape each generation make it clear why “they think and act as they do.” In this course participants examine, compare, and contrast the defining characteristics of the Tradi-tionalists, the Boomers, Gen X and the Millennials; look at the misconcep-tions regarding Gen X and the Millennials; and discuss considerations and develop tactics for successful leadership and management of Gen X and the Millennials.

Performance Appraisal - Performance appraisals, properly done, serve as motivators for continuing performance improvement, vehicles for recognition of work well done, and a record of past work performance. Appraisals used primarily as critiques of employee "malfunctions" lose their positive potential for encouraging professional growth and increasing workplace productivity. MACNLOW’S appraisal, originally developed after a two year pilot project, presents a better, fairer, more consistent approach which can motivate employees and help them set professional goals.

Team Building and Problem Solving - In this hands-on approach, partici-pants assess their current teamwork skills in practical group exercises and learn how to use task and interpersonal skills for more effective teamwork. Participants examine factors contributing to team success, learn how to make better team decisions by utilizing synergy, and learn how to develop involved, committed employees.

Nonverbal Behavior and Personal Credibility --  This course shows managers how they are perceived in interactions with the public, the press, their governing body and their employees. Attendees learn what establishes their credibility and how to monitor themselves so that verbal (words), vocal (voice), and nonverbal behaviors send consistent messages. Where actions speak louder than words, participants learn how their professional image confirms or denies their personal credibility.

Building Effective Police Teams -- Employee teamwork creates a dyna-mic, motivated environment because it builds involvement and commitment among department members. Most people prize the productivity, esprit de corps, and team cohesiveness inherent in team efforts. This one day hands on workshop shows how to: develop communication methods which in-crease team cooperation and productivity; handle conflict to create better team results; utilize the most effective, practical problem solving approach; diagnose team problems; and identify which decision making approaches work best in what situations.   

Interest Based Bargaining And Day To Day Labor Relations -- Interest Based Bargaining causes all parties to look at the common ground by focusing on interests not positions. It separates problems from people. This leadership and management approach works from a position of mutual trust and respect; includes the union as a productive partner for positive change; maintains a productive, positive work environment; deals with the minor irritants that become critical to success in resolving major conflicts; and is the standard that enables IBB to work.  Bargaining is characterized by honesty and openness. People walk away with acceptable and workable results.

Resolving Workplace Conflict -- One of the most important skills in the supervisor's tool kit is the ability to successfully resolve conflict in the workplace. Utilize the five different methods of resolving conflict; achieve a high morale, low conflict workplace; identify the four major types of conflict issues and how to deal with them; and select the best conflict reducing method for the situation.