A Case Study Madison, Wisconsin (1981-1993)
Step 1: Educate and inform everyone in the organization about the vision, the goals, and Quality Leadership. This step must be passionately led by the top leader.
- Begin discussion with top management team and train them.
- Discuss and ask employees; get feedback from them.
- Share feedback with the chief and his management team.
- Get buy-in from top department managers.
- Survey external customers—citizens; those who live and work in the community.
- Create an employee’s advisory council; ask, listen, inform, and keep them up to date on what’s going on.
- The chief keeps on message; tells, sells, and persuades, newsletters, meetings and all available media.
Step 2: Prepare for the transformation. Before police services to the community can be improved, it is essential to prepare the inside first — to cast a bold vision and to have leaders that would “walk the talk.”
- Appoint a top-level, full-time coordinator to train, coach, and assist in the transformation.
- Form another employee council to work through problems and barriers encountered during implementation of the transformation and Quality Leadership.
- Require anyone who seeks to be a leader to have the knowledge and ability to practice Quality Leadership.
Step 3: Teach Quality Leadership. This begins at the top with the chief and the chief’s management team.
- Train all organizational leaders in Quality Leadership.
- Train all employees as to what Quality Leadership is, why the transformation is necessary, and what it means for them.
Step 4: Start practicing Quality Leadership. If top managers within the organization are not authentically practicing Quality Leadership neither will anyone else.