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| Preface | |
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| Decisions | |
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| Choices | |
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| Space | |
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| Character and Competency | |
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| Management and Leadership | |
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| Character-Driven Decisions: Seven Reasons for Making Them | |
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| Five Intelligences | |
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| Five Rules for Making a Decision | |
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| The Decision-Making Process: Six Steps | |
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| Centerpiece | |
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| Leadership | |
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| Integrity | |
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| Ethics Versus Values | |
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| Values | |
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| Values: What They Are, Where They Come From, and How We Can Change Them | |
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| Identifying Our Values | |
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| We Are What We Value and … | |
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| Values: What They Provide for Us | |
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| Accountability | |
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| Optimism | |
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| Ethics | |
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| Ethical Challenges | |
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| There Is No Such Thing as Police Ethics | |
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| Courageous Choices | |
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| Three Approaches | |
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| Ethical Dilemmas | |
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| Don't Pee in the Pool | |
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| Vision | |
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| Why Police Managers Get into Trouble! | |
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| Vision | |
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| Strategy | |
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| Culture | |
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| Prospection | |
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| Communications | |
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| The Four Main Reasons for Communications | |
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| Formal Channels | |
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| Informal Channels | |
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| Four Directions | |
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| Number of Messages | |
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| Kinds of Messages | |
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| Artful Listening | |
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| Three Issues in the Information Age | |
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| Empowerment | |
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| We Don't Act on What We Know | |
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| Really Opening Up | |
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| Ducking | |
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| Believing | |
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| Pay | |
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| Misunderstanding | |
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| All or None | |
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| The "E" Formula | |
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| How Do I Know? | |
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| When Not to Empower | |
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| Falling up | |
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| Well-Being | |
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| Where Does Work Fit into Your Life | |
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| Your Well-Being and the Weil-Being of Others | |
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| Career Well-Being | |
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| Social Well-Being | |
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| Financial Well-Being | |
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| Physical Well-Being | |
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| Community Well-Being | |
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| Perma = Achieving Well-Being | |
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| We All Can Say "Yes" | |
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| Teamwork | |
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| A Reminder | |
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| Team Dysfunctions | |
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| Team Functions | |
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| Teams that Thrive: Three Synergies | |
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| Accountability | |
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| Management Principles | |
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| Time Management | |
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| The Total You | |
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| Tyranny of the Urgent | |
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| Four Generations of Time Management | |
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| On Becoming a Category-B Police Leader | |
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| Activation Energy | |
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| Problem Employees/Problem Bosses | |
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| We Choose Our Behavior | |
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| How? | |
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| Drawing the Lines! | |
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| What Lines? | |
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| Types of Problems | |
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| Helping the Problem Employee | |
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| Discipline | |
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| Problem Bosses | |
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| Politics | |
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| Governance | |
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| The News Media | |
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| The Dark Side of Political Relations | |
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| The Bright Side of Politics | |
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| Police Associations and Unions | |
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| The Justice System | |
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| Special Interest Groups | |
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| Internal Politics | |
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| Survival: "Footsteps" | |
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| Unions | |
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| The Right to Strike | |
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| The Police Employee Bill of Rights | |
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| Work Stoppage and Job Actions | |
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| Negotiations | |
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| Quality of Working Life | |
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| Eliminating Surprises and Reducing Conflict | |
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| A Model Approach | |
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| Budget | |
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| Revenues | |
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| Budget Principles | |
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| The Budget as Law | |
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| Fund Accounting | |
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| Budget Designs | |
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| Risk Management | |
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| The Best Approach | |
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| Results | |
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| Community- and Problem-Oriented Policing | |
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| Service | |
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| Community Partnership | |
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| Organizational Transformation | |
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| Problem Solving | |
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| Problem-Oriented Policing | |
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| Service Plus | |
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| Organizing | |
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| Control | |
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| The Bureaucratic Organization | |
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| The Agile Organization and Management by Objectives | |
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| Performance | |
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| The Measurables | |
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| Measuring | |
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| What Really Counts? | |
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| What's Acceptable? | |
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| Strengths-Based Success = Outstanding Performance | |
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| Index | |