With the help of a reinvigorated supervisory team, Dan made sweeping changes to outdated policies and procedures, created a CTO (Communications Training Officer) program (employees previously had not received any training), and did whatever possible to build rapport. It
didn’t take long for staff to see that the new director walked his talk. He was there for them, provided clear guidance, and then let them ﬁgure things out. Dan said, “Sure, I’m the boss, but I work for you.”
This is a perfect example of transformational leadership in action. The type of leadership that creates other leaders.
In addition to operational changes, Dan invested in his staff in another way. He bought all new PSAP equipment—consoles, radios, monitors, CAD system, chairs—and renovated the dispatch center. Before the equipment upgrade and renovation, the center had been left unchanged since its formation in 1991. Dan was hired into a center with paint ﬂaking off the walls and equipment obviously worn-out after 23 years of continuous use. He immediately changed this.
Within nine months, Dan’s inspirational efforts reversed over 20 years of “business as usual.” Previously unable to boost stafﬁng beyond a skeleton crew of fourteen, trainees were now making it through and sticking around. Employee satisfaction soared. The amazing improvement in morale translated to the bottom line. By summer of 2015, the center received 100 applicants for two open positions. This from a center consistently rated the lowest in the state.