Leadership Laws

Bratton in addition emphasized obligation among his managers; the Compstat meetings were contentious at first, but also all the way communicated that each level of management was expected to take responsibility for a proactive draw near rather than a reactive approach to their jobs. This, in turn, resulted in mini-Compstat meetings that increased the level of information communion at "lower" levels of the police hierarchy (Case Study B, p. 5).

Bratton was also able to clearly articulate his vision for the NYPD. He did not want to reduce crime by only a few percentage points; he actively sought and clearly communicated that he intended to reduce crime by 30 and 40 percent. This was a mission that he communicated to the rest of the organization, and those managers who support the vision were rewarded by promotions while those who did not support or could not embrace the vision were pushed aside (Case Study A, p. 11).

Lastly, leading requires the support from the highest levels of the organization. Bratton was able to implement the changes he did because he had the release and unwavering support of the mayor.

Without that support, and without sharing the same vision for the organization, it is unconvincing that the Bratton and the NYPD would have been nearly as successful in obstetrical delivery about the changes that they brought about (Case Stud

on that point are five "laws of strategy" that can be derived from these cases: having the right(a) leader in place, having the right information available at the right time, be proactive rather than reactive, have ravening goals that mark a significant shift from the status quo, and fortify the vision whenever possible.

The NYPD Takes on Crime in New York urban center: Case Study C, Kennedy School of Government, 2000.

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