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About the Course
There's always that one person at work who never has anything positive to say, riles up other team members, and makes work life miserable. In order to have effective agencies, we've got to proactively deal with these difficult and toxic employees. The most important thing when dealing with dysfunctional or toxic people is you have to take action from the first line supervisor. In this course, Dr. Marshall Jones will discuss the cost of difficult and toxic employee performance, how to deal with difficult employees, and how leaders can prevent toxic employees.
Your Instructor
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Marshall Jones
Dr. Marshall Jones combines his background as a law enforcement practitioner, trainer, and consultant with his applied research experience to explore and understand individual and organizational behavior. A practitioner at heart, Marshall considers himself an "accidental academic,"� who has earned his graduate education in criminology and industrial-organizational psychology while working full-time in law enforcement. He also holds a doctorate in business administration. He leverages the breadth of his multidisciplinary academic perspectives with his law enforcement experience to explore problems and frame solutions for his clients, consisting mostly of law enforcement agencies.
Marshall has been a member of the Police Futures Working Group, an invited lecturer at the FBI NA, and speaker for several law enforcement leadership associations. In academia, Marshall endeavors to bridge the gap between theory and practice in classes, consulting, executive coaching, and applied research. He developed several innovative, applied research approaches to explore police recruiting and retention spanning over 20 years. Because of his unique practitioner-academic background, Marshall was called upon by the FBI for leadership in development of prison interview teams and exploratory methods for analyzing offender and victim data sources. These innovative approaches have proven critical in framing and informing investigative processes and policy.
Marshall continues to serve as a sworn reserve, mostly supporting selection, training, policy review, and staff research. He is currently researching police recruiting and retention and implicit bias training issues. Training areas include leadership and management development, understanding human behavior, and managing implicit bias issues. Consulting activities include promotional exam development, leadership and succession planning, training development, problem analysis, and executive coaching.