A Chief’s Resolutions for a Tough New Year

Feb. 23, 2015
Today’s chiefs of police and sheriffs have had to perform more damage control than FEMA in the middle of a natural disaster. So what are the some of the challenges?

I do not have to rehash all of the news lines and rhetoric that law enforcement has endured in the past few years. These are perilous times that we are working in now.  More chiefs of police have been fired than NFL coaches. Today’s chiefs of police and sheriffs have had to perform more damage control than FEMA in the middle of a natural disaster. So what are the some of the challenges? To all chiefs and sheriffs, WE all need to stand in front of the mirror first and practice the speech with and to ourselves first. Before you point your finger at anyone, remember that there are four fingers with you that are not being pointed. Thusly, as a chief or sheriff you must be four times more correct on your stance and advice than the one pointy finger you are recklessly aiming. Avoid reckless comments and actions, think things out first. As I was taught, never write or speak in anger.in my learning moment of life, it got me transferred to the 3rd precinct.

Additionally, you must be a leader and not a politician. How do you ‘handle’ complaints? You must be consistent. Trust and follow the process that you have in place. I was chatting with a deputy in another state who told me that he worked for a politician and not a cop’s cop. This sheriff personally handles all complaints; he is the investigator, judge and jury all in one. You are condemned before you walk in. (Note: this is in a non-union state so employee rights can get trampled). It has always been my policy to let the street supervisors handle first level complaints. They are responsible for direction and leadership of their personnel and squads; they need to be the first to be aware of issues whether justified or unfounded. Let your sergeants be sergeants! 

Resolutions to be the best leader

Listen to your officer’s needs  – We used to teach in problem oriented policing and problem solving that those who are closest to the problem are more than likely to have the solutions. Solicit your officers’ insights from their observations at the street level; they will surprise you with their brilliance. I have yet to understand how a leader can tell you how to handle a neighborhood issue when they have never walked that street nor interacted with the residents there.

Let your officers perform their work correctly - We often push in the busiest of times to ride the call for service and get back out there! Most often, it is a quick fix for a situation until the end of the shift. It is a known fact that cops like to handle a situation and create a solution so they do not have to return. First and foremost, make opportunities for officers to become solution providers for the customers. A quick fix will often unravel so handle it once and for all (when possible). Real cops appreciate real police work, don’t turn them into high production with repeat calls for service, and handle it once.  

Give your officers support - Drop the pronoun “I”. As we Irish say, quit being a one flag parade. Give credit and honor to those who do the work.  Chiefs and sheriffs who get before the media and take all of the praise and do not share the praise are selling their staff short and feeding their reelections. Your staff feeds off of praise, uplift them when you can and appropriate. Don’t over use it for a little can go a long ways.

Praise your staff publicly - Giving lip service in the parking lot on the way to your car is one thing. Before your council, the media, civic groups and faith-based organizations, give up the praise for them. It is not about YOU, if you are the chief or sheriff, then you have made your mark. Give them the shout out that they deserve. The citizens and business owners who interact with the officers know who is taking care of their needs. Praising the officers gives the satisfaction of recognition and reassures the customers that they have quality officers tending to their safety.

Keep your grumbling to yourself - I have been amazed when some leaders have thrown their staff members under the bus. If you have a hot or uncomfortable topic there is no need to personalize it. Handle with dignity for all involved. I was taught praise in public and chastise in private.

Let your supervisors supervise - Micromanaging will only garner you one thing; you create high paid patrol officers and remove their ability to lead. You entrust your officers to wear the strips and bar that they wear. Let them do their job!

Learn to delegate and follow-up – No leader has ever said that they wanted more to do. Therefore, learn to delegate properly. What I mean here is give clear direction, offer help to accomplish this but in no means micromanage. One does need to check on progress to see if it is on track and to assist in removing big rocks that get in their way. My favorite question during the process is ‘what can I do to make you successful.’  Best takeaway is let the staff learn from the process.

When you look back at 2015, make sure this is the year that you made a difference as a leader. No benchmark year can be accomplished without sweat equity on our part as leaders. Invest some time after hours in mentoring a new rising star. Be patient with them; none of us were miracled into our positons without some help; time to pay it back.

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