Having served as a chief of police and worked in the hazmat sector, sometimes these two worlds become entangled. When you review a hazardous material alone, it may not be toxic if handled correctly. However, when you combine several hazardous materials together, their intertwined toxicities can be extremely hazardous, volatile, and maybe fatal. Now, back to your department, what is going on within the ranks? Many departments of today could easily become a hazardous environment which may have been created by lack of positive, healthy leadership.
Recently, a medium-sized department in the Middle Atlantic region just made public an internal survey of their department and its perceived leadership. The report stated that 95% of the respondents’ identified that departmental morale was “low or bad.” “Ineffective leadership” garnered a 44% response, to include “the chief needs to go” as a reoccurring theme. Not surprising enough, 70% said they are “actively seeking employment elsewhere”.
Another news article was on another department that was melting down with lack of public trust issues, extraordinary vacancies and it was just a general hot mess. The chief did not publicly admit to any leadership issues but did attempt to find faults with others. I immediately started shouting at the television reminding the chief that this speech should have been practiced in the mirror first. Could he actually look at himself, in the eye, and believe his grandiloquence excuses? He was either clueless or had a great speech writer, he is not unemployed by the way.
So, what are the hazardous traits that may exist within a department? They could manifest in several forms, and some may not be easily identifiable. Some fester within a stagnant department where the ‘breathing level’ within the department is being restricted.
I have often said that cops need to breathe. You cannot flourish in an atmosphere where you cannot exhale. The department (it’s atmosphere) must be one where you can talk, exchange ideas and suggest improvements. When the atmosphere of the organization is restrictive, the staff’s imagination and thought processes can come to a grinding halt. This is often due to poor or antiquated management. When a leader surrounds themselves in "the way it was back in the day” - who said that their day was the best day? They are surrounded by doppelgangers and the chief hides behind his locked doors. When was the last time that the chief performed management by walking around, getting to know the staff within their areas? Have you had a vertical staff meeting recently, ever? When a department has a problem, do not expect the answer to come from the chief’s office. I want to hear from those dealing with the current problem. The old saying is those who are closest to the problem will know the solution. Leaders, listen to the input of your staff, they have optics on the whole problem from the front line. They will give you valued intelligence to allow you to frame up your department’s response.
Your agency could now have a new chief or sheriff who was burst upon the scene and may be the one that is also creating the issues. New on the job? Take adequate time to learn your new department’s culture and learn of its most valuable assets—the men and women of the department. I do not want to hear about how big your department is, I do not care how many officers, size of budget or whatever impressive measurement you want to display. I want to know how many leaders are you creating and not driving away. My mentor chief told me that you will be measured by the number of chiefs and leaders that you create. I see this from a trainer’s eye as how you position them and nurture them to succeed. Have I created a few chiefs or sheriffs -yes! Very proud of them as I can be. Do not become angry if you have some officers you want to promote or position, and they decline it. I used to ask them, do you still want this promotion or position? Be careful of what you seek, you are leaving a comfortable position to take on one that could be fraught with professional perils and pitfalls. I have had several who would have made great chiefs, probably better than I. However, and sadly, some waive off promotional opportunities due to family commitments and obligations. The spouse has a great local job, kids want to stay in their school, or you have strong local family ties. Some become uneasy over leaving a guaranteed pension to become a chief. There are stats, that the average tenure of a chief is 5-7 years. You are like a professional sports team manager—you are hired to be fired. It is a leap of faith and requires commitment from you and your family.
Not all are made to become an executive leader and that is fine. Those who serve this vocation for a career as a street officer or detective, thank you for serving.
When I was a chief, there were times that I considered some stunts. Luckily, I corrected my wayward thinking or was encouraged by trusted staff for the best solutions, therefore preventing bad things from occurring. Listening to your staff (vertical meetings) and weighing out their blended institutional and local knowledge will be instrumental in good thought processes. Currently, one of the most prevalent problems is the vast exodus from several departments. I have spoken with many local officers as to why are they leaving their current department. Some responses go as far as considering to leaving the law enforcement career field all together. The resounding response that I keep hearing is the work environment. Granted, this is not the time to be in this occupation if you are seeking admiration from the public, elected officials and the unbiased mainstream media.
When one enters into a hazardous environment they must have some form of protective personal equipment or PPE. These items are designed to protect you from the nastiness that you have to work in. Now, we all know that within every law-enforcement agency there is PPE available such as hazmat suits, masks, gloves and other items. But, the toxic environment that is destroying the workplace and vocation is also PPE… politics, personal agendas and egos. If you are the leader of today and the future, you need to be aware and provided protection for your staff. Old chiefs and cops need to show the young officers how to become the old chief and cop. Passing on your knowledge and protection for the vocation will be a key of lowering the toxicity and giving your agency a chance to breather fresh air again.
William L. Harvey | Chief
William L. "Bill" Harvey is a U.S. Army Military Police Corps veteran. He has a BA in criminology from St. Leo University and is a graduate of the Southern Police Institute of the University of Louisville (103rd AOC). Harvey served for over 23 years with the Savannah (GA) Police Department in field operations, investigations and completed his career as the director of training. Served as the chief of police of the Lebanon City Police Dept (PA) for over seven years and then ten years as Chief of Police for the Ephrata Police Dept (PA). In retirement he continues to publish for professional periodicals and train.
