Remarks That Impede Progress

Within our daily engagements, there is always someone who will give you excuses in their efforts not to perform. Remember, we need results — not excuses. Those who exclaim the stock problems first — lack of staff, lack of budget, and so forth; I get it. These are problems that we all know about, but we need to collectively seek solutions to get beyond these stopping points. There are several standard responses that invoke disengagement or their state of unwillingness to work. Most of them you know, but they also provide insights on how to gain acceptance.

Why they do not want to do something can be a starting point. This may be because they do not want to do the task at hand or may be trying to protect themselves from additional duties. But there are those who are just resistant to change. My immediate response to those who resist change maybe you are not cut out for law enforcement. This occupation is one of constant change. If you do not believe me, I remind you that we have new criminal, traffic laws and local ordinances enacted every year. Additionally, departmental staffers and human resources are constantly updating the rules, regulations and standards. Changes within technology are constantly evolving. So, if you say you resist change; then you probably need to change your vocation or at least outlook at life.

Oftentimes, some respond by creating a barrier or preservation by living within their own little silo. Communication and/or information silos are prohibitive and will inhibit the progress. Silos are great if you are a farmer in central Pennsylvania but are not good in a modern law enforcement facility. Every successful agency needs to create and maintain an openness to share and work collectively and not withhold or squander resources and support. There should be the goal for the common good of all. Unfortunately, competition between precincts, divisions, and commanders seeking promotions at the demise of others gets into the way of overall organizational wellness. So, what are these warning phrases that impede our daily progress.

We’ve always done it this way. Once a new report form or the slightest change in a process is mentioned, this will be heard from the rafters. Those who are the most ingrained in a process have become “comfortable,” and any extra work or thinking is overbearing. I was taught by my old mentor chief, when you become “comfortable” in your job, bad things will happen. One, you will not grow or improve. Additionally, you will not create opportunities for you to “excel.” That mentor Chief would assign a comfortable staff member to “mandatory opportunities to excel” or sometimes referred to as “voluntold.” Even as parents, we have change. As the child grows from infancy to pre-teen into teenagers, there is change within how you parent, change is inevitable and everywhere — Get used to it.

We have never done this before. Back in the Community Policing Days (late 80s into early 90s) this was said daily. Old-school traditional policing was challenged to respond to the community needs and fill the gaps that other agencies did not address. The resistance was overwhelming at first to those of us who embraced it and tried to profess its advantages. Once there were notable successes and positive outcomes were observed, then it became mainstream in most places.

This remark also can serve as notice for the lack or need of training. When there are new skills required that are new or outside of our standard KSA’s (knowledge, skills and abilities) and job description, then we must prepare our staff with proper training. “That’s not my job” (or in my job description for the union reps) will be overheard as reminder of the ‘we have never done this before’ response. Most all police officers or adult learners have a fear of failure that we must overcome. Failure in some of our skill sets can be life-threatening. Always prepare your staff to achieve success. Hope is not a strategy, and neither is luck. Address the training gaps in where they are functioning now and what will it take to get them to be productive at the new required level of performance. This may not be a ‘once and done’ presentation; too big of a leap, and could require subsequent presentations. For instance, ‘block trainings’ such as Introduction to new process or 101, the way and reason for this. The second training will be the practice and application of the new skill. This prevents training overload and progressive skill improvements. Too much, too fast will create overload, and the fear of failure will resurface. Know your staff and help those with their learning curves or adaptability.

Another quip, “That’s not my problem,” is similar but slightly different. For instance, I have heard chiefs or sheriffs make jaded remarks about a crime spree in an adjacent jurisdiction. There is a German word, “Schadenfreude,” which translates to have malicious joy or gloating over others’ misfortunes. Those who boast over other departments misfortunes will soon be visited by the police version of karma. If there are crime issues near you, be guarded, for criminals today are mobile and do not stop at jurisdictional lines. Use these warnings to improve your department’s prevention and responses.

Collectively, all of law enforcement is in this thing together. Unfair as it is, if one officer across this great country does something bad, we are all painted by the media and public with the same paintbrush. I have always said those closest to the problem more than likely have a solution. When we act as if this is not within my job description or hampers our comfortable existence, therefore, one should resist this change or improvement; we do not get better at all. Every member of the agency should be valued as an integral part of the organization’s success. Their resistance or unwillingness should act as a clue of an indication that needs to be addressed for the agency’s success. Train hard, but train smart.