Building a Department Officers Won’t Leave Starts With Leadership and Culture

Recently, I was listening to a larger city mayor’s press conference as he was bemoaning his police department’s staffing levels. There has been an ongoing exodus occurring — but why? He could not stop repeating that it was an excellent department, probably to quell the citizen’s concerns, but why would anyone leave such a stellar workplace?

There are several companies that publish the “best places to work” on the web and in print. Most are in the private sector and rarely are governmental entities measured. These companies are measured by employee feedback, which focuses on several elements, creating the metrics to compare others across the board. These are closely scrutinized by prospective job seekers in the hunt for that perfect job and employer.

We know that employee feedback is the fundamental foundation to obtain this data. The ‘employee experience’ is one dimension that is viewed closely. How do you as an employee view the workplace and its work environment? So, how would these questions relate to your current agency? Let’s look at some of the more popular areas that are frequently polled.  

Well, look here at what is at the top of the list — Trust in Leadership!  This is defined  with words such as "credibility," "honesty," and "accessibility" of leaders. Do they “walk the talk” as we say? I could frame this question — "Do you trust your command staff to support the line officers?” Now, the question may not be focused on the chief or sheriff, but midlevel and immediate supervisors as well. Are they the ones that you would place faith in to support you? Do you trust them to care for you, or would they sell you out in a moment’s notice? You must have confidence in your leaders; without that, you are exposed on several fronts. Politics and police work should never mix, but they do daily, have you got a politician for a leader? I would hope to be called “a cop’s cop” as a leader, and that is what you deserve.

Employees want to work in a professional environment. We want to conduct business as adults and work in an adult-themed jobsite. Employees do not want to work in a Frat House. Employees are asked about how fairly they are treated, if their contributions are recognized, and if they feel respected as individuals. Fairness and Respect are in your core values and mission statements, so do you practice them daily in all your actions? Now, we agree that all policework is not fair. The origin of the old joke, if you wanted to be treated fair, you would go see the circus (fair) and look at the animals. It should not be this way; we represent justice for all, and this should include our staff members.  

While we're on fairness, look at how career development schools are dealt out. Most all seek professional development to enhance their skill sets in making them as tactically and technically proficient as possible. Often times, schools are regarded as rewards and not equitably distributed. How job assignments are granted is within this same area. How do employees feel that their skills are being utilized and developed, and is the department investing in their development? 

Law enforcement should be viewed as a vocation and not just a paycheck. The old-timers speak of the fellowship and pride you had ‘back in their day’ for the job. I recall the ‘watch parties’ that you do not hear of nowadays. This could be generational due to job/life balance, or some may be sick of the work family. How is the membership and attendance at the Fraternal Order of Police Lodge or your police association? Or do you have one near you? Go to https://fop.net. Maybe a post-union meeting social? Most cops sense a need of belonging, pride in their platoon, watch, or shift team. Military veterans and police officers need and seek positive connections with their colleagues. I would recommend the book Tribe: On Homecoming and Belonging by Sebastian Junger. This book will help you understand the concept of belonging to group and often what makes some of us what we are.

A rather new measure, especially with newer generations, is that of “Work-Life Balance.” Understanding and support for balancing work and personal life obligations. I recall in my early days; we all clamored for overtime and off-duty gig money. But now, it is not all about the money; many are focusing on the personal side of life. Parental responsibilities are more in the forefront of today’s officers. There are some of the hard chargers who will put the job in the forefront, but they are fewer nowadays. Most of the young officers I speak with want the work time but appreciate their off time for family or personal pursuits.  

Many prospective employees may ask about recognition and incentives. Will their accomplishments and contributions be recognized? Bottom line will their work and efforts be appreciated? Everyone wants to be rewarded. I have said in the past, "There isn’t much a 10-pound plaque can’t cure." Everyone has an "I love me wall," and that plaque will be a centerpiece. They are not seeking praise but more to be assured that others observe them and they are appreciated.

One of the biggest mistakes I see on job announcements is proclaiming their great pay and compensation packages. Well, this is not a full measure; it is not all about the money. I have asked some officers in my travels, "Why did you select this department?" Some had reviewed the city and/or county taxes, housing costs, and school systems to make their job decisions by a location of their choice and not merely the money. One told me he could make several thousand dollars a year more with one agency, but the location he selected was for more economical housing and better employment opportunities for his spouse. With the young, savvy applicants, they too will inquire about your benefits and perks (forms of non-wage compensation) — uniform allowances, disability options, health insurance, and retirement. Today’s applicants are shrewd shoppers, so have solid answers ready.

The final one I want to cover in closing is one that we do not think about in law enforcement. What is your company culture? How would you describe it to someone, do you feel positive about it, or is it toxic? Of all these topics that make or break your dreams of making your department the place where everybody wants to join, I suggest the leadership and culture need to weigh in on first. It is a dream of any chief or sheriff not to have to recruit constantly to fill the turnstile of turnovers. Personally, I would like to have a waiting list.