This article is written from the perspective of a street cop. After nine years as a patrol officer, I have strong feelings about the importance of leadership in policing. Too often, officers who get promoted to the next rank become arrogant and prideful. The result: They treat patrol officers like garbage.
This is more than just poor relationship building. It's also ineffective in motivating cops to be better at their jobs. I never met a cop who enjoyed being micromanaged and treated as less than human—after all, it's stressful enough dealing with criminals on the streets! The average citizen gets rewarded for being a hero when they do something courageous, but often times when patrol officers do something worthy of praise, they get scrutinized and second-guessed. This undermines confidence and makes the organization dysfunctional.
This is not about a specific agency—when I talk to officers from other agencies, the main complaint is about ineffective supervision and/or lack of leadership. There is often a major divide between management and patrol officers, a divide that causes nothing but drama.
Don't get me wrong. I've met plenty of good command staff members over the years, and many supervisors are professional and well-intentioned. Nonetheless, there seems to be a significant level of tension between management and the patrol officers.
When it comes to being a good leader in law enforcement, I harken back to some excellent advice I received in the academy. Perhaps you remember your academy instructors telling you not to get caught up in departmental politics. For me, those statements went in one ear and right out the other—I just wanted to get out there and lock up the bad guys, reduce crime and save lives. But when I graduated from the academy, I heard it again from the veterans. They told me that there are two ways to handle a conflict: politically, or using common sense.
The bottom line: Common-sense solutions are the key to leadership. Following are a few specifics.
Street cops must understand the business side of policing—that is, police administrators must satisfy their constituents. If not, then they are susceptible to complaints and even litigation.
Positive Leadership Traits |
|
However, this doesn't mean that lower-ranking personnel should be demeaned or belittled. When a significant event occurs, management should look for ways to acknowledge and encourage the positive aspects. If there is room for improvement, it should be conveyed constructively and without an air of Monday-morning quarterbacking.
Negative Leadership Traits |
|
If managers make micromanagement and second-guessing the norm, officers will be reluctant to make the tough decisions and may hesitate in situations where hesitation could have serious, even deadly, consequences.
For me personally, I decided that I would not contribute to the problem by being a complainer. Instead, I wanted to make a difference. I had a master's degree in organizational leadership and I began to share what I had learned. Example: Leadership is a relationship between the supervisor and the street cop and that relationship requires trust and confidence in the organization. Street cops don't like being continually told how to perform their jobs and they have to know that they are empowered to make decisions.
Being a great leader also means avoiding negative and counterproductive behavior.
Supervisors should praise good officers for doing the right thing, especially when no one is watching. Leaders who choose to create positive relationships in the work environment will be more effective and engage individuals to get extraordinary things done. People don't follow leaders based on intimidation and fear. Want to inspire employees? Earn their trust first. In return, officers will go the extra mile.
Officers want to feel appreciated for their hard work on the streets. As police officers, we are often criticized for not listening to the concerns of citizens. Officers are trained in the academy to be in control and give direct orders. If not careful, that attitude, when directed towards subordinates, can result in an ineffective leader who frustrates those under his or her command.
The bottom line: Supervisors must build healthy relationships in order to be considered leaders.
Be Passionate
The streets can be a stressful place. The general public can be demanding and overwhelm an officer. Dealing with violent crime and human problems can be draining and running from call to call consumes a lot of energy and focus. In due time, some officers lose their passion for the job. Losing passion is dangerous because it can lead to complacency. It's important that supervisors watch for officers who have fallen into a slump. This doesn't mean that an officer has become a bad cop—even professional athletes have their off games. An effective leader will recognize the warning signs and channel an employee in a new direction. It's the leader's responsibility to make sure their troops stay positive because they represent the agency.
Roll call should be like sitting at a police conference and listening to a good motivational speaker. Supervisors who consistently show passion on the job will get their cops motivated to step up their performance on the streets. A supervisor who demonstrates confidence in subordinates will generate a positive environment where work gets done. After all, officers earned the right to wear a badge and carry a weapon. They should be capable of making independent decisions.
Allowing street cops to get the job done while providing a level of support and encouragement will build relationships that will enhance a leader's effectiveness. It will help officers to retain or revisit the passion they had when they graduated from the academy.
Communication & Collaboration
Communication is the key. Effective communication reduces misunderstandings, motivates employees to do their job and increases productivity. It also helps supervisors to identify problems and conflicts before they arise.
Collaboration runs a close second to communication. Collaborative efforts are almost always more effective than singular efforts. When you have both communication and collaboration, you boost credibility and gain cooperation from those who you supervise. This is the key to getting the overall mission accomplished.