THOUGHTS OF A RETIRED COP
Refresher Course for Supervisors and Managers
BY: JERRY CARLTON
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Jerry Carlton, a retired Lieutenant from the Nevada Division of Investigation has more than 30-years law enforcement experience. He is a graduate from the University of Louisville, Southern Police Institute. He served with the Lyon County Sheriff's Department, in Yerington, Nevada, the Reno Police Department, the Tehama County Sheriff's Department, in Red Bluff, California and the Nevada Division of Investigation.
He has participated in almost all aspects of law enforcement; from S.W.A.T. commander to motorcycle officer, from patrol officer, to resident deputy, from shift supervisor, to commander of a multijurisdictional narcotic task force.
The purpose of this vehicle of information is to provide insight into the management of law enforcement organizations in the most limited form. Due to the sheer number of problems occurring daily, the law enforcement manager, sometimes need to go back to basics. Leadership, hiring, dealing with employees, maintaining the lines of communication, and how to listen are the focus chapters of this book. The last chapter is a refresher for the law enforcement manager, who someday may find himself or herself as a defendant.
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Leadership
Law enforcement employees are unique, but different only in job descriptions.
"That's the wrong way, move over,
I'll do it!" yelled the swing shift supervisor.
"Don't worry, it's no big thing, no one cares anyway," whispered the day shift supervisor.
"Listen, this is the problem and I'll give you a couple ideas to help overcome it," said the graveyard supervisor.
Law enforcement seldom makes mistakes; and if you believe that, then the moon is made of cheese. We all make mistakes, some simple some quite serious. It's the supervisor's responsibility to see that mistakes are held to a minimum, mistakes are corrected and the mistake doesn't happen again. This is accomplished through leadership.
Three different types of leadership:
Autocratic
Laissez-faire
Holistic
Other types exist but in one form or another the leadership qualities possessed or lacking fall into one of these categories.
Seldom does one see the "...move over, I'll do it!" supervisor.
Leadership styles have changed to kinder, gentler method for getting the job done. Some may think the old autocratic methods of the 60's and 70's were the best, but in the long run, the more understanding types are taking over. The "...no one cares anyway," attitude still exists but only under the cover of darkness when management is not around. Arguments stating supervision is inherent, have encountered arguments stating supervision is learned. Both are true. Leaders are sometimes born to lead; others are trained to lead.
Types of supervision differ with individual characteristics. The "move over, I'll do it," attitude reinforces lack of confidence, keeps the subordinates low self-esteem and makes the subordinates dependent. Fortunately this type of supervision is fading. If there is an upbeat to this type of supervision it is that the supervisor maintains control and is responsible for the actions of the subordinates. At times law enforcement must use this type of supervision.
A new employee, having lots of enthusiasm but not much actual ability, needs direction. Each new task has to be explained, shown and tried. After one task is learned another task is explained. Not wanting to temper enthusiasm, the supervisor may use a unique form of supervision. It is a combination of autocratic and a relative new style, holistic. The holistic style of supervision treats individuals as team members. Once the team comes together, all the energies of each unique individual is channeled to accomplish together what each individual could not.
It does not matter if supervising emergency service dispatchers, assembly line workers making widgets, or a squad of ego toting police officers, the team approach is proven effective. Synergism occurs when the whole is greater than the sum of its parts. In other words, by building a team the supervisor will get far greater results than any single individual could give. Once the team comes together, each team member will look after each other, ensuring professionalism, creativity, dedication to duty, and the desire to give the public the best possible service. The citizens will, "get the bang for the buck."
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Hiring the Right Person
Employees are the pivotal process that puts in place individuals who carry out the organization's missions and plans. Employees that do not fit the mission can be compared to a shoe that does not fit the foot. Recruiting, application, testing, background checks and interviewing potential employees give the organization the capability of ensuring fit. The hiring process takes six steps:
recruiting
application
testing
background checks
interviewing
job offer
This process is greatly regulated by law
Recruiting should not give the impression the candidate has the job. It has to be clear that recruiting is only the first part in the total hiring practice.