Issue link: https://let.epubxp.com/i/473011
42 Law Enforcement Technology March 2015 www.officer.com LEADERSHIP B Y W I L L I A M L . H A R V E Y I do not have to rehash all of the news lines and rhetoric that law enforcement has endured in the past few years. These are perilous times that we are working in now. More chiefs of police have been fired recently than NFL coaches. Today's chiefs and sheriffs have had to perform more damage control than FEMA in the middle of a natural disaster. So what are the some of the challenges? To all chiefs and sheriffs, we all need to stand in front of the mirror first and practice the speech with and to ourselves. Before you point your finger at anyone, remember that there are four fingers essen- tially pointing back at you. Thusly, as a chief or sheriff you must be four times more correct on your stance and advice than the one pointy finger you are recklessly aiming. Avoid reckless comments and actions, think things out first. As I was taught, never write or speak in anger. In my learning moment of life, it got me transferred to the third precinct. Additionally, you must be a leader and not a politi- cian. How do you "handle" complaints? Be consistent. Trust and follow the process that you have in place. I was chatting with a deputy in another state who told me that he worked for a politician and not a cop's cop. This sheriff personally handles all complaints; he is the investigator, judge and jury all in one. You are condemned before you walk in. (Note: this is in a non-union state so employee rights can get trampled). It has always been my policy to let the street supervisors handle first level complaints. They are responsible for direction and leadership of their personnel and squads; they need to be the first to be aware of issues whether justi- fied or unfounded. Let your sergeants be sergeants! Today's chiefs of police and sheriffs have had to perform more damage control than FEMA in the middle of a natural disaster 7 moves of superior leaders 1 Listen to your officers' needs — We used to teach in problem-oriented policing and problem solv- ing that those who are closest to the problem are more than likely to have the solutions. Solicit your officers' insights from their observations at the street level; they will surprise you with their bril- liance. I have yet to understand how a leader can tell you how to handle a neighborhood issue when they have never walked that street nor interacted with the residents there. 2 Let your officers perform their work correctly — We often push in the busiest of times to ride the call for service and get back out there. Most often, it is a quick fix for a situation until the end of the shift. It is a known fact that cops like to handle a situation and create a solution so they do not have to return. First and foremost, make opportunities for officers to become solution providers for the custom- ers. A quick fix will often unravel, so handle it once and for all (when possible). Real cops appreciate real police work, don't turn them into high production with repeat calls for service...and handle it once. 3 Give your officers support — Drop the pro- noun "I". As we Irish say, quit being a one-flag parade. Give credit and honor to those who do the work. Chiefs and sheriffs who get before the media and take all of the praise and do not share the praise are selling their staff short and feeding their reelections. Your staff feeds off of praise, uplift them