Editor’s note: As the former editor-in-chief of Crime and Justice International, I continue to receive articles and commentary from around the world. This piece by Tom Wetzel struck me as a great inclusion to the Leadership eNews newsletter. While it was written by a police lieutenant with other police in mind, the perspective contained within clearly applies well beyond law enforcement lines. We hope it will be of benefit to you in corrections as well.
- Joe Serio
By Thomas Wetzel
A friend who was about to get promoted to sergeant was going to be assigned to cover my days off. He asked me who my go-to guy was since he figured that when he has a problem or concern, he could quickly turn to that trusted officer for some insight.
I joked with him that all the officers on my shift were my go-to guys (and gals). Initially meant as a kidding remark, I expounded by explaining that all the officers on my shift have something to help me.
What I hope my newly-promoted friend appreciates is that although you may have a particular officer you like to turn to, you will be remiss if you don’t take advantage of all the wisdom, enthusiasm, and ideas that those who report to you may have to present.
The value of recognizing the potential of each officer under your direction and the usefulness of their knowledge and opinions can result in rich returns for your team’s success. By trying to make every officer feel that they can be depended on as a “go-to guy or gal,” you will not only learn how to do your job better but you will be developing their skills as officers and enhancing their confidence. You will also help mold them into leaders, whether formally or informally.
A new leader – as well as a veteran one for that matter – should recognize that he or she does not have all the answers. There is just too much to know in our line of work. When they don’t know something, seasoned supervisors will go to resources for answers. The men and women who report to you can be some of those valued resources.
By asking questions and bouncing ideas off them, you will make more informed decisions with a better “buy-in” from them. Although there are times when quick decisive direction by a leader is important, there are many circumstances where thoughtful deliberation with outside input is valuable. It could range from patrol tactics, scheduling, community policing ideas or what criminal charges are most appropriate for a particular situation. Who better to draw from than those who do the job!
Unfortunately, some bosses may look at asking for input as somehow diminishing their role as a leader. Others may feel it makes them look uninformed or indecisive. They miss out on so much as a result.
For example, on a ten-officer shift where each officer has an average of 7 years on the road, a leader has an opportunity to draw from 70 collective years of police experience. He or she could certainly gain something from that regardless of agreement. Often times, the input from those under your direction will only solidify your decisions.
If they have a counter view and you listen to the reasoning, you may recognize that it is not persuasive or compelling. If it is, you may look upon a situation from a different perspective and notice something that you hadn’t before. What should be recognized is that there is much to glean from those with whom we serve.
But more importantly, when a leader seeks other officers’ opinions, he is helping in the development and professionalism of that officer. As a supervisor, you are the immediate face of management. So when an officer feels that her agency solicits and appreciates her viewpoint, she knows that her input can help make her department a better place to work and the area she patrols a safer place to live.
By realizing that his agency expects him to be one of its “go-to guys,” an officer may work hard to live up to that expectation. A wise leader may have a couple officers that she trusts implicitly but she will also have a full shift of “go-to officers.”
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About the author: Tom Wetzel is a lieutenant at a suburban police department. He serves as a SWAT officer and trainer and is a certified law enforcement executive. Tom has a black belt in Goshin Jujutsu and is published internationally in various police publications.