Editor’s Note: In PoliceOne “First Person” essays, our Members and Columnists candidly share their own unique view of the world. This is a platform from which individual officers can share their own personal insights on issues confronting cops today, as well as opinions, observations, and advice on living life behind the thin blue line. This week’s essay comes from PoliceOne Member Chief Dan Losada of the Knoxville (Iowa) Police Department. Do you want to share your own perspective with other P1 Members? Send us an e-mail with your story.
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By Chief Dan Losada
Knoxville (Iowa) Police Department
The worst part of a scandal is often the rumors that run rampant. As bad as the situation might be, rumors can make it worse. I believe an aggressive stance will help the department regain control. As soon as the department becomes aware of the situation they should issue a release about it stating what actions are being taken. When people begin asking for an “outside investigation” I would welcome it stating I also want to get the truth and welcome any professional organization with the authority to investigate to help.
The department head also has to remember that perception often trumps reality. If people think an event happened a certain way it is very difficult to change their minds after the fact. Therefore, putting out factual information early is very important. If the department refuses to release any information, the media will dig until they find someone willing to say something. Often that person is someone with a grudge against the department, possibly a disgruntled current or former employee. The department will then be in the position of having to disprove existing information when the department does release factual information.
Media
It is important for departments to cultivate a media relationship before an incident occurs. If the Department has a history of contentious encounters with media the current incident will likely not be positive for the department. If the Department has a good working relationship with the media then the media is more likely to write a “fair” story. Remember the old adage often attributed to Mark Twain “Never argue with someone who buys ink by the barrel and paper by the ton.”
Trying to tell the media that they are wrong often results in the story lasting longer and becoming an even bigger issue.
It is also critical to remember that today we are dealing with what may seem to be instant news. People are no longer relying on the traditional forms to get news. Twitter, Facebook, My Space, and other social media often get stories out to the public within minutes of the event occurring. This information is often inaccurate. Departments need to recognize and include these outlets in media policies and procedures after major incidents.
Agency
Administration should notify all members of the Department as soon as possible. The public will learn of it quickly and members of the Department should be prepared to respond. No one likes when they are asked a question they do not know the answer to. Some people will believe employees are lying when the employee says they know nothing about the scandal. Putting some initial information out quickly via text message or email quickly gives employees the basis to formulate a response.
Scheduling a meeting for employees where more information will be available is a good follow up. The administration needs to remember whatever is said in that message or meeting will probably be made public. No confidential information should be released.
The ground rules for the meeting depend upon the situation. I can think of times where questions from the employees would be allowed and times where they would not. The person speaking would also be determined by the incident. Additional meetings should be scheduled as long as there is interest.
Policy
Wyatt Earp said “Fast is fine but accuracy is final. You must learn to be slow in a hurry.” This applies here. If policy is a factor it should be reviewed and changed if needed. Instant policy changes are also seldom well received by employees and some people will consider them to be an admission the Department was wrong and possibly liable. Taking too long may be read as the department trying to cover themselves and protect a bad employee.
Morale
There is no fool-proof way to improve morale. A good start is for the Department administration to be very active showing their trust in the employees. Acknowledge that this event is an aberration and not the standard performance of employees. Every comment made by a Department official on the issue should include mention the good done by the majority of the employees.
There may be a temptation for the administration to begin recognizing outstanding employees. However, if the only time an employee is recognized for outstanding work is after a scandal, most people will minimize the efforts as “spin control” and actually hurt morale. If the recognition process already exists, it should continue.
Supervisors at all levels should be asked to monitor morale. They would be encouraged to quickly address morale issues as they arise. Supervisors would also be told to report issues the administration so the administration may identify the larger issues and determine how to address them.
I believe the Chief has some responsibility for everything that happens in an agency, good or bad. I would speak of my failure in the current scandal to identify or prevent it.
