Police Leader
One of the main goals of drunk driving enforcement is to raise the perception among drinking drivers that they will be stopped and investigated for drunk driving
The current conflict illustrates how important it is for police administrators and union representatives to participate in the process of deploying body-worn cameras
Collaboration takes skills, demands integrity and, most importantly, the ability to get along with supporters and rivals
The facts leading to the conclusion that there is a pattern of citizen mistreatment — quite deliberately encouraged by Ferguson’s city governance — are sound
In many places, failure to cooperate with other public safety entities is not an option – there’s no embarrassment in asking for help when the situation requires it
Any person in (or seeking) a position of leadership must develop the ability to do collaborative work — this is becoming an increasingly more important aspect of leadership
To become a police chief, most individuals follow one of two paths, either rising through the ranks within their department, or coming in from the outside
Foundational knowledge, coupled with solid ethical guidance, is always the path to success
Even if your department uses a set rotation that repeats every X days, there are always exceptions that have to be factored in for vacations, training, sick time, and other minutiae of working life
In a small agency, the police leader may work shoulder-to-shoulder with officers on the street, and kinship felt among officers and leaders in such cases must be managed as an asset and not a liability
Bad leaders don’t want feedback — or simply ignore it when given — but courageous leaders crave feedback and seek it on a daily basis
Employee mistrust of police leadership contaminates relations with communities — then, when emotionally charged incidents occur, the already-strained connection breaks apart
Chief Malasuk took a mission statement and built a culture around it, holding officers liable for their own success
Do not lose sight of the fact that law enforcement is — and has always been — one of the most prestigious professions
Morale is a thermometer for the health of your department
Those in supervisory and leadership roles can either be motivators or morale busters to the organization depending upon the approach of those police supervisors
Some people calling for changes in policing probably do have a handle on the answers to those questions, but I contend that many do not
Chief Bret Farrar and Assistant Chief Mike Zaro have quietly done a lot of work in speaking with — and working with — agencies about what happened in Lakewood, the aftermath, and the lessons learned
“The great need for anyone in authority is courage.” — Alistair Cooke
Tell any 100 cops that law enforcement suffers from bad leadership and 99 will agree — the one who doesn’t is probably the chief
There is a vast under-reporting on assaults against our officers, and it is not the fault of the FBI — it is the fault of police leadership
Working street cops, supervisors, and FTOs who transition new officers from the academy to the street are the real experts in the assessment and training of new cops
President Ronald Reagan’s “Trust, but verify” policy on ensuring that the Soviet Union was holding up their end of the deal on reducing the nuclear weapon stockpile isn’t a bad idea for police supervisors
When the public hear no comment they think the police did something wrong and are trying to cover it up — when the officers from the involved agency hear it they feel angry and betrayed by their leader
What are the most common daily activities that officers do to fuel a negative image?
One of the main organizational objectives within a law enforcement agency is the recruitment, retention, and succession planning of department personnel.
In a free society, the relationship between police and citizens must remain the fundamental issue that demands vigilance, but one must wonder whether a nationwide commission is the answer
2 surprising strategies for dealing with the aftermath of a mass casualty event were gleaned at an afternoon seminar session in the Police Psychological Services Section Track
This type of work has to be approached with a lot of finesse, and that it’s not easy, and that it takes time — most of all, it requires a lot of training.
Intentional focus, perception, and the speed of an event all have an effect on how officers process a deadly force encounter as it unfolds, as well as how they remember it after it’s over
Some agencies rely on the 1033 program to support the operational needs of their departments SWAT Teams, Marine Units, and other special operations units
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