Someone Once Said

Anderson John

Description

A must-read guide for all law enforcement officers who want to advance their careers

Whether you want to get a promotion or improve your performance at any rank, Someone Once Said offers fundamental principles of leadership that every law enforcement officer should know.

Written by a veteran law enforcement agency director, Someone Once Said examines the real-world issues of managing police officers and how applying proven leadership techniques can help officers at every level generate effective, measurable results. Quotes from management experts, senior law enforcement officers, generals, statesmen, business leaders, and philosophers give short and memorable lessons about how to lead and inspire.

Someone Once Said will help you excel as a:

• Supervisor: At the first level of leadership, your job is to ensure your officers follow directives set by higher leadership and to learn to lead through encouragement, not bossing.
• Manager: At the middle level of leadership, you supervise programs rather than people, ensuring that general directives are effectively implemented. You will have to learn planning, administration, and taking charge of your own career development.
• Leader: The highest level of leadership is also the highest level of responsibility. The success of your agency and the safety of the public you protect rests entirely on you. Your biggest challenges will be building effective teams and creating an organizational culture that inspires excellence.

Not as dry or as formal as a textbook, Someone Once Said is a quick, entertaining read that will help you formulate your own leadership philosophy and apply it successfully throughout your career.

Preface

Introduction

Supervision, Management, and Leadership for Law Enforcement

First Level: Supervision

The Basics

Positive Direction

Know Your People

Getting Along

Motivation

Achievement and Affiliation Needs

Job Enrichment

Giving Attention

Flexibility versus Consistency

Mistakes and Failures

Decision Making and Risk Taking

Be a Role Model

Finally

Mid-Level: Management

Training and Learning

Modern Management

Planning

Organizing and Unity of Command

Directing

Controlling

Staffing

Span of Control and Scheduling

Performance Management

Involvement and Engagement

Setting an Example

Manage by Walking Around

Discipline

Disciplinary Philosophies

Problem Solving

Meetings

Finally

Executive Level: Leadership

Taking Command

Leadership

Leadership Philosophies

Personal Leadership Philosophy

Build Teams

Leadership Team

Loyalty

Relationships and Caring

Leadership by Neglect

Bureaucracy

Change

Societal and Cultural Change

Technological Change

Impact of Technological Change

Transformational Change

Crisis Management

Internal Crisis Control

Morale

Efficiency and Time Management

Leadership-Level Motivation

Delegation

Integrity, Character, and Trust

Humility

Self-Discipline

Continue Winning

Finally

Concerns and Suggestions

Politics

Notifications

Incidents with VIPs Involved

Uniforms

Public Affairs

Community Relations

Officer-Involved Shootings

Diversity

Finally

In Conclusion

Cited References

Index

About the Author

Sujets

• Law Enforcement
• Political Science
• Droit et juridique
• management
• Criminology

Informations

• Publié par: Linden Publishing
• Date de parution: 12 avril 2022
• Nombre de lectures: 0
• EAN13: 9781610355025
• Langue: English
• Poids de l'ouvrage: 2 Mo

Extrait

SOMEONE ONCE SAID
Words of Wisdom and Advice for Law Enforcement Supervisors, Managers, and Leaders
JOHN ANDERSON
Fresno, California
Someone Once Said
Copyright © 2022 by John Anderson
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form by means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the author.
Published by Quill Driver Books,
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Quill Driver Books and colophon are trademarks of
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ISBN 978-0-578-94983-3
135798642
Printed in the United States of America
on acid-free paper.
Book design by Carla Green, Clarity Designworks.
Library of Congress Cataloging-in-Publication Data on file.
CONTENTS Preface Introduction Supervision, Management, and Leadership for Law Enforcement First Level: Supervision The Basics Positive Direction Know Your People Getting Along Motivation Achievement and Affiliation Needs Job Enrichment Giving Attention Flexibility versus Consistency Mistakes and Failures Decision Making and Risk Taking Be a Role Model Finally Mid-Level: Management Training and Learning Modern Management Planning Organizing and Unity of Command Directing Controlling Staffing Span of Control and Scheduling Performance Management Involvement and Engagement Setting an Example Manage by Walking Around Discipline Disciplinary Philosophies Problem Solving Meetings Finally Executive Level: Leadership Taking Command Leadership Leadership Philosophies Personal Leadership Philosophy Build Teams Leadership Team Loyalty Relationships and Caring Leadership by Neglect Bureaucracy Change Societal and Cultural Change Technological Change Impact of Technological Change Transformational Change Crisis Management Internal Crisis Control Morale Efficiency and Time Management Leadership-Level Motivation Delegation Integrity, Character, and Trust Humility Self-Discipline Continue Winning Finally Concerns and Suggestions Politics Notifications Incidents with VIPs Involved Uniforms Public Affairs Community Relations Officer-Involved Shootings Diversity Finally In Conclusion Cited References Index About the Author
PREFACE
When examining organizations, the most studied, lectured-on, and written-about subjects we encounter are the art and skills of supervising, managing, and leading people, all of which mesh together so that the goals and objectives of the organization can be accomplished. Even if you haven’t started up the chain, what is contained here may assist you career-wise and give you some idea of what the upper echelons are about.
Law enforcement is one of the most difficult but necessary professions today. It is the primary entity that safeguards our citizens and protects communities from utter chaos, permitting us a somewhat civilized living. Therefore, it is vitally important that law enforcement agencies be supervised, managed, and led in the most efficient and professional manner possible. This book is dedicated to those who try to do just that.

SOMEONE ONCE SAID:
Blessed are the peacekeepers, for they shall be called the children of God.
—Matthew 5:9
INTRODUCTION
If you are like most of us, when you entered the work world, you started at the bottom of the organization. As time passed, if you were a good employee, openings further up the chain occurred, and if you had the desire, you may have been given the opportunity to advance to a more complex or important assignment.
Promotion is quite likely something that you have strived to achieve. It normally includes a raise in pay, increased responsibility, and an elevated status in the organization. It also usually entails supervision of others and may offer the ability to make changes you deem necessary. In law enforcement, you are normally promoted from officer or deputy to corporal or sergeant. Then later on up the ladder, you advance to lieutenant, captain, chief, colonel, or superintendent.

SOMEONE ONCE SAID:
By working faithfully eight hours a day, you may eventually become a boss, and can now work twelve hours a day.
—Robert Frost
In most cases, upon your initial promotion you will be offered the opportunity to, or required to, attend a class in basic supervision. If this is the case, you are lucky. That training will provide you with the basics.
Unfortunately, though, in-house courses conducted by a law enforcement organization are often centered on the rules and regulations of the host department or agency, and the core essentials of supervision, management, and leadership are minimized.
Maybe while growing up you were lucky enough to have gained some supervisory experience as a class officer or sports team captain. The decisions that you were called on to make normally had little consequence. There were always adults, teachers, or coaches to assist you in basic supervision and decision making.
Or maybe while in the military you were a leader of some sort. The advantage of that position was that your subordinates were probably conditioned to accept authority and did not place blame on you for dismal working conditions and the consistently autocratic leadership style.
In any case, if you do attend a formal or agency-sponsored class or even a college course, you will be given instruction based on the teachings and experiences of those who have enjoyed supervisory success and are considered experts.
Most often this training will be given not only at the initial supervisory level but at each successive rank that you achieve. If it is not given as part of the promotional process, you should try to acquire it on your own.
Through this reading you will be exposed to the ideas and thoughts of the legendary management gurus whose beliefs, theories, and findings have been taught and written about endlessly and pretty much proven through actual use. Some are considered classics.
All of these concepts are important, and they all deal with basically the same topics in similar but occasionally dissimilar ways. Their purpose is to provide instruction in how to become better supervisors, managers, and leaders.
But do understand that even though we have the benefit of guidance and instruction from these supervisory, management, and leadership experts, we must be aware that application of the various theories and methods must be done in the real world, in today’s ever-changing world.
Throughout this book, the learnings and teachings of these many experts will be discussed, quoted, and referenced to the law enforcement environment.
Also included are fairly accurate tales of application and misapplication of these theories by police supervisors, managers, and leaders. They are not “cops-and-robbers” stories but applicable occurrences, some having successful and some not so successful outcomes.
The law enforcement field is rapidly changing, and although some concepts and theories of the experts appear to be dated and may even be so, hopefully exposure to them will assist you in your career and performance as you learn from what
SOMEONE ONCE SAID
SUPERVISION, MANAGEMENT, AND LEADERSHIP FOR LAW ENFORCEMENT
Compared with other professions, being a supervisor, manager, or leader in law enforcement is different and appreciably more difficult. This is because the field of law enforcement is oftentimes dangerous and complex, change is a constant, and very little becomes routine.

SOMEONE ONCE SAID:
In law enforcement, quite often the measure of success is the intangible and the immeasurable, or just what doesn’t happen.
—Author
This means that for a police agency, the profit motive is absent and the number of widgets produced is not tallied, so success is not so easily measured. Comparative statistics can offer some sort of gauge of success or not, but comparing year-by-year results is often inaccurate because conditions do not stay the same.
Financial factors change as do populations and their makeup. The simple incorporation of a district or neighborhood can drastically change the size and makeup of the citizenry in both the acquiring and losing jurisdictions, thereby making comparisons invalid. Crime is people related. As the number, types, and character of the population changes, so do the number, types, and characteristics of crimes.
Legislative change which adds or removes criminal statutes makes past and present comparisons almost impossible. For instance, the legalization of marijuana in some jurisdictions has greatly affected crime and arrest stats in those districts. The courts can also impact crime statistics. A single judicial decision can make legal what was formerly prohibited or vice versa.
Add to this the fact that unlike private businesses or corporations, police agencies, because of their placement in government, are not led by or owned by people who are familiar with the product. In the private sector, the owners or administrators have either built or risen through the organization. Others may have been laterally hired from a similar type of business or company. In any case, these administrators have learned what the business is about and possess an intricate knowledge of its operation.
Conversely, law enforcement agencies may on the surface appear to be led by a chief, sheriff, or someone of similar rank, but in fact they are actually controlled by, and must answer to, others in government who, for the most part, know little or nothing about law enforcement—mayors, city councils or managers, boards