Poor morale is a serious issue facing many law enforcement agencies. In last month's article, Employee Morale and the LE Manager (linked below), we discussed the prevalence and impact of low morale in law enforcement, and posited that morale issues should be of critical concern to the law enforcement manager.
We have created a list of supervisory solutions we feel will foster improved morale. They are born from our experiences in many jobs, including law enforcement. They are from lessons we have learned as supervisors and supervisees, and from reading, research, and much commentary from others. While this article is directed primarily at police management types, we think it has value for anyone whose position of leadership can impact the morale of colleagues and subordinates.
The solutions are intended to be a solid framework into which myriad issues can be fit and fixed, should an administrator or supervisor agree improved morale is a worthy goal. They are supervisor behaviors to not only improve morale, but to bring out the best from your staff.
View, and treat, employees as valued assets
Most agencies or companies, whether public or private, will assert something along the line of, Our employees are our most valuable asset. People come first. These statements may be formalized in a values or mission statement, organizational policies, or the employee manual, or it may be the informal assertion of the leadership. Government agencies, including law enforcement, have joined this trend. Talk to the employees of agencies where the management truly embraces them as assets to be respected and valued and you will be talking to generally satisfied and content workers. Talk to the managers of these same agencies and we would bet you will be talking to generally satisfied and content bosses.
Respect given results in respect returned, and people want to and will work harder for someone they sense values them.
Do away with micromanagement
"Micromanagement... the final resort of the insecure supervisor" - norm, 8/08
By the time someone becomes a full-fledged, on-their-own, off-probation LEO he or she has typically taken and passed numerous stringent tests and examinations to probe academic, physical, psychological, and emotional fitness for duty. The academy and several FTO cycles have been survived, during which the young officer was scrutinized for dangerous flaws in character or judgment, and finally a period of probation ends marking the end of rookie status. The agency has picked an alpha dog from the pack of lesser pups and raised it to be a strong, intelligent, confident, and decisive officer.
Then, all too often, the close scrutiny that is expected for the probationary officer turns into micromanagement of the more seasoned officer. The officer is kept on a short leash. Every move is closely watched; creativity and ingenuity are viewed with suspicion, or even forbidden, and the same qualities that initially recommended the officer as a good cop (strength, intelligence, the alpha dog traits) are seen as something to suppress or control.
Do away with micromanagement; it quashes an employee's spirit and energy faster than anything, while breeding anxiety, anger, and paranoia. Instead, encourage ingenuity. Expect and reward self-directed activity. Trust your officers and give them opportunities to reward that trust. You may just like the results.
Understand the impact of your policies and actions on employee morale
Employee morale is not our problem. It is the employee's responsibility. Have you ever heard that sentiment, or some variation of it, expressed in an organization you have been a part of? Have you ever expressed it yourself? We have both been in organizations where that was the attitude of at least some managers and, judging from the comments and e-mails we received in response to last month's article, it is an attitude prevalent in law enforcement.
For the sake of argument, let us assume the LE manager who holds the above attitude as true WANTS high morale within his or her agency, but just does not see it as a management responsibility. Fair enough, but does that same manager understand the impact of administrative decisions on organizational morale? The decisions, actions, positions, and statements of an agency's administration have a direct impact on the morale of the agency's employees. Understand the impact of your actions on morale, and take the long view when considering policies and procedures. Choose words wisely, and be as quick and fair in rewarding positive actions as you are when addressing discipline.
Limit the effect of politics on your employees
Most cops have a distinct understanding of right and wrong, and are devoted to doing what is right. As peace officers they have a job to do, a mission to work toward, which is clearly illuminated and easy to understand. Simple, right?
Unfortunately, working for the government, officers quickly learn how politics, big and small, can interfere and muddy the clearest of missions. Most officers are not intuitively "political players." When right and wrong are blurred because someone has clout or an influential friend, the good cop is disgusted. When an officer's energies are directed toward nonsense in order to placate someone who has the ear of the chief or a councilman, the officer feels used. When cops and police resources become pawns in political gamesmanship, cops feel unappreciated.
Stand up for your officers. Shield them from the politics so they can do their jobs without interference. Educate, rather than placate, those who hold political power and who place demands upon your officers and resources.
Encourage two-way communication
Acknowledge the "subject matter experts" you are surrounded by: the officers, investigators, and supervisors who work the beats and streets everyday. They are the ones who know the problems spots and problem people, handle the equipment and computers, and apply the policies and procedures enacted by their bosses. They know what works and what can be approved. Humbly invite their input.
A lack of communication between management and line officers is a common complaint in law enforcement agencies, as is a style that only accepts top down, one-way communication. Do you encourage and accept feedback, even criticism from subordinates? If you answered, "Yes," are you sure? Your line officers and supervisors know who is open to and accepting of feedback, and who is likely to kill the messenger. You can probably guess who they respect.
Remember
Never forget your days as a beat officer, detective, or line supervisor. A lot of cops swear their brass have forgotten what it was like to work the street, to be frustrated by politics, to be scrutinized by Monday morning quarterbacks, or to be at the mercy of seemingly random whims of their bosses. Remember what it was like when you were in their position.
Remember the really good leaders and managers you have served under , and emulate their traits.
Remember the really bad ones, too, and then decide how you want to be remembered.
