March | 2021 | Thin Blue Line of Leadership

There are two foundational principles of the Nextgen Field Training Model that are addressed by the way in which the phases are established:

Create a field training model with a clear distinction between training and evaluation.
Build both training and evaluation phases in a manner consistent with the crawl-walk-run experiential learning format.

PHASES OF THE NEXTGEN FIELD TRAINING MODEL:

Phase 1 – Foundational Training
Phase 2 – Exposure Training
Phase 3 – Cleanup Training
Phase 4 – Evaluation (Previous FTO)
Phase 5 – Evaluation (Independent FTO)
Solo Phase – Evaluation (Assigned Supervisor)

KEY CONCEPTS OF TRAINING PHASES 1, 2, and 3:

Primary goal is for FTOs to train the OIT as a TEAM in preparation for the evaluation phases and solo capability.

No scoring on Observation Reports (OR). This establishes the concept that learner effort and being willing to jump in, try something, and risk making mistakes is more valuable than learner correctness.

Integration, reinforcement, and debriefing of decision-making utilizing the PRIDE Adaptive Decision-Making Model and Policing Priorities. Focus on training deliberate action – Train OITs to know what they are doing and why they are doing it.

Phases 1, 2, and 3 are set up in the crawl, walk, run experiential learning format.
- As exposure to tasks increases, the role of the OIT transitions.
  - Learning -> Trying -> Doing.
- As exposure to tasks increases, the role of the FTO transitions.
  - FTO -> Coach -> Mentor.
- As the OIT transitions through the learning phases, the reliance upon the FTO should lessen and the OIT will be expected to utilize other resources available to them to answer questions in preparation for the Evaluation Phases.

Proficiency Training Tasks are not assigned to specific training phases in order to stimulate interleaving, effortful retrieval, and spacing in OIT learning.
- The Phase 1 Trainer is the Foundational Trainer. The goal of the Phase 1 FTO is to establish the OIT’s foundational knowledge/skills and then begin increasing their exposure to patrol experiences.
- The Phase 2 Trainer is the Exposure Trainer. The goal of the Phase 2 FTO is to expose the OIT to as many patrol experiences as possible. Repeated exposure, especially to infrequent CFS, is encouraged and beneficial to the OIT’s learning. Take the experiential learning opportunities as they present themselves.
- The Phase 3 Trainer is the Cleanup Trainer. The Phase 3 FTO focuses on getting exposure to CFS that Phase 1 and 2 were unable to get and/or provide additional repeated exposures.
- All Proficiency Tasks must be signed off before the OIT can move to Evaluation Phase 4.

Phase 3 may be eliminated for lateral or waiver officers to accelerate their field training, but they will still be expected to demonstrate proficiency on all Proficiency Tasks during evaluation.

KEY CONCEPTS OF EVALUATION PHASES 4 and 5:

Primary goal is to EVALUATE the OIT’s ability to perform at a solo capable level.

Since this is an Evaluation Phase, observation reports are scored in comparison to the Standard Evaluation Guidelines definition of a solo capable officer.

All Proficiency Tasks are signed off and show OIT has had training and experience in these areas.

Scoring observation reports only in the Evaluation Phases helps to remove scoring inconsistencies since the FTOs are only scoring officers that have received ALL of the pre-requisite training and should be solo capable.

OIT is acting as a solo capable officer with the FTO there primarily as an evaluator. FTO evaluators will still provide training on infrequent tasks the OIT comes across during these phases. Scoring will reflect this appropriately.

Phase 4 Evaluator will be the same FTO, when available, the OIT had while on Phase 1. If the Phase 1 FTO is unavailable, then Phase 2 FTO will be the next choice for Phase 4.
- This provides a bridge into the evaluation process for the OIT. (Crawl)
- The OIT starts their evaluation process with a familiar FTO, squad, and district.

Phase 5 Evaluator will be an independent FTO that has not worked directly with the OIT.
- This is to build the OIT’s self-reliance to assist in their success when they are solo.
- The independent evaluator also limits potential biases in the OIT’s success or failure.

After calls for service, the OIT debriefs and supports their decision-making utilizing the PRIDE Adaptive Decision-Making Model and Policing Priorities.

At the end of Phase 4 or 5, if an evaluator feels the OIT has not had enough exposures to be able to comfortably decide on the OIT moving forward, they may request an extension. This does not negatively impact the OIT and provides additional time for the OIT to demonstrate solo capability.

At the end of Phase 4 and 5, if an evaluator feels the OIT is not solo capable, they can initiate a Performance Training Plan to work on those specific issue(s).
- If a Performance Training Plan is initiated, that Evaluation Phase will not count and the OIT will still need to pass 2 Evaluation Phases before moving on to the Solo Phase.
- OITs will only be given one Performance Training Plan after they reach the Evaluation Phase.

Interpretation of Evaluation Phase Results
- Both Evaluators Pass OIT. -> OIT moves to Solo Phase on assigned patrol squad.
- Evaluator’s Disagree on Passing OIT. -> OIT receives a Performance Training Plan to address Evaluator’s specific concerns and then must pass another Evaluation Phase.
- Both Evaluators Fail OIT. -> OIT is removed from the program.

KEY CONCEPTS OF SOLO PHASE:

Primary goal is to EVALUATE the OIT’s ability to perform at a solo capable level while operating on their assigned patrol squad under the supervision of their assigned sergeant.

To get to the Solo Phase, the OIT must have been passed by 2 Field Training Evaluators.

If the OIT is successful in the Solo Phase, they will be fully released from the Field Training Program by their assigned sergeant and will be considered a solo capable officer. The patrol sergeant receiving the new officer has final approval for releasing the OIT.

If the supervisor has significant and specific documented concerns about the OIT’s ability to perform at a solo capable level, a Performance Training Plan will be initiated. An FTO will work with the OIT on their assigned squad to complete the PTP. The OIT will then repeat a Solo Phase Evaluation with their assigned sergeant.

The mission at Thin Blue Line of Leadership is to inspire law enforcement supervisors to be the best leaders they can be by providing positive leadership tactics and ideas. Positive leadership and creating a positive squad culture are on-going commitments that must be nurtured and developed over time. Thin Blue Line of Leadership is here to help.

Please do not hesitate to contact us if you have ideas to share or suggestions for improvement. Your thoughts or comments on this blog are always appreciated either below or on our Facebook page. You can also follow us on Twitter at @tbl_leadership.

Continue saving the world one call at a time and as always, LEAD ON!

One of the responsibilities of my current position is to coordinate, organize, and instruct portions of our department’s Sergeant-In-Training (SIT) School. This school is designed to introduce prospective sergeants to the basic expectations, tasks, and responsibilities of the sergeant position before they head out for a five-week sergeant field training experience.

One of the most highly regarded portions of the school are the discussion panels that we have at the end of each day. Each discussion panel is a two-hour Q & A session with a specific group to get their thoughts on the position of being a sergeant. This is an opportunity for the prospective sergeants to hear each of the group’s viewpoints at the same time. The groups for this year’s discussion panels included the Chiefs, Patrol Lieutenants, and New Sergeants.

For this Thin Blue Line Leadership blog, I want to share the top 3 keys points that came up during each group’s discussion panel.

THE CHIEFS

You raised your hand for this. When putting in to be a sergeant or any leadership position, you are raising your hand volunteering to take on the tasks and responsibilities of that job. No one is forcing you. It will come with both good and bad. Attack the job with the personal accountability of a leader and set the example.
The most difficult transition. All of the chiefs agreed that the most difficult transition they went through was from that of officer to sergeant. One day they were working alongside their squad mates as peers and then after a few supervisor classes and riding with a couple of senior sergeants they were blessed off to be sergeants themselves. They now had to see things from a slightly more elevated organizational viewpoint and this can create some challenges, if new sergeants are not prepared for it.
You are a part of “they” now. This is a realization that relates to the second bullet point, but is one that prospective sergeants should come into with their eyes wide open. Even in excellent organizations, there is a degree of “us” versus “them,” management versus labor. Promoting to sergeant is the first step into the world of management and meeting the standards set forth by the department’s vision, mission, and values must be at the heart of a new sergeant’s communication and leadership.

PATROL LIEUTENANTS

Communication is key to clearly leading up and down the chain of command. In most law enforcement organizations, the lieutenant position is the definition of middle management. They have the unique position of observing the importance of clear communication throughout the chain of command on a daily basis. They rely on sergeants to clearly communication their officer’s needs up while also counting on the sergeants to relay their communication back down to the officers. It is only through this smooth flow of information that the chiefs hear the officers and the officers hear the chiefs.
Make decisions. Patrol lieutenants have one primary expectation for those selected to promote to the rank of sergeant – make decisions. Over the years, those that enter the sergeant process have done so with years of experience handling calls, working on specialty units, developing resources, and forming a network of connections. They have made numerous decisions for themselves, but typically not for an entire squad under the scrutiny of everyone listening to the radio. Forget all of those extraneous factors and focus on doing the right thing, at the right time, for the right reasons.
Handle issues when they are small. Sergeants have the unique opportunity to develop one-on-one relationships with their officers. If time and effort are put into establishing these relationships, sergeants will know when things are off or when an officer is having an issue. Issues will typically begin in the form of small mistakes; missed deadlines, short temperament, admin problems, mistakes on typical things they do not make mistakes on, etc. The best thing a sergeant can do is address these problems when they are small by finding the root cause. Find the root cause, help the officer through the issue, and keep it from becoming a larger problem that could affect the rest of their career. If the sergeant has established a rapport with their officers, they will understand that taking care of the small things is how they show they care.

NEW SERGEANTS

Humility is a must. Moving from officer to sergeant is a difficult transition for typical “Type A” personalities because no one wants to make mistakes; especially officers and detectives that have had successful careers up until promoting. The fact of the matter is that as a newly promoted sergeant, mistakes will be made. Have the humility to learn from those mistakes and get better every day; officers understand this and are willing to work with a humble sergeant.
There is a TON of admin to do for the benefit of your officers. The position of sergeant comes with a ton of new admin responsibilities that differ from those of being a solo officer. Primarily this admin is related to things that take care of the officers – vacation schedules, training requests, court conflicts, reading paper, etc. One of the keys to being a good, if not great sergeant, is handling all of these new admin responsibilities that primarily only benefit the officers without them ever knowing about the amount of time, effort, and energy put into doing what is right by them.
Actions show what you really care about. One of the key aspects of learning to be a good sergeant is understanding that a sergeant’s actions demonstrate what they really care about. Where a sergeant commits their time, effort, and energy is what officers will believe the sergeant cares about the most. Therefore, it is vital that sergeants take the time to build relationships, get to know their officers, and find ways to help their officers’ careers.

After going through each of these Discussion Panels, the observation that was consistent between the chiefs, lieutenants, and new sergeants was that being a patrol sergeant was and is by far one of the best assignments available in a police department.

Continue saving the world one call at a time and as always, LEAD ON!