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Don’t Get Captured!

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“Work hard, have fun, be safe, and don’t get captured.” I end every patrol briefing with those four simple requests. The first three are pretty straightforward. It was the last one that generated snickers from my patrol officers, but that was fine by me; I knew they had heard it. Each briefing for a month and a half ended in the same way, but the snickers slowly faded. I assume they probably thought I was nuts to continue making the same dumb joke every shift. Then, I shared the meaning . . .

A few years ago, I was sitting in my living room watching one of the best television shows ever made, HBO’s The Wire. Jimmy McNulty, played by Dominic West, and the group of characters that had come together to run a wiretap had been disbanded and reassigned back to their old assignments. The scene opens with a Baltimore Police Department lieutenant giving a patrol briefing. At the very end of the briefing, he closes by saying, “Don’t get captured.”

As a patrol officer at the time, I thought that was a pretty funny way to end a briefing. The simplistic meaning I came up with was that it was a comedic way for the writers to get across the danger that exists on a daily basis working patrol in Baltimore. For some inexplicable reason, this phrase stuck with me. I decided, years before promoting, that I would end every briefing I lead with “don’t get captured,” but for very different reasons than the simplistic one I thought of the first time I heard it.

Don’t get captured truly has a much deeper meaning. Think about it, what does it really mean to be captured? Here are my two reasons for ending each briefing this way:

First, to be captured means you or someone leading you has created a situation that is beyond your control; too far behind enemy lines, surrounded. In law enforcement, it is very easy to metaphorically get too far behind those lines. It could be walking into a domestic violence call without backup, trying to break up a fight without recognizing the encircling crowd, or getting pulled into a foot pursuit without knowing what is around the corner. These are all situations that good patrol officers need to learn to recognize and respond to appropriately so they don’t get behind those lines. The same sentiment holds true for law enforcement supervisors that are running emergency traffic and leading officers during the most volatile moments policing has to offer.

Second, to be captured also means that you gave up and stopped fighting. As officers, we all accept the reality that we may have to physically defend ourselves and survive long enough for backup to arrive. If we give up, quit, and stop fighting; then the consequences could be life threatening. Babe Ruth said, “It’s hard to beat a person who never gives up.” Could there be any truer statement than that for the patrol officer that is in a fight for their life?

So, why do I end every patrol briefing by saying, “don’t get captured?” I do this because it serves as a subtle reminder to the men and women I’m leading to always be cautious of what they are heading into and to never give up. Backup is coming . . . just keep fighting.

Thank you for reading our blog. The mission at Thin Blue Line of Leadership is to share positive leadership tactics with the field of law enforcement. Positive leadership and creating a positive squad culture are on-going commitments that must be nurtured and developed over time by anyone in a law enforcement leadership position. Development of a positive culture must be intentional; otherwise, who knows what will develop in its place.

Share your thoughts or comments with us below or on our Facebook page. Continue saving the world one call at a time and as always, LEAD ON!

Confusion of Sacrifice

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Finding a balance between home and work can be a daunting and difficult task for any profession, but when it comes to being a police officer it takes very purposeful effort to make it work. There is no need to recite statistics on law enforcement officers and divorce rates, we all know where those stand. The fact is that to be as safe and effective as possible on patrol, things at home must be good. A distracted officer is a liability not only to himself, but also his fellow officers. As a law enforcement leader, it is imperative that the topic of striking a healthy balance between home life and patrol life be discussed.

To discuss this topic further, the root of the issue must be unearthed. As a law enforcement supervisor that has been married for nearly 20 years, I believe that the issue begins with a confusion of sacrifice. Every shift, we go out on patrol and put everything on the line for people that we don’t even know. We run towards the sound of shots, we get in the middle of fights, and we work shifts that “normal” people have never considered. That is the sacrifice we chose to make when we took on this job.

The confusion of sacrifice sets in is when we get home and are too tired, too emotionally unavailable, or have too many excuses for the things that need to be done at home and in our marriages to keep them functioning like well-oiled machines. Where’s the guy that ran towards the sound of shots, got in the middle of the fight, or worked a fifth 12 hour shift in a row? Where is the hero that went out and saved the world one call at a time? It is easy to understand how a significant other can become confused by the amount we are willing to sacrifice for work, but then not reciprocate that same level of sacrifice at home.

So, here are three things this can be done to help alleviate this confusion of sacrifice…

  1. Sacrifice a little sleep.

After working the last day of the week, nothing sounds better than a good sleep, but this is one thing that can easily be altered to demonstrate a little sacrifice for the home front. While working these crazy law enforcement shifts, our significant others and children are home living life without our presence. On that first day off, commit to just getting the minimum amount of sleep needed to get onto their schedule. Maximizing the amount of home time is vital to showing purposeful sacrifice at home.

  1. Plan one-on-one time with your significant other.

The amount of time available on a weekend depends on each department’s particular schedule, but during that off time, plan something that can be done one-on-one with your significant other. This does not have to be anything elaborate or expensive; just something that is purposely planned to allow time to talk, discuss the upcoming week, or simply enjoy each other’s company. While an actual date is phenomenal, it can be as simple as a walk around the neighborhood, a game of cards, or uninterrupted time sitting on the front porch. If there are young children and getting a babysitter is a hurdle, get the kids into bed, make or pick up a late dinner, and have an in-home date. Whether big or small, the main point is to do something purposefully each weekend.

  1. Share why being a police officer is important.

One of the biggest misunderstandings about being a police officer is the lack of understanding as to why – Why would anyone want to be a cop? To alleviate confusion of sacrifice in a relationship, it is vital that communication with your significant other is open regarding why working as a police officer is important to you. Share what is enjoyable about the job, the funny things that occur during a shift, something cool that another officer did, or that you were involved in. The more a significant other understands the “why” behind the badge, the less confusion of sacrifice there will be.

The mission at Thin Blue Line of Leadership is to share positive leadership tactics with the field of law enforcement. Positive leadership and creating a positive squad culture are on-going commitments that must be nurtured and developed over time by anyone in a law enforcement leadership position. By discussing topics like this, law enforcement leaders are tending to the welfare of the “whole” officer, not just the one in uniform.

Share your thoughts or comments with us below or on our Facebook page. Continue saving the world one call at a time and as always, LEAD ON!

A Law Enforcement Recognition Idea

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The mission at Thin Blue Line of Leadership is to share positive leadership tactics with the field of law enforcement. Positive leadership and creating a positive squad culture are on-going commitments that must be nurtured and developed over time. One way to do this is by recognizing and rewarding great police work on a routine basis. Here is an idea that came to me the other day.

I found myself watching a college football game last weekend and was noticing the band, the cheerleaders, the crazy student section, the mascot, and of course the players. A thought struck me at that time regarding the strength of culture at these collegiate institutions. Then I began to pay particular attention to the helmets of the Florida State Seminoles and noticed that there were little tomahawk stickers on the player’s helmets. This was not something new as I have seen them on many other college team helmets, but today I guess it just struck me at the right time.

helmet

A Wikipedia search of “helmet stickers” revealed that recognition or pride stickers have been rewarded to players since the mid-1950’s for making excellent plays, selfless plays, and even for hard work at practices. The idea stemmed from fighter pilots that marked their planes to signify the number of kills or successful missions they had flown. Then I started to make a connection to police work.

Most police departments have awards that are given out on an annual basis, but if you really want to positively reinforce behavior then it needs to be done on a much more consistent basis than that. So, I created some law enforcement recognition stickers using the Thin Blue Line of Leadership logo and had them printed at evermine.com.

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For a very small cost ($15+shipping), I received over 100 custom recognition stickers (1″ diameter) to give out in briefings to reward the great things that officers do on a daily basis. I am not selling anything or being paid by evermine.com to tell you any of this; I am simply sharing an idea and evermine happened to be the website that popped up first.

TYPES OF STICKERS: Walking into briefing with a couple of recognition stickers immediately makes everyone wonder who is being recognized and for what. It provides the perfect opportunity to reinforce more of the “smaller” things that do not rise to the level of an official ribbon or annual award. If you catch an officer changing a flat tire, give them a sticker. Have an officer that routinely volunteers to hold over a couple of hours to accommodate staffing needs, give them a sticker. If an officer does an amazing investigation or writes a great report, give them a sticker after they talk about it with the squad so everyone has a chance to learn from that officers great moment. Any action that supports what the squad is all about, the desired culture, should be recognized. This sticker is only given out when I, the sergeant, want to personally thank them or recognize them for some good work they did or a sacrifice they made for the squad. What gets recognized and rewarded gets repeated.

After the success of the above recognition sticker,  I created a second sticker for our squad. These stickers can only be received by officers that are being recognized by a person outside of the squad or another officer on the squad.

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It is a squad logo created of a lion (think LE Memorial) and stars to represent the people on our squad. These stickers were used for two purposes. First, when someone from outside the squad wants to recognize a member of the squad for something. These commendations could come from citizens, other supervisors, upper staff, etc. Secondly, the most interesting use for these stickers was for officers to internally thank each other when someone sacrificed to help them out personally. For example, when an officer found a good arrest and had a ton of items to impound related to the arrest and their squad mates stayed late to help them get done quicker. The next shift, they would come ask me for however many stickers they needed and in briefing would thank the officers that helped them out. The coolest part of the stickers is that they ended up perpetuating officers going above and beyond for their fellow officers to a whole new level than I had ever seen in policing.

The officers decide where to collect their stickers, but my suggestion would be their ticket clipboards to display their accomplishments proudly. Some put them on their locker or some other place they see on a daily basis. This serves as a consistent reminder of their many accomplishments and makes a statement about having a positive squad culture.

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Do you have a similar way of rewarding officers in your department?

Share your thoughts or comments with us below or on our Facebook page. Continue saving the world one call at a time and as always, LEAD ON!

5 Basic Leadership Lessons

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The mission at Thin Blue Line of Leadership is to share positive leadership tactics with the field of law enforcement. Positive leadership and creating a positive squad culture are on-going commitments that must be nurtured and developed over time. The minute an officer decides to promote to a supervisor position within a law enforcement organization, they have chosen to take on the great responsibility of being a leader, coach, caretaker, psychologist, teacher, and many more.

Here are 5 basic leadership lessons for new law enforcement supervisors.

  1. Know the mission! As a leader in a law enforcement organization, it is your responsibility to know your department’s mission statement and goals. When guiding officers through calls, handling complaints, or evaluating a situation; the department’s mission is the guide. It should be more than just a few sentences in a general orders book of a framed picture on the wall; make it real by speaking of it regularly in briefing. Give examples of what it looks like on the road.
  2. Set clear expectations! This lesson is not referring to setting quotas or other quantitative measures. It is about clearly defining a path to success for your officers’ careers. It means defining how to treat people, use force appropriately, conduct thorough investigations, think critically under stress, and remembering that this is a career of service. The culture, your squad’s actions and attitudes, will be a reflection of the expectations you establish. (More on expectations.)
  3. Set goals! As a leader, you should obviously have your own goals, but this is specifically referring to assisting your officers in developing their own short and long term goals. Your own personal success will be derived from helping your officers reach their goals. Goals should be forward thinking and in agreement with department/district goals. In the short term, have your officers establishing goals they would like to accomplish in the next year that correspond to beat issues, crime trends, or other defined problems within their areas of responsibility. They should also consider trainings they would like to attend or other personnel development toward future assignments they would like to obtain. For the long term, discuss where they see their career in 5 years or 10 years; what specialty assignments they are interesting in, are they interesting in promoting, etc. Then you must assist them by providing training opportunities, helping them develop their strengths, and make connections with people that work in the officer’s area of interest. Use their goals as a springboard for having consistent, on-going evaluation conversations.
  4. Set the example! As a supervisor, it is vital that you are out with your officers on the road as much as possible. Not only does this show your willingness to be involved and “get your hands dirty,” but it also gives them the perfect opportunity to observe you in action setting the example of how they should be – representing your own expectations. Your officers will be watching closely to see how you treat people and make decisions; especially in the tough situation where they may not be sure how to act or react. When you come across a situation where your officers are unsure of a solution to their call, it provides you the perfect opportunity to teach them your decision-making process. Ask a standard set of questions to walk them through problems: What do you know? What do you think? Have you considered this? Then let them make the ultimate decision . . . example set!
  5. Recognize, reward, promote! As a supervisor, it is easy to see all of the things going wrong because typically you have just finished studying every nook and cranny of department policy to pass your supervisor test. The challenge is in stepping back and recognizing the good. Purposely train yourself to identify not only things that need fixing or reeducating, but those things that are being done above and beyond what you would expect normally from an officer. Once you begin recognizing the good, it is imperative that you find ways to reward those behaviors. (An idea on rewarding officers.) It does not have to be anything fancy or of monetary value, but simply telling an officer that they did a good job and specifically defining what they did good can go a long way. After recognizing and rewarding, it is just as important that you promote them. In terms of promote, that means to mention them to upper staff, bring it up in briefing, etc. Bringing these positive behaviors to light, will not only help the officer’s career, but will give other officers something to strive for.

Columnist Ann Landers once wrote, “Opportunities are usually disguised as hard work, so most people don’t recognize them.” These 5 leadership lessons are nothing fancy or complicated. Years of research and development have not been done to come up with them. But, to successfully implement these leadership lessons in your daily routine as a supervisor it will take effort, time, dedication, and desire. As a supervisor, it is your job to recognize the opportunity.

Share your thoughts or comments with us below or on our Facebook page. Continue saving the world one call at a time and as always, LEAD ON!

Welcome to the Squad: New Officer Checklist

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The mission at Thin Blue Line of Leadership is to share positive leadership tactics with the field of law enforcement. Positive leadership and creating a positive squad culture begins the moment an officer arrives on the squad.

The world of law enforcement is hectic enough without having to reinvent the wheel every time a new officer gets assigned to the squad. Taking the time to establish a list of items to cover upon arrival promotes consistency, shows positive leadership, and continues the creation of a positive squad culture.

Below are some items to consider when creating a New Officer Checklist. They are in no particular order and each department and/or assignment may have their own specific items that should be included.

  1. Verify the officer knows their current chain of command.
  2. Describe the personalities of their new squad mates, their strengths, and the overall group dynamic.
  3. Go over squad expectations. Describe what a “rock star” looks like and how you plan to provide feedback consistently.
  4. Share any specific district/beat goals, issues, and initiatives that are on-going.
  5. Provide information on who to talk to regarding district resources and equipment.
  6. Ask the new officer about their background, family, strengths, goals, training they are interested in, and areas they would like to improve in.
  7. Ask the new officer what their expectations are of you as their new supervisor.

This list is not one to cram into the new officer’s first shift. Getting through the first 4 basic items will set them up with what they need to know immediately. The last 3 items will set the new officer up for future success.

 Is there anything else you would include in your New Officer Checklist?

Share your thoughts or comments with us below or on our Facebook page. Continue saving the world one call at a time and as always, LEAD ON!

The 3 Accountability Relationships in Law Enforcement

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The mission at Thin Blue Line of Leadership is to share positive leadership tactics with the field of law enforcement. Positive leadership cannot be achieved without recognizing the various levels of accountability that exist in law enforcement and learning to work those relationships.

Accountability is defined as the obligation of an individual or organization to account for its activities, accept responsibility for them, and disclose the results in a transparent manner. There are 3 primary accountability relationships within law enforcement: Department <–> Community, Department <–> Officers, and Supervisors <–> Officers. Each accountability relationship is a two-way street that must be equally travelled on both sides in order for there to be shared successes.

Department <–> Community

The relationship between a community and a police department is vital to both the safety of the community and the success of the department in providing that safety. Police departments are funded by tax dollars from the community they are entrusted to protect. The community is accountable to the department by giving them the funding to hire the proper number of officers, compensate them appropriately, and obtain the necessary equipment to meet the needs and expectations of the community. In turn, the department is expected to serve their community by treating them with dignity and respect at all times. Communities accept that police departments must at times use force, but expect it to be done with the utmost responsibility. Support from the community ultimately gives police departments the authority they need to get the job done. There cannot be an “Us versus Them” mentality in order for both side of this relationship to succeed.

Department <–> Officers

The relationship between a police department and their officers must be one of mutual respect and understanding. Officers must be accountable to the department that has hired them to hit the streets each day and keep the community they serve safe. The department must provide the necessary equipment, training, recognition, and pay to give their officers the most advantageous position possible for dealing with the law-breakers of the community. In other words, departments must take care of their officers and find ways to set them up for success. In order to demonstrate their success, officers must show through their community interactions and production that they are working for the wage they are being paid by meeting the mission and standards set forth by the department. Officers must have respect for the power bestowed upon them and be diligent in upholding the Law Enforcement Code of Ethics. Without officers there is no police department and without a police department there are no officers.

Supervisors <–> Officers

The relationship between supervisors and officers is the most direct accountability relationship of the three. There is direct influence on both sides based on the amount of contact, level of communication, and strength of connection developed while serving the community as a team. The supervisor must walk the tightrope of being the translator between the needs of the department and those of the officers. By taking the time to establish a positive squad culture with their officers and developing trust, the supervisor can take any department initiative, present it to their officers, and get buy-in. In turn, officers must be able to trust their direct supervisor and truly believe that the supervisor has their best interests in mind. As discussed in the blog “7 Macro and 7 Micro Ways of Creating a Positive Squad Culture” it is up to the supervisor to give their squad the “gift of going second” in establishing a trust-based relationship. Each side of this accountability relationship must give a little to gain a lot.

As written in multiple other Thin Blue Line of Leadership blogs, people are policing. Without strong relationships in these 3 areas of accountability; morale, trust, production, compensation and many other areas suffer. It would not be a stretch to say that on some level the events last month in Ferguson, Missouri are attributable to issues in at least one, if not all, of these accountability relationships. This is why these 3 relationships are so vital to policing.

Do you feel there is a more important accountability relationship we missed?

Share your thoughts or comments with us below or on our Facebook page. Continue saving the world one call at a time and as always, LEAD ON!

Saving the World One Call at a Time

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“We see the world, not as it is, but as we are – or, as we are conditioned to see it.” ~Stephen R. Covey

Creating the lens through which your officers view their “policing world” is one of the most valuable lessons a law enforcement leader can provide. Engraining the philosophy that they are “saving the world one call at a time” conditions them into viewing their “policing world” through a positive and successful lens.

As the sergeant or first-line supervisor, you are responsible for establishing the lens of your squad. Whether it is positive or negative is determined by you. Reminding your squad on a regular basis that they are “saving the world one call at a time” sets a positive tone. You alone have the contact, communication, and connection with your officers to consistently remind them why they do what they do. If an officer loses their “why” then they lose their “way.” Don’t let that happen!

Convincing your officers that they are “saving the world one call as a time” sends four very valuable messages . . .

SAVING THE WORLD

1. Your work has value. “Saving the world” . . . Every call an officer responds to or initiates has value. Responding to a commercial alarm call gives the business owner security. Making traffic stops enhances roadway safety. Helping with a disabled vehicle, taking a theft report, settling a family fight . . . value, value, value. Never allow yourself to say that your officers are “just doing their job.” If they are saving the world, can their work have any more value?

2. Passion for policing is essential. “Saving the world” . . . Passion should not be discouraged, but encouraged. Finding your officers’ strengths and helping them to develop in those areas will create passion. Passion solidifies their purpose both on your squad and in the department. Passion brings officers to work enthusiastically, not just for a check. Passion generates production without having to set quotas or make demands. Passion makes better officers.

ONE CALL AT A TIME

3. Focus on each call. “One call at a time” . . . The call they are on should be your officers’ sole focus. Each and every call presents its own unique challenges and circumstances. Law enforcement establishes policy and creates training in the name of officer safety as a matter of routine, but if the focus is not there, then all of the policy and training in the world will not matter. Use “saving the world one call at a time” as a reminder of the importance to maintain focus while handle calls properly the first time so they do not become recurring issues.

4. Do not let the negatives compound. “One call at a time” . . . No one gets to see what we see or do what we do. This can be both very positive and very negative. It is vital that you speak with your officers regularly about the mentally tough calls they respond to so the negativity does not build up on the psyche. Watch for subtle behavioral signs that negativity is weighing on them. Combat negativity by rewarding and recognizing the positive behaviors and effort that come out while handling a negative call. Say something like, “Hey, I know that was a really tough call, but you did a phenomenal job handing the situation. I’m proud to have you on the squad.” Just a quick line like that takes all of the weight out of the call and opens up a great line of communication between you and the officer.

“Saving the world one call at a time” needs to be a mental brand that is impressed upon your officers early and often. Having a consistent message for everyone to rally around while handling the daily grind of policing develops the unity that is needed for a positive squad culture.

Does your squad have a positive philosophy to rally around?

Share your thoughts or comments with us below or on our Facebook page. Continue saving the world one call at a time and as always, LEAD ON!

3 Keys to Squad Expectation Success

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The mission at Thin Blue Line of Leadership is to share positive leadership tactics within law enforcement. Positive leadership starts by creating a positive squad culture. In order to develop a positive squad culture, everything starts with the actions, attitude, and effort demonstrated by the sergeant or first-line supervisor on a day in, day out basis. They must demonstrate TRUST, CONSISTENCY, and SUPPORT for any positive squad culture to take hold . . .

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1. TRUST – To do what is necessary to develop a positive squad culture, you must trust in the process of creating culture and the success that it can bring your squad. If you do not buy into it completely, then neither will your officers. Trusting in the process means keeping your sights set on the goal and not being distracted by outcomes. A positive and productive squad culture serves in the best interest of both the department and the community. Consider what your 4 Words of Culture would be and then do what is necessary to start moving in that direction.

It will take time, there will be difficulties, there will be dissent, and until it is solidly established will require constant effort from you. Ultimately, what you get out of it will be well worth the time and effort given because your officers will succeed and enjoy being a part of a squad on a mission to serve. What 4 words would you want the culture of your squad to be described as?

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2. CONSISTENCY – For anything to be effective, it must be practiced consistently. Malcolm Gladwell’s book “Outliers” postulates that it takes approximately 10,000 hours of practice to become an expert at anything. Accomplishing the goal of creating a positive and productive squad culture that serves in the best interest of the community is no different. Being with the same squad for 10,000 hours is highly unlikely; so you must make every hour you are with your squad count.

Whatever the 4 words are you would want your squad to be describe as, they must be referred to on a consistent basis so your squad witnesses the trust and value you place in it. Establishing it starts by introducing the model to your squad, clearly explaining each piece, giving examples from previously shared experiences, and then explaining how it will define their actions and attitudes in the future. Finally, demonstrate its usage on a routine basis when out handling calls with your squad, dealing with citizen complaints, writing evaluations, and assessing production. The power of a defined culture is established by routinely reminding officers that this framework is the expectation that governs everything they do, how they react to situations, and how success will be evaluated.

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3. SUPPORT – Every great structure begins with support. Whether it is a simple card house, residence, or skyscraper; without a properly established support structure, it is only a matter of time before it crumbles to the ground. To support the desired culture, you must establish the support structure and continue to build it up over time. Start by posting the 4 words in your briefing room, or at least near your desk, so your officers see it on a daily basis. This shows value in the model and serves as a constant reminder of your squad’s belief system.

Should issues or situations that are in conflict with the expectations arise, address them promptly and in a direct manner. Being direct does not mean being rude as long as the conversation serves for the betterment of the officer and contains no ulterior motives. Address the conflict by discussing the issue/situation using the exact expectations and terminology born out of the model – Positivity, Activity, Teamwork, and Students.

The TBL Leader must be out in the field as much as possible demonstrating the application of the 4 words chosen to describe your culture. When you catch one of your officers properly applying the model, it is vital that they are recognized for doing so. Reward behaviors you want repeated! John Lubbock once said, “What we see depends mainly on what we look for.” Are you looking for the good or the bad when in the field with your officers? Each shift, the TBL Leader needs to go out looking for behaviors worth rewarding. Once your officers see what winning looks like under your supervision, they will reciprocate those actions and attitudes. If there is one trait that defines police officers, it is that they like to win. Show them how.

What else would you need to do to implement a positive squad culture?

Share your thoughts or comments with us below or on our Facebook page. Continue saving the world one call at a time and as always, LEAD ON!

 

Setting Squad Expectations: The R.I.D.E.S. Model

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The mission at Thin Blue Line of Leadership is to share positive leadership tactics with the field of law enforcement. Positive leadership starts by creating a positive squad culture. The R.I.D.E.S. Model is a framework for establishing squad expectations that support the goal of cultivating a positive squad culture.

RIDES Model

The purpose of establishing a framework is to create guidelines that are flexible to any situation’s circumstances, easy to remember, and easy to apply. The R.I.D.E.S. Model is a framework that is clearly defined and sets officers up for success. Consistency is established by routinely reminding officers that this framework is the expectation that governs everything they do and how they will be evaluated.

The R.I.D.E.S. Model directly addresses the two prongs that define culture – actions and attitudes. Actions and attitudes that fall within the framework of the R.I.D.E.S. Model should be rewarded as a matter of routine practice to reinforce desired behaviors. Rewarding positive behaviors will foster a positive squad culture where every officer knows how to excel under your supervision. Actions and attitudes that fall outside of the framework become easy to address because the model clearly defines the boundaries of what is acceptable. By regularly referencing the R.I.D.E.S. Model, common ground is already established to start conversations addressing issues of concern.

The R.I.D.E.S. Model – ACTIONS

The first task in establishing a framework that supports a positive squad culture is to clearly define what actions your officers are expected to do during a shift. These actions can be broken down into two categories: respond and initiate.

RESPOND: Any action not generated by the officer: report calls, domestic violence calls, fights, alarm calls, disturbances, emergency traffic, etc. Any paperwork generated on any of these calls for service would also fall into this category.

INITIATE: Any action generated by the initiative of the officer: traffic stops, check subjected, close patrols, consensual contacts, beat problems, motorist assists, etc. Any paperwork generated due to the initiative of the officer would also fall into this category.

These two actions, responding and initiating, are a simplified way of categorizing the plethora of actions that may be taken by an officer during any given shift. The expectation is that when the officer is not responding to activity, then they should be looking to initiate activity. On a busy shift with a lot of calls for service, there would be a rise in the amount of time spent responding to activity. On a shift with minimal calls for service, there would be a rise in the amount of time spent initiating activity. This does not establish any specific minimums or maximums limiting an officer’s activity level; nor does it define a hierarchy of actions. This allows officers the ability to work within their areas of strength and succeed accordingly. Obviously, there will be free or available time, but as long as it is not excessive, given the average activity level of the shift,  then it is to be expected and should not count against the officer.

The R.I.D.E.S. Model – ATTITUDES

The second task to establishing a framework that supports a positive squad culture is defining how your officers go about the actions of responding and initiating. There are three necessary attitude components to properly support the actions taken by your officers.

DECIDE: All decisions should be made based upon the law, department policy, best practices/procedures, officer safety, spirit of the law, equality, fairness, and in support of the department’s mission. A sound decision will apply all of these sources equally. As a TBL Leader, you should be conducting briefings with purpose to make sure your officers are trained in the most accurate and up-to-date information possible.

EVALUATE: Every decision, even those made with the best of intentions, should be evaluated as a standard practice. The more that is at risk in the decision, the more evaluation that should be done. Routinely discuss evaluation questions with your officers. When an officers calls you with a question about a call for service they are on, use these same questions to walk them through your decision-evaluation process instead of just giving them the answer. Examples of evaluation questions: What are the options? What evidence is present to support a particular decision? What is the ultimate goal of this decision? What was the decision made and how was it reached? Why was/is this the best course of action? What could be done better the next time a similar situation presents itself? The more officers practice evaluation, the less they will need external confirmation they are making correct decisions you support.

SERVE: Law enforcement serves to protect the community by establishing the thin blue line separating the good from the bad; order from chaos. In doing this, it is imperative for officers to recognize that they have chosen a profession based on service. This is NOT to be confused with being subservient. People are policing and as such officers must always remember their duty to serve their community, department, family, fellow officers, citizens, victims, and even the suspects. Throughout their careers, your officers are going to be asked to take on tasks or assignments that they do not like. The TBL Leader must consistently and strenuously remind them that the work they are doing is valued no matter how big or small the task. Serving is an officer’s “why.” When officers lose their “why,” they lose their way.

By operating within the framework of the R.I.D.E.S. Model, officers are given clear expectations related to time management, production, public interaction, officer interaction, decision making, evaluation thinking, etc. Discuss it daily. Walk through situations/scenarios using it. When you feel sick of talking about it, you will be about halfway to your squad fully accepting, understanding, and integrating it.

The absolutely vital key is for you, the TBL Leader, to consistently reinforce the model and explain the “why” behind it. What is the “why” behind the R.I.D.E.S. Model? To build and establish a positive squad culture that officers desire to be a part of because it is something bigger than themselves.

Do you think the R.I.D.E.S. Model could work in your department?

Share your thoughts or comments with us below or on our Facebook page.

The next blog at Thin Blue Line of Leadership will describe some specific real-world applications of the R.I.D.E.S. Model . . . Continue saving the world one call at a time and as always, LEAD ON!

14 Ways to Create a Positive Squad Culture

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“Workplace perks, which have been popular approaches to boosting workplace morale, ‘do not compare to the employee enjoying and feeling engaged in their work.'”   ~Doug Dickerson

Creating a positive squad culture must be at the top of the TBL Leader’s agenda. By frequently asking, “What can I do to enhance and support a positive squad culture?” the TBL Leader is steering the direction of their officer’s actions, attitudes, and effort for not only that shift, but well beyond.

Below are some specific actions that a TBL Leader can take to begin establishing, reengaging, or retaining a positive squad culture. These have been broken down into two categories – Macro and Micro Ideas. Macro are big, overall picture ideas and micro are small specific ideas. Both are necessary to achieving the overall goal of creating a positive squad culture.

MACRO IDEAS – The Big Picture

1. Don’t allow persistent negativity to permeate briefings. Identify issues, address them as a squad, and move on. In paramilitary organizations there is only so much control officers and sergeants have beyond themselves. Focus on your squad’s strengths and always ask what can we do better this shift. Nothing breeds positive squad culture as effectively as success.

2. Know the career goals of the officers on your squad. Continually be looking for ways to develop and promote them within the organization. Goal-specific trainings, temporary duty assignments, and public praise to higher-ups in the chain of command take very little effort on your part, but can yield great results.

3. Stop the gossip. Gossip is a killer within any organization by breeding mistrust and negativity. There will always be problems and frustrations, especially in law enforcement, but when the issue is being fueled by officers that have no way of or intention to solve the problem, then they are gossiping. If your squad has a gossip problem or a specific issue is creating gossip, step in quickly and either bring parties together that can address the issue directly or take the concern higher up the chain of command. Both of these options are moving towards a solution as opposed to just creating a larger contingent of gossipers. Once it is dealt with, it is done.

4. Be authentic with the officers on your squad. Share your values, goals, knowledge, and self on a regular basis. Tell officers about your family, calls you have experienced, mistakes you have made, and successes you have had. Leadership author Michael Hyatt says, “give them the gift of going second.” In other words, by going first you give your officers permission to trust, believe, and follow your leadership and then share themselves with you. As trained observers, it does not take a detective to pick up on a leader that it being guarded or has selfish motives.

5. Set clear expectations with your squad. Develop a framework for officers to work within so it is clear when they are meeting your expectations and know exactly what winning looks like under your leadership. There should be no guessing game when it comes to being successful. After reading this blog, write down 5 traits that define what a “rock star” officer would look like to you and then share that with your squad. If there is a vision you want officers to meet, it cannot be a secret.

6. Do not allow passivity and mediocrity. By allowing those behaviors to survive without consequence you are giving others permission to be that way as well. In the book EntreLeadership by Dave Ramsey he writes, “If you as a leader allow people to halfway do their jobs and don’t demand excellence as a prerequisite to keeping their job, you will create a culture of mediocrity. If you allow people to misbehave, under achieve, have a bad attitude, gossip, and generally avoid excellence, please don’t expect to attract and keep great talent. Please don’t expect to have a great culture.” What you inspire, you will create – this works for both positivity and negativity.

7. Have follow through. Just like pitching a baseball, without a good follow through, you have no idea where the ball is going to end up – over the catchers head, in the dirt, or in the batter’s ear. Every action you request or vision you share must be followed up on at regular intervals. Make your expectations known and then allow your officers to use their own ingenuity to accomplish the task or solve the problem. If you never come back to the request and just let it dissipate, your officers will feel like they have wasted their time, effort, and energy. How do you avoid this? Set clear expectations. Check in regularly. Praise progress. Reward results. Share success with your squad and give credit where credit is due.

MICRO IDEAS – The Close-Up Picture

1. Be the first one in the briefing room. Make this your priority, then being on time or even early will become the norm for your officers because you have set the example. Practice what you preach.

2. Set the tone with some good upbeat music prior to the start of briefing. You are in the briefing room early, might as well press play. Imagine walking into a briefing room with some AC/DC “Back in Black” playing or other artist depending on the taste of your squad – wouldn’t you feel more pumped up for the start of a shift? Stop the music just before you are ready to begin and it signifies to those in the room that you are ready to go.

3. Motivate with silent messages. Most briefing rooms have a white board or someplace where a good quote could be posted that speaks of hard work, motivation, success, officer safety, team work, leadership, etc. The best part is that you do not even have to say a word about it; just post it up and leave it for the week. With very little effort you have sent a message to your officers about what you believe. How many times do you think your officers will read it during that time? For example . . .

“What you do has far greater impact than what you say.” ~Stephen Covey

Unless you feel like it, you do not even have to search for the quotes – just follow @tbl_leadership on Twitter for multiple quote ideas each week.

4. Brief with a purpose. Take the time to plan out topics in advance that you would like to discuss with your squad throughout the week or, even better, the month. The key is to not be satisfied with briefings being a 30 minute “bull session” before hitting the road every day. Pulling up the occasional Police One video, while better than nothing, is still a far cry from what can be accomplished with advanced planning and a specific purpose. Obviously, given the fluidity of police work it is important to maintaining flexibility to allow for discussion regarding recent calls, successes, or issues that come up unexpectedly. Always be looking for “teachable” moments you can have with your squad.

5. Have your officers set monthly goals and share them with you. At the beginning of each month, have your officers email you or write down 2 – 3 goals/projects they want to focus on that month that are strengths of theirs – making more traffic stops, check subjects, contacting business owners, working a trouble address, spending more time in a particular neighborhood, finding DUIs, etc. It only takes them a couple of minutes, but provides you the invaluable opportunity to support/coach them on those goals/projects. By having consistent, on-going interactions with your officers regarding their monthly focus, you are in an excellent position to catch them doing good and making the most of their strengths. It also creates an easy conversation starter by saying something like, “Hey, how is it going in that neighborhood? Anything I can do to help you with that?”

6. Recognize success, winning, and commendations regularly in briefing. Read positive letters from citizens aloud and make them a big deal. Give out handwritten notes when you want to recognize an officer’s hard work, birthday, or support them through a rough time. Brag about an officer when a family member or friend comes on a ride-along. Post pictures up in the briefing room of officers after making a big arrest, demonstrating teamwork, initiative, or showing they are winning based on your definition. Simply put, spend more time catching people doing good rather than focusing on the negatives. Baseball players are All Stars for hitting the ball 3 out of every 10 at bats. A much higher success rate is expected of officers and their lives depend on it. Never talk down about the work done on a daily basis by your officers by using the excuse of “he just did his job.”

7. Identify the leader(s) on your squad. When something needs to change or a new policy implemented, talk to your squad leader(s) first and get them on board. Explain what the change is, how it is going to work, and then why it is important/necessary. The explanation must contain all 3 parts: what, how, and why in order for it to be effective. The squad leader(s) can then work behind the scenes to make the change or transition to the new policy a much smoother one than if it is just thrown out there and officers are told to “follow it or else.”

Inevitably, bad days and negative incidents are going to happen. As stated in last week’s blog, Robert Collier said “Success is the sum of small efforts repeated day in and day out.” By taking the time and making the extra effort to create a positive squad culture, a TBL Leader’s squad will be better prepared to “weather the storm” when those things that are out of your control present themselves. Why are they better prepared??? Because the TBL Leader’s officers believe in them and will do whatever it takes to protect the positive culture the squad has established.

What other ideas do you have for creating a positive squad culture?

Share your ideas and comments with us below or on our Facebook page.

The next blog at Thin Blue Line of Leadership will describe one way to establish a framework for squad expectations without setting quotas or limits . . . Continue saving the world one call at a time and as always, LEAD ON!