What are you doing as a leader to make police work rewarding, exciting, meaningful, and fun?
What are you doing as a leader to make police work rewarding, exciting, meaningful, and fun? How many of your direct reports have been disappointed by a lack of praise on your part? Does your staff believe that you value their work to the organization? Do you express your appreciation for their work and take it a step further by affirming their personal worth?
Do you know their strengths and weaknesses? Do they really think that you care about their welfare? Are you setting an example that motivates them to try harder, do a better job? Do you help your employees set goals for progression and advancement within the organization? Finally, when you cause a problem for them, do you acknowledge your mistake and apologize to them?
Think about all of the ideas and lessons learned in the previous chapters. Start asking yourself questions about decision making, evidencing values, maintaining integrity, communicating a vision, listening, and so on.
· Retention depends on job satisfaction and compensation. A leader influences the first, which is the most important of the two. I doubt many police managers would feel it necessary or be comfortable asking the above questions of themselves.
Rationalization
W. C. Fields commented about handling a nasty, unhappy person with, “At first you do not succeed, try and try again. Then give up. Don’t be a damn fool about it.” You should use every approach to correct the repetitive workplace monster. One-on-one conversations, psychological counseling, change in assignments, extra smiles … whatever. But at a certain point you must recognize to redirect your energies, micromanage the individual through progressive discipline, and help them to find other employment.
· Don’t keep an employee you wouldn’t rehire.