Competency Checkpoints
· • Most organizations have a few malcontents—even rule-and law-breakers—but while small in number, they can destroy the morale and reputation of a police agency.
· • Fortunately, for us, we are able to choose our behavior.
· • Self-deception is apt to cause blaming others for our own misdeeds.
· • Sloppy selection, wrongful retention and rationalization promise a problem worker.
· • The three “lines” of misconduct are legalistic, professional, and ethical.
· • All employees should read and sign any statement of ethics, policies, and code of conduct.
· • A direct and legitimate command requires obedience.
· • Having an internal affairs unit does not abrogate a manager’s need to exercise discipline.
· • There are several corrective steps for keeping a problem employee—the first and most vital is empathetic listening.
· • Discipline starts and stops at the top.
· • It is not your job to get even; it’s your job to stop bad behavior.
· • Bad bosses exert pervasive negative influence in the agency because of the sheer authority of their position.