Tag Archives: Culture

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Briefing with Purpose

“There are no secrets to success. It is the result of preparation, hard work, and learning from failure.” ~ Colin Powell
Success is absolutely about preparation, hard work, and learning from failure. As a leader of people, you have taken on the challenge of doing everything within your power to make your people successful. One of the best places to start doing that with your officers is in the briefing room. In law enforcement, the time that you get to spend with your entire squad together is extremely limited; therefore, it is up to you to make the most of it.

In my department, each patrol shift starts with a 30 minute briefing conducted by the squad sergeant. This is the only time that the squad has the opportunity to be together in same place at the same time without the next call for service pulling us away. (Most of the time.) There are many purposeful activities that can fill this time, but unfortunately they often just turn into “bull sessions” with no real purpose and become a waste of everyone’s time. Don’t get me wrong, there is a time and a place to have unplanned, open discussions in briefing so long as there is a purpose to it and it is not just a default due to a lack of planning on the part of the supervisor.

Prior to being a police officer, I was a math teacher for just shy of 7 years. I was educated on the importance of lesson planning, building themes, identifying “teachable” moments, and organizing curriculum. When you walk into a classroom of 30+ teenagers every day, you quickly come to understand how important organization is to facilitating effective learning. When I promoted to sergeant, these same lessons came flooding back to me and I found ways to modify the concepts to work within the given 30 minute briefing times I had.

As a patrol sergeant, I work four 10 hour shifts a week. I try to stay at least one week ahead with whatever I am planning for briefing training so I have some idea of where I am going and have time to gather resources or create them. With that being said, it is vital to not be overly invested in the briefing plan because things occasionally come up that may take precedent; such as a major call for service that needs to be discussed that offers some “teachable” moments. Below is an example of the form I used to plan my briefings . . .

lesson

Here was the thinking behind how my weekly planning was organized. DAY 1 was typically reserved for administrative topics. All of the emails, criminal info bulletins, policy updates, and more that needed to be to be shared with the whole squad were saved over the weekend for this day. The last thing I ever wanted was for administrative stuff to take over all of my briefings. I also found that the first day back to work for the week was usually not the best day for conducting briefing training. Once the admin stuff was out of the way, then I would end the briefing by recognizing some of the good work from the week before to start us off positively. This recognition was with the express intent of wanting to see those specific actions, attitudes, or efforts repeated by the squad.

DAY 2 and DAY 3 were reserved for Briefing Training. These could include any number of topics and may involve bringing in a guest speaker from another part of the department, using a short PowerPoint, leading a discussion on our successes/failures from a call, conducting a demonstration, putting together a scenario, watching a police-related video then discussing how it relates to our policies/practices/state laws, etc. There are so many great topics and activities related to our profession that can fit into a 30 minute time period to instigate learning and/or create culture. Ultimately, when planning briefing training, we are not trying to certify officers in anything, just share information so we are all on the same page.

DAY 4 was usually more relaxed. I would lead a discussion called “What did you learn?” in which each member of the squad would talk about one thing they learned or did differently this week on a call and if it was or was not successful. Finally, I would always end the last briefing of the week by recognizing some more of the fine work that had been done by my officers that supported our positive squad culture. There would also be an opportunity for them to recognize each other for things I may not have seen.

At the bottom of the weekly plan was a list of all of my officers. This gave me the ability to know who was or was not in briefing on a given day so either myself or an informal leader on the squad could follow up with them later regarding what we covered. As mentioned above, the power of having briefings with purpose comes from everyone being on the same page. Without this follow-up, you fall short on one of the best parts of having organized briefing plans.

With purpose, there is power. Time with the entire squad together allows a leader to communicate specific messages that puts everyone on the same page. This creates opportunities to share the mission, build squad culture, recognize good work, educate on policy/legal updates, discuss success/failures, and much more. Having these types of purposeful briefings are especially beneficial for newer officers, but also serve the purpose of being a reminder to the more senior officers about what is important.

I challenge you to find the time and make the effort to plan briefings with purpose and see the many positive benefits that come from it.

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!

1

Predictive Policing

“Whether you think you can, or you think you can’t – you’re right.”   ~ Henry Ford

 

Within the P-R-I-D-E Adaptive Decision-Making Model, the first step to making sound decisions, especially in moments of VUCA (volatility, uncertainty, chaos, and anxiety), is to Predict. Continuously predicting potential outcomes, solutions, reactions, perceptions, importance, and viability of decisions is how a person starts down one decision-making path or another. Because of this, predicting is a vital cog in the machine that is the human brain and it’s processing of stimulus when trying to make decisions. Unfortunately, the overall importance of predictive policing, in these terms, is rarely recognized properly in law enforcement discussions, debriefs, or trainings.

Below are 5 points to consider regarding the power and significance of predicting in law enforcement decision-making along with specific law enforcement examples . . .

  1. As mentioned earlier, predicting starts the decision-maker down a path based upon the goal the decision-maker wishes to accomplish. How an officer believes their initial decision will work out in relation to the goal guides them through their next several decisions until something in the situation changes. Take the act of deciding what to eat for breakfast. That one decision begins an entire path of decisions and corresponding actions that all started with a simple prediction about what would taste good for breakfast.

LE EXAMPLE: When an officer gets in their patrol car and drives away from the station, there are predictions made by the officer to decide where to patrol when not assigned to a specific call. Does the officer choose the busiest area where they are most likely to locate criminal activity or do they choose the slowest area where they are least likely to locate criminal activity? The officer is predicting criminal activity and that prediction starts them down a path for the entire shift. Make enough of these types of predictions one way or the other and suddenly the officer has started down a path for their entire career. They have created a reputation. Are they a go-getter or a member of the R.O.D. (Retired on Duty) Squad? Law enforcement leaders must assist officers in seeing beyond just what is in front of them and learn to think 2, 3, or even 4 steps down the road of their careers.

  1. Accurate predicting of possible outcomes shortens reaction time. When entering into any situation, predicting narrows the list of possibilities that may be faced which decreases an officer’s reaction time to whatever comes next. When a quarterback walks up behind his offensive line and surveys the defense, he is narrowing down the type of defense he is about to face once the ball is hiked. He will put receivers into motion, locate the middle linebacker, and look for any sign that may give away a possible blitz. If the quarterback’s prediction is correct, then his reaction time will be reduced which increases the likelihood of completing the play successfully. Hence the reason the best quarterbacks in the NFL practically live in the film room when they are not on the field. More experience equals better predictions.

LE EXAMPLE: Predicting  possible outcomes that could occur when conducting a traffic stop reduces an officer’s reaction time to how the situation actually plays out once the emergency lights are activated. Based upon how humans respond to high levels of stress, there are three options that can manifest themselves to varying degrees – freeze, fight, or flight. Based on this, an officer should predict that the driver could pull over normally to submit to the stop, pull over to commence an attack, or flee in the vehicle. Once all of those options are considered, then the officer’s reaction time to respond to the driver’s actions will be quicker. Accurate predicting greatly increases officer safety in any situation because law enforcement is always reacting to the actions of others. If action is always faster than reaction, then law enforcement officers must do everything possible to reduce their reaction times. It starts with predicting. Law enforcement leaders can support this type of predictive thinking by playing the “what if” game with their officers and table-topping scenarios with varying circumstances to cover a broad spectrum of predictions.

  1. Predicting and weighing both sides of an issue is another form of predicting that occurs before nearly every decision. The greater the decision, the more time that should be spent predicting possible pro’s and con’s for comparison. The key is to recognize that pro’s and con’s are just predictions and not reality; at least not yet. They must be weighted based upon their reasonableness of occurring which leads to more predicting.

LE EXAMPLE: Predicting and weighing both sides of an issue can be exemplified in making the decision to go for a promotion or not. This is a huge decision that undoubtedly requires great consideration of all the possible good and bad that could come with it. A thorough comparison of possible outcomes, leads to making a better overall decision. Law enforcement leaders can help their officers with making predictions about major decisions like this by being accessible to their officers as a person, not just a boss. Be the kind of leader that is available as a mentor and willing to share thoughts on the topic at hand. When going into the unknown, everyone values the experience of someone who has been there and done that because it assists with making their predictions more accurate.

  1. Predicting what other people will think about a decision also greatly influences our decisions. Humans have a tribe mentality because, back in the day, tribes were a way to keep us safe from danger. Therefore, humans are greatly concerned with what others may think of their decisions. The underlying fear is that if other members of the group do not agree with my decision, then I may be shunned by the group which inherently makes me isolated and unsafe. As kids, everyone remembers being told that their decisions should not be based upon what others think, but let’s be realistic. Every decision ever made, at least to some degree, includes predicting what someone else will think about it – boss, fellow officers, friends, mother, wife, etc. As kids it was called peer pressure and it still exists as adults.

LE EXAMPLE: This type of predicting can best be exemplified through a squad culture example. If a new officer gets assigned to a squad where the entire squad always talks in briefing about misdemeanor crimes being a waste of time and that felony crimes are the only “real” crime, then that officer is going to be influenced into minimizing or ignoring misdemeanor crimes and only look for felonies. While felonies encompass the most serious crimes, there are important aspects to the job of a patrol officer that require investigating and arresting for misdemeanor crimes. But because this new officer does not want to be risk being shunned by those in his “tribe,” he may neglect misdemeanors even if he personally does not believe the same thing. This is the power of predicting and why law enforcement leaders must be extremely careful with the culture they create and/or condone within their squads. Everyone reading this should be able to recall any number of bad law enforcement cultures that have made it into the news at one time or another. Predicting social isolation by the “tribe” is what allowed those bad cultures to continue to exist as long as they did instead of someone stepping up to stop them.

  1. Predicting sets a tone. If after receiving the initial information regarding a situation an officer’s first thought is “this is going to suck,” then a negative tone has been set. The reverse is also true. If after receiving the initial information regarding a situation an officer’s first thought is “this is going to be awesome” or “I can handle this” then a positive tone has been set. This is such a powerful example of predicting because tone casts a shadow over everything that follows it. This is the definition of a self-fulfilling prophecy and it is all based on predictions.

LE EXAMPLE: When an officer goes to training there will be immediate predictions made. Either this training is going to suck or this training is going to be awesome. How do you think it ends up? The vast majority of the time it will end exactly as it was initially predicted no matter how good or bad the training really was. If the officer’s mind was changed from one way to the other, how much work did that take to overcome the prediction? A lot. This is the power of the Predict Phase and how it can set a tone. This is the primary reason law enforcement leaders must be aware of the tone they set in briefing because soon afterwards their officers will be hitting the road making situational predictions that originate from either the positive or negative tone set by the leader. Leaders must also help officers recognize that having control of their actions, attitude, and effort empowers them and alleviates negative victim thinking which gets replaced by a powerful sense of positive self-control. This line of thinking sets a positive tone for even the most challenging of circumstances.

To support and develop sound decision-making, law enforcement leaders must get into the habit of having conversations with their officers regarding decision-making that goes all the way back at the Predict Phase. This can be done by asking questions such as . . .

“What did you think this incident was on your way there?”

“How did you think they would respond to that action?”

“What was your intent before you did that?”

“How did you prioritize your response?”

By asking these types of questions, law enforcement leaders can ascertain who is predicting and who is not. What they will discover is that officers that get the most complaints, violate policies/procedures routinely, and negatively impact the team usually do little, if any, predicting. On the other hand, officers that are great beat cops, effective communicators, tactically sound, and positively impact the team in multiple ways do an excellent job of predicting.

If a law enforcement leader want good decision-makers, then they must teach, share, and discuss predictive policing. Every decision starts with Predict.

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!

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Leading with P-R-I-D-E

“Leadership is influence; nothing more, nothing less.”  ~ John Maxwell

The most fundamental building block of policing is decision-making.

  • Make contact or leave the person alone?
  • Ask or command?
  • Search or don’t search?
  • Arrest or don’t arrest?
  • Shoot or don’t shoot?

These are just a few examples of major decisions made by officers every day regarding issues of communication, search/seizure, arrest authority, and use of force. These decisions, along with an insane amount of lesser ones, get them through each shift – most of the time good, sometimes not so good dependent upon their decision-making. Law enforcement leaders must understand how they can influence officer decision-making because safety, public trust, and lives are on the line. To put it bluntly, they must learn to lead with P-R-I-D-E.

Policing is a very complicated profession and inevitably mistakes are going to happen. Therefore, law enforcement leaders must proactively discuss decision-making with their officers in terms of the process, not just in terms of right or wrong after the fact. While officers makes their own individual decisions, it is the leader that creates the environment they work in. That environment can either nurture or devastate good decision-making.

pride

Part of the P-R-I-D-E Adaptive Decision-Making Model is a large blue circle with the following words written around it: Culture, Mission, Goals, and Why. This is the Leadership Circle. All decisions are influenced by this circle because culture, mission, goals, and why create the lens through which officers view their policing world.

If there is a squad of lazy, negative officers that are constantly getting into trouble, it is absolutely related to the environment of culture, mission, goals, and why allowed to exist by their “leader.” If there is a squad of hard working, positive officers that are constantly being recognized for their excellent work, it is related to the environment of culture, mission, goals, and why created by their leader.

CULTURE: Culture is simply defined as the prevailing actions and attitudes of a group over time. The leader of a group must play a significant role in setting the culture. The key to setting a culture is that the leader knows what they want their culture to be. Once the desired culture is defined, then the leader must identify ways to reward actions and attitudes that promote that culture. If a leader fails to define and implement their desired culture, then another one will form and the leader is no longer leading. For more on culture development, see our blog “Culture in Just 4 Words.”

MISSION: Mission starts with the department’s mission statement which is usually posted on a wall somewhere. Leaders must find ways to take the words off of the page and make them part of the culture as defined above. On a smaller scale, each call for service officers respond to has its own more specific mission. Identifying the purpose of a mission is a must for operational success. Many times, the mission can be defined by the role(s) that must be played by the officer in order to achieve a successful outcome. Does this call need a guardian, a warrior, a caretaker, a social worker, or an enforcer? Understanding large scale and small scale missions is important to good decision-making because mission sets the vision. For more on mission, see our blog “Shifting Gears in Policing.”

GOALS: Goals can exist on multiple levels; for example, department goals and personal goals. Many departments set goals for their officers with the intention of creating a method for tracking their officers’ activity or productivity. Where many departments fail with goal setting is that they set arbitrary goals that are not tied to their mission. In other words, there is no understanding as to why the goals exists or the purpose they serve. Department goals must be tightly correlated to the department mission to give them meaning to the officers and to provide meaningful information to upper staff. Personal goals should be set by the officers and related to their desired career path. Their career path sets a long-term vision which enables the officer, hopefully with the assistance of their leader, to determine specific goals that can be worked on each shift. Meeting incremental personal goals are the building blocks to an officer getting where they eventually want to go within the department. Leaders should put this into perspective for their officers so they understand that each shift is essentially part of the interview for their job of the future.

WHY: No one goes into law enforcement because they are going to get rich or be famous. Deep down there is something special in each person that decides to pin on a badge that drives them to run towards conflict, put their lives on the line, and serve a community. Whatever the reason, that is their personal why. The why fuels the fire to continue working when times get hard and empowers officers to go above and beyond when those opportunities exist. Law enforcement leaders must help officers identify their why, be able to articulate it, and help them hold tight to it for the entirety of their career.  For more on why, see our blog “HELP WANTED: Police Officers.”

When a person chooses to promote within a law enforcement organization, they essentially have raised their hand and said, “I’m willing to lead.” It is not permission to do less, but a mandate to do more. Leading takes effort. Leading takes skill. Leading takes caring. Leading takes passion. To build influence in officer decision-making, those that promote must stand up and lead. They must create environments that focus on culture, mission, goals, and why. The leaders that take the time and make the effort to create these positive environments will be rewarded by the outcomes seen in their officers’ decision-making and they will spend less time running around putting out fires created by a bad environment.

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!

books

TBLL Leadership Reading List

Culture can be nurtured within a law enforcement organization in a number of different ways. I have been fortunate to have multiple opportunities to positively affect my department’s culture by being involved in the Field Training Officer (FTO) Program, as a trainer of Field Training Officers, as a Sergeant, as a Sergeant Field Trainer, and by assisting in the develop of our department’s leadership-based sergeant selection process. All of these opportunities have enabled me to develop a level influence within the culture of the department that I take very seriously. So, when I was asked by a sergeant test candidate what has influenced my personal leadership style and what resources I have used to develop the material that comes out on Thin Blue Line of Leadership, I decided to provide my recommended leadership reading list.

These books have been vital in the development of Thin Blue Line of Leadership content, my own leadership style, my community interactions, how I operate within my department, and also how I operate with my squad of officers. I can vouch for the value in all of them as there are multiple concepts that I have implemented from each of the books listed below. If you are not a big reader or just do not have the time, all of these books can be purchased and listened to by using the Audible app on both Apple and Android devices. About half of these books I listened to while driving in to work and the rest were read the old fashioned way.

These books were all written from the perspective of the business world; not policing. Therefore, as I read each of them, I continually asked myself “How does this apply to policing?” and “How do I incorporate these ideas into my squad/department?” Then I molded the ideas I liked into my leadership style, community interactions, department interactions, and/or squad expectations. For two of these books I have written a law enforcement synopsis and those are linked in the book titles. I have also linked each book’s picture to Amazon in case you are inspired to buy any of the books mentioned.

In case you are wondering, I do not work for Amazon or any of these publishing companies. I simply want to share some good leadership knowledge with you. Enjoy . . .

Start with Why     Leaders Eat Last     Entreleadership

Start with Why by Simon Sinek

Leaders Eat Last by Simon Sinek

Entreleadership by Dave Ramsey 

First fast fearless      Energy bus     Training Camp

First, Fast, Fearless by Brian Hiner (Ret. Navy Seal Lieutenant Commander)

The Energy Bus by Jon Gordon

Training Camp by Jon Gordon

Hard Hat     Soup     You Win

The Hard Hat by Jon Gordon

Soup by Jon Gordon

You Win in the Locker Room First by Jon Gordon

Turn Around     Failing-Forward     Miserable

Turn the Ship Around by David Marquet

Failing Forward by John C. Maxwell

The Three Signs of a Miserable Job by Patrick Lencioni

Five Dysfunctions     The ideal Team player     Good to GReat

The Five Dysfunctions of a Team by Patrick Lencioni

The Ideal Team Player by Patrick Lencioni

Good to Great by Jim Collins

I truly hope you get as much out of each of these books as I did. Please let me know if you have any reading suggestions for me and I’ll check them out.

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!

miserable

3 Signs of a Miserable Law Enforcement Job

“High school kids at In-N-Out Burger and Chick-fil-A are doing largely the same job that kids at any other fast-food restaurant are doing, and yet there are a lot fewer miserable jobs at In-N-Out and Chick-fil-A. The difference is not the job itself. It is the management. And one of the most important things that managers must do is help employees see why their work matters to someone. Even if this sounds touchy-feely to some, it is a fundamental part of human nature.”     – Patrick Lencioni

3signs

The premise of the book “3 Signs of a Miserable Job” by Patrick Lencioni is simply this – staying in a miserable job can have severely negative consequences on a person mentally, physically, and emotionally. These consequences can affect a person’s life both personally and professionally and it does not have to be that way. The good news is that, as supervisors, we have the ability to combat the 3 signs of a miserable job and it really is not that complicated.

Here are the 3 signs of a miserable job . . .

  1. ANONYMITY

“People cannot be fulfilled in their work if they are not known. All human beings need to be understood and appreciated for their unique qualities by someone in a position of authority. . . . People who see themselves as invisible, generic, or anonymous cannot love their jobs, no matter what they are doing.”

  1. IRRELEVANCE

“Everyone needs to know that their job matters, to someone. Anyone. Without seeing a connection between the work and the satisfaction of another person or group of people, an employee simply will not find lasting fulfillment. Even the most cynical employees need to know that their work matters to someone, even if it’s just the boss.”

  1. IMMEASUREABILITY

“Employees need to be able to gauge their progress and level of contribution for themselves. They cannot be fulfilled in their work if their success depends on the opinions or whims of another person, no matter how benevolent that person may be. Without a tangible means for assessing success or failure, motivation eventually deteriorates as people see themselves as unable to control their own fate.”

In relation to law enforcement, if an officer is miserable in their job due to the factors of anonymity, irrelevance, and immeasurability, then what is the cost to them personally, their squad, their department, and the community they are supposed to be serving? Personally, they carry their misery home which adversely affects their family life. They become the salty grump in the back of the briefing room that complains about everything and sucks the energy out of all around them. To the department they are a liability because of the negative impact on the culture and the unpredictability of their actions on the road. The community suffers because the miserable officer represents the worst of the police department which erodes public trust and makes the job that much more difficult for the officers that are not miserable. How many officers are you picturing in your head right now that match this description of a miserable officer?

Here are 25 ways law enforcement supervisors can combat anonymity, irrelevance, and immeasurability . . .

ANONYMITY

  1. Create a team atmosphere within the squad where it is believed that we is greater than I.
  2. When you get a new officer, meet with them individually and get them on board with the squad culture from day one.
  3. Recognize good police work in briefing. What you reward will be repeated.
  4. Have officers debrief good calls for service and share their expertise and successes with others.
  5. Get out of the office and on the road with your officers. Try to get on a call for service or backup each of your officers during each shift, if time allows.
  6. Rotating having officers conduct briefing training based upon their policing strengths and interests.
  7. Meet with officers regularly to discuss their career goals and seek out opportunities to help them fulfill those goals.
  8. Get to know your officers’ families. Create opportunities for them to all get together with the other families of the squad.
  9. Send handwritten thank you notes to your officers’ spouses or significant others to let them know that you appreciate the commitment that the families make to law enforcement, too.

IRRELEVANCE

  1. Making policing relevant is about getting back to the “why.” Know why you chose to become a police officer. Know why you chose to be a supervisor. Share your why with your officers. Get to know their why, find opportunities to relate their why to calls for service, and discuss the relationship in briefing.
  2. As a supervisor, you set the tone and create value in community service. If it is important to you, it will be important to them.
  3. Promote public commendations in briefing by reading them aloud for all your officers to hear.
  4. Teach your officers to be good beat cops and take pride in their assigned part of the city.
  5. Get away from the term customer service and focus on community service. The term customer service cheapen what we do as police officers and builds irrelevance.
  6. Have discussions in briefing regarding who your officers serve. Point out that they serve not only the community, but they also serve each other. Discuss that you, the supervisor, are there to serve them.
  7. Teach your squad to have a focus on finding solutions while on calls for serve; not on producing statistics, being a band aid, or handling them as quickly as possible.
  8. Exemplify and promote a culture of positivity on your squad through your actions, attitude, and effort.
  9. Provide good feedback and evaluations to your officers. In return, ask for them to do the same for you.

IMMEASUREABILITY

Of the 3 signs of a miserable job, immeasureability is the most difficult for law enforcement supervisors to deal with directly. There is no limit to the number of statistics that can be measured for each officer: calls for service responded to, self-initiated activities, arrests made, tickets written, response times, amount of time spent on each call, number of community policing activities, etc. The question becomes, are we measuring the right things?

  1. Clearly define what the “rock star” police officer would do on a “perfect” shift based upon the mission, vision, and operational goals of the department.
  2. Determine what statistics officers and/or the department have the ability to capture that correspond to the “perfect” shift. If part of the “perfect” shift includes community policing and/or positive interactions with the community, then a way to count those interactions must be determined, as well.
  3. Set specific goals based upon what the “perfect” shift would look like that clearly define what success looks like for officers and provide them with a way to track those numbers.
  4. Ultimately, whatever is chosen to be measured must be supported by the officers’ direct supervisors because the direct supervisors will give the statistics being measure their value.
  5. Supervisors must assist officers in seeing the positive perspective to their seemingly negative activities like making arrests or writing tickets.
  6. The question to be answered is how do you measure community policing activity effectiveness? Do you count the number of positive citizen commendations, the number of people that say “thank you” after being arrested/written a ticket, or the amount of time dedicated to solving beat problems? This is where the difficulty in the measurability of policing comes into play and must be answered by departments everywhere.

There are many more ways to combat anonymity, irrelevance, and immeasurability in policing. If these 3 signs of a miserable job are not addressed by law enforcement supervisors, then they will have to deal with the miserable officers they are allowing to be created.

“If you’re still not convinced that this makes sense or that it applied to you, this would be a good time to consider resigning your position as a manager and finding a role as an individual contributor.”  – Patrick Lencioni

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!

Stripes Rectange

10 Steps for Teaching Leadership in Law Enforcement – Part 1

“The rank of office is not what makes someone a leader. Leadership is the choice to serve others with or without any formal rank. There are people with authority who are not leaders and there are people at the bottom rungs of an organization who most certainly are leaders. It’s okay for leaders to enjoy all the perks afforded them. However, they must be willing to give up those perks when it matters.”

~ Excerpt from Leaders Eat Last by Simon Sinek

 

A couple of weeks ago, I received a direct message on Twitter that asked the following: “I was in the military and have been a police officer for 10 years. I would love to hear how you teach leadership. I’m not trying to be a doubter, but I work for some non-leading people who don’t know or understand leadership or how to lead.”

First, let me say how unfortunate it is that you are currently working for “some non-leading people.” I can empathize with how you are feeling and guarantee you are not alone in that feeling. In fact, most law enforcement agencies have their fair share of “non-leaders” who are in positions of higher rank. Policing is a noble profession with an amazing purpose and plenty of fun, exciting moments; but all of that can be overshadowed by working for a “non-leader.”

Law enforcement agencies hire people from many different facets of life. Some come from the military, some come from the business world, and others come straight out of college. Every one of these people enter the law enforcement profession with many different prior experiences and therefore different definitions of leadership and what it should look like. To teach leadership within a law enforcement agency, this fact must be addressed.

It is imperative that law enforcement agencies develop a strategy for teaching leadership and developing leaders within the organization from the moment an officer is hired and throughout the entirety of their career. Only then can an agency begin to achieve leadership excellence throughout every level of rank.

Here are the first 5 steps for teaching leadership in law enforcement:

  1. Hire Leadership Potential

Teaching leadership starts by hiring the right people. In order to develop leaders, an organization must identify people in the hiring process that are self-reflective, values based, and authentic. They must possess the capability to assess themselves and their actions honestly. An ability to identify both strengths and weaknesses is vital in the development of a leader. Their values must be clear because as a police officer they are going to be given great power and we all know that with great power comes great responsibility. Clear values also make decision making easier and good decision making is a key characteristic of good leaders. Authentic people know who they are. They are comfortable with themselves and can therefore withstand the pressures of the job; both inside the organization and out. If this were easy, every law enforcement agency would do it. In order to find these people in the hiring process, the true leaders within the agency must be involved in the process at all levels. This is key because those that are true leaders and have seen true leadership possess the unique ability to spot other leaders.

  1. Define Leadership

In order to define leadership, a law enforcement agency must start by defining its desired culture. Culture should answer questions like the following: Who do we want to be? and What are we all about? As mentioned in previous blogs, culture is made up of an agency’s prevailing actions and attitudes over time. Defining desired actions and attitudes creates the culture. (Example “Culture in Just 4 Words”) Only when a clear vision of the desired culture exists can specific leadership characteristics be defined. Defining leadership means thinking about the desired culture and asking the following question: What specific actions and attitudes do leaders within the organization need to be exemplifying in order to promote the desired culture? (Example “The 10 Law Enforcement Leadership Commandments”) Do not confuse this with a generic department vision or mission statement. Defining leadership means to identify specific actions and attitudes that leaders and developing leaders should be applying to everything they do and every decision they make.

  1. Learn about Leadership

True leaders are lifelong learners. They recognize that there will never be a point in their career when they can just relax, stop learning, and become stagnant to knowledge. To create this atmosphere of lifelong learning, law enforcement organizations must encourage and provide leadership education. In the same way officers train regularly in defensive tactics, firearms, and legal updates, leadership training should be just as regular. Too often, leadership training is left up to individuals to seek out their own learning. If an agency takes the time to define their own style of leadership, then they should be supporting it with training that builds off of their leadership definition. Departments can encourage discussion groups at each level of rank where similar challenges and successes can be shared with each other. Develop a preferred leadership reading list that contains books that support the definition of leadership chosen by the department. Here are some books that have defined my definition of leadership: Start with Why by Simon Sinek, Leaders Eat Last by Simon Sinek, You Win in the Locker Room by Jon Gordon, The Energy Bus by Jon Gordon, First Fast Fearless by Brian Hiner, EntreLeadership by Dave Ramsey, QBQ! by John G. Miller, Turn the Ship Around by L. David Marquet, Failing Forward by John C. Maxwell, The Three Signs of a Miserable Job by Patrick Lencioni, and The Five Dysfunctions of a Team by Patrick Lencioni. I have personally read all of these books and this same list is given to anyone within my department that has a desire to learn more about leadership.

  1. Identify Informal Leaders

If a department adheres to Step #1: Hire Leadership Potential, then it is imperative that the current leaders within the organization keep a constant watch for officers that are demonstrating leadership potential from informal positions. Here are a few key behaviors that identify informal leaders: They teach others how to be better officers. They learn from their mistakes. They take the lead on calls for service. They absorb learning about the job. They do not fear hard work. They find ways to help others. They bring others together. They are not scared to give or take advice. They are active participants in briefings. They are always looking to be the best officer they can be. They stay positive and seek solutions when issues arise instead of mindlessly complaining. Once identified, find ways to recognize and reward their leadership behaviors. This will not only reinforce the leadership behaviors of the informal leader, but will also spark other officers to follow their example. (Example “A Law Enforcement Recognition Idea”)  It is also necessary to keep these informal leaders stimulated by involving them in discussions about leadership or introducing them to the department leadership reading list – See Step #3: Learn about Leadership. Finally, challenge these informal leaders to start planning and doing what is necessary to move into more formal leadership roles within the department such as testing for a specialty unit or becoming a field training officer (FTO).

  1. Leadership-Based Field Training Officers

Creating a leadership-based FTO program starts with going back to Step #2: Defining Leadership. Basing the testing and selection criteria off of this definition is key. The defined actions and attitudes that the department identifies as the qualities it wants its leaders to exhibit should be used to create test questions, oral board questions, and/or scenarios. The candidate pool should primarily be filled with the informal leaders identified in Step #4: Identify Informal Leaders. Once selected, FTO School should not only be based upon reinforcing the defined leadership characteristics, but also on instructing/evaluating in one-on-one situations, progressive trial/error based learning, positive engagement, and situational decision-making. Unfortunately, many FTO schools spend the majority of their time on administrative tasks, documentation, and strict policy adherence to mitigate liability. While these are important, leadership-based FTO programs should be built upon the belief that a trainee does not care how much the FTO knows until the trainee knows how much the FTO cares. This belief is most easily ingrained into new FTO’s if they have had it exemplified to them by their FTO’s and experienced the success that can be had from it.

These are the first 5 of 10 Steps for Teaching Leadership in Law Enforcement. The next blog post will continue with Steps 6 through 10.

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. Inspired leaders, inspire cops, improve policing, create better communities. It’s just that simple! 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!

handshake

A Simple Gesture

I am a police officer that just happens to have the rank of sergeant. I have 8 police officers that work with me to keep the community we serve safe on one of the toughest work schedules and largest districts in the department.

One week a few months ago, due to scheduling issues out of my control, my squad of 8 officers was reduced to just 4. I knew that we were going to be slammed handling the same amount of calls for service that usually come in, but with half the number of officers.

At the beginning of each shift that week, I walked into the briefing room and extended my hand to my 4 officers for a handshake. I told them that I appreciated them being there and for all of the hard work that we knew was ahead of us.

What I found was that the simple action of shaking their hands in advance of what was before us served two purposes:

  1. The handshakes demonstrated respect for my officers by showing appreciation for their presence in the face of a tough situation.
  2. The handshakes also negated the negative of the situation and turned it into a positive to be fought through as a team, not to be put out by.

In recognizing the power of this simple action, I felt compelled to find a way to continue building the same connection with my officers that started with these simple gestures. With the busy week over, I had the weekend to consider how I was going to use it going forward.

I walked into our squad briefing the next Wednesday and looked around at my 8 young officers ready to hit the road. Without thinking about it for a second, I extended my hand and began walking around the room shaking each of their hands and saying, “Thanks for being here.”

To this day, I start every Wednesday briefing just like that. Do not underestimate the power of a simple gesture and the positive effect it can have on your officers.

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 and 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!

culture

Culture in Just 4 Words

THE SETUP: A few months ago, another sergeant asked how my squad of mostly brand new police officers was having such great success on the road and in the community. I attributed it to the culture that we had created as a squad in the briefing room and then worked hard to exemplify each shift on the road. When he asked what my squad’s culture was, I quickly rattled just 4 words – Positivity, Activity, Teamwork, and Students. As I said these 4 words aloud, the other sergeant looked at me like I was holding out on him and I replied, “No really . . . that is our culture in just 4 words and it works.”

I have previously shared my old squad expectations in the blog entitled: Squad Expectations: THE P.R.I.D.E.S. MODEL. The P.R.I.D.E.S. Model worked well and helped us get where we were, but I knew in my gut that these 4 words I had just uttered in conversation could be even better.

THEN IT HITS ME: The realization that came to me as we continued this conversation was that a strong, sustainable culture should be just that easy to define, explain, understand, and apply. Culture has to be tangible and not just something that is said. It was at this moment that I knew I needed to redo my squad expectations to match what had just been said. Then everything we have been doing on the road would be in alignment with what we have been talking about in the briefing room.

culture1

THE HOW: I pulled out a piece of paper and divided it into 4 boxes. At the top of each box I wrote one of the words that I had told the other sergeant about – Positivity, Activity, Teamwork, and Students. Knowing that culture is defined by our actions and attitudes, I made sure that I could define each of the words in terms of both. Here is what I came up with . . .

POSITIVITY

  • Know your “why.”
  • Community service – treat everyone with dignity and respect.
  • Do the right thing, at the right time, for the right reasons.
  • Recognize each other for good police work.

ACTIVITY

  • Strive to be the most active squad in the city.
  • Calls for service are our priority, but initiative fills the gaps.
  • Take pride in your beat, know your beat, and work it as such.
  • Be a leader on calls – step up where others fear to.

TEAMWORK

  • We before I.
  • Many hands make light work – have a “how can I help” mentality.
  • We back each other up – stay safe.
  • No gossip, no complaining – find solutions.

STUDENTS (of Policing)

  • Get involved – policing is experiential learning.
  • Don’t fear mistakes, learn from them.
  • Remain humble and continue learning.
  • Take training seriously; especially use of force and constitutional rights.

The above 4 words and defining bullet points are what best describe the actions and attitudes of my squad and what we want to project to everyone we interact with in the department and the community. The next step was presenting it to the squad.

THE PRESENTATION: On the presentation day, I explained to my 8 officers the conversation I had with that other sergeant and how this all got started. As I spoke about each of the 4 words and their corresponding bullet points, I used specific examples of times when I had seen these actions and attitudes displayed previously by them. I wrote each of the words on the outside of a box that I had drawn on the whiteboard. When everything was said and done, I explained that if everything they said or did on this job could fall into the confines of this box then they would know that they were doing policing the right way. It is only when actions and/or attitudes don’t fit into that box that problems occur and build distrust between police departments and their communities.

culture2

REINFORCEMENT: Whenever a new squad member comes to the squad, I go over these same 4 words in the same way as described above. The only thing that changes are newer, better examples. This serves 2 purposes. First, it reinforces the importance of our culture to the officers that have heard it before and keeps it fresh in their memory. Secondly, by going over this on the new officer’s very first day of joining the squad it solidifies how important we take our culture and begins to quickly assimilate them into the fold. If there are no new officers coming to the squad, then I make sure it gets discussed at least once every couple of months.

Between squad expectation presentations, it is vital to positively reinforce the desired culture. Whenever my officers handle a tough call, solve a problem, or demonstrate a great attitude about a tough situation; I make sure to mention it in briefing the next day and thank them for their outstanding service and commitment to our squad expectations. I make sure to specifically attribute whatever they did to the words it best corresponds to. This has gone over even better than I expected. In fact, they now recognize each other in briefing when they see something on a call that I was not able to get to. This reinforcement creates a positive cycle that just continues building and building and building.

THE CHALLENGE: Obviously, if you are still reading this far into the blog I have peaked your interest. Answer the following questions to get you started . . .

  1. If your squad was running exactly the way you wanted it to, what 4 words would you chose to describe your squad’s culture?
  2. Once you know your 4 words, list 3 – 5 specific actions or attitudes for each word that exemplify specifically how you would like to see that word expressed by your officers.
  3. Present your 4 words to your squad.
  4. Take the time and make opportunities to positively reinforce the 4 words of your culture.

Squad expectations need to be about establishing culture; not rules. Police departments have plenty of rules, laws, and policies to follow; that’s what those big books of general orders and revised statutes are for. If you get the culture right; the rules will take care of themselves. So, I challenge you to discover your 4 words and get them out there to your squad.

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 and 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!

components

3 Components to Law Enforcement Leadership

There is a simple formula for effective law enforcement leadership and it’s made up of just 3 components. First, build positivity within your officers. Next, make your officers feel like they belong. Lastly, give your officers direction. Below are the 3 components to law enforcement leadership and a few examples of how leaders can apply each of them to their team, squad, district, precinct, or department.

  1. Build positivity within your officers.

People are instinctively drawn to things that make them feel positive about themselves. As a leader it is imperative to consider how your actions and attitude make others feel about themselves. After someone is done talking to you or after you finish conducting a briefing, what is the general feeling when it is over – do they feel positive or negative? Here are 3 ways to make officers feel positive about themselves when you are around . . .

  • Help officers identify and remember their “why.”
  • Recognize and reward good police work routinely.
  • Find ways to serve those you wish to lead.
  1. Make your officers feel like they belong.

As police officers, there is already a jump start on this component due to the natural brother/sisterhood created just by putting on the badge. But, it is vital to maintain that feeling throughout the entirety of a 20 – 30 year career and to do that it must be a major component of your leadership. Develop a team within your realm of leadership and bring the officers that work with you into the fold as quickly as possible.

  • Build a team atmosphere where everyone works together to create success.
  • Create a positive environment that focuses on solutions to problems as opposed to mindlessly complaining.
  • Develop a “what can I do” mentality among your officers.
  1. Give your officers a direction.

Some call it a vision, some call it a mission; whatever term is used officers need to know the direction they are expected to go and the plan to get there. Therefore, it is incumbent on the leader to define the officers’ roles with clear expectations about every aspect of policing: how to treat people, production, attitude, etc.

  • Build culture with clear squad expectations that address both actions and attitudes.
  • Develop informal leaders within the squad to assist in perpetuating the squad culture.
  • Be out on the road with your officers demonstrating your expectations.

What’s challenging about these components is that they require working with both people and their feelings. Those are not simple challenges to address in the law enforcement world; especially feelings. Not many supervisors are willing to venture into that realm, but those that strive to be the best leaders will because they recognize the benefits that can be had.

What’s rewarding about these components is that when they all come together, it creates an environment that is just incredible to work in for both the supervisor and the officers. It allows the spirit of leadership to thrive and the officers within that environment to be both inspired and motivated to do policing and serve their communities.

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 and 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. Share your thoughts or comments on this blog 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!

team

7 Core Values for Building a Team – Part 2

This blog is Part 2 of 7 Core Values for Building a Team. If you would like to read Part 1, click here.

  1. Build unity and loyalty.

Unity and loyalty . . . Aren’t those 2 of the greatest words to have around when it comes to being part of a team? When unity and loyalty are present, trust is flowing in all directions within the squad, precinct, district, or department – top down, bottom up, and laterally. But, there is a caveat to this and that is that there are just some people that won’t buy-in to the concepts that help build a good team. Regardless of the amount of effort expended on creating the right environment, they will just never get it. So, the leader has 2 options. They can decide that they are just not going to do anything to build a team and therefore they lose everyone. Or, they can work hard to build a team and get the buy-in of the vast majority of the people to create something really special within their department. There is no great secret to building unity and loyalty. It is one of the oldest concepts around. Treat people the way you want to be treated. That’s it. If you want to build unity and loyalty, then no matter how difficult the situation is, just ask, “How would I want someone to treat me under these circumstances?” The consistent practice of that concept will take a person a long way in their growth as a leader that creates positive cultures based upon unity and loyalty.

  1. Exemplify and expect personal accountability.

Personal accountability is a tough one for many because it means stepping up and taking responsibility when the world is falling apart around them and/or their team. Personal accountability is easy when everything is going great, but not so much when things are turbulent. Leaders must be cautious about forcing personal accountability upon their teams because if it gets crammed down their throats, they will immediately reject it. To bring personal accountability to the team, the leader must first exemplify it to their officers to show how it is done and how it leads to positive growth both personally and for the team as a whole. They need to see it first because the greatest fear in applying personal accountability is that they are going to get themselves into some kind of trouble when they do it. The best thing about applying personal accountability is that it puts the leader in control of the situation. The leader is saying through their actions and attitude that “the buck stops here.” Once that control is accepted, the leader must begin asking questions that lead to solutions and not allow themselves to fall into a victim mentality. Here are some examples of personal accountability questions – What can I do? How can I learn from this mistake? What can I do to make a difference today? How can I be better? Because each of these questions is based on the concept of “I,” it puts the leader in control of developing a solution to whatever the problem is. After the team sees personal accountability applied by the leader day in and day out, they will also begin applying it to their tough situations. Having a culture based upon personal accountability is one of the biggest differences between having a culture of mediocrity and a culture of excellence.

  1. Show recognition.

All of the above listed concepts are great, but they do not mean a thing if they are not engrained into the culture of the team. A leader has the amazing opportunity to pick and choose what gets engrained into a team’s culture by being selective of the actions and attitudes they recognize, reward, and promote. But, it all starts with the leader first having a vision of where they want the team to go and how they want them to get there. They must define the path and the goals to be achieved if the path is followed. Then, the leader must focus on finding behaviors that officers are doing that support that vision. When actions and attitudes are present that support the leader’s vision, it is imperative of the leader to recognize them and find ways to reward them for the behavior. One of the simplest rewards a leader has at their disposal is verbal praise. When giving verbal praise, do not just say, “Good job;” be specific about what the behavior was that made it good. If the leader says, “Good job, I really like the way you took the time to calm that victim down before doing the interview,” then not only has the leader praised the officer, but they have defined what exactly the behavior was they liked. After recognizing and rewarding something like that, what do you think that officer is going to do they next time they interview a really traumatized victim? That’s right, they are going to take the extra couple of minutes to talk to the victim on a human-level before getting down to the facts of the situation. After recognizing and rewarding the behavior, it must be promoted. One way to promote positive behaviors is to bring them up in briefing with the rest of the team around. This creates a second opportunity for the leader to recognize/reward the officer and then promotes it to the other member of the team. Obviously, the bigger and better the behavior, the more substantial the recognition, reward, and promotion should be. For example, if due to the heroic actions of an officer a person’s life is saved, then hopefully the department has some kind of official life saving award that can be given to the officer and thus the promotion of the behaviors goes to the highest ranks of the department. The key is to remember that what gets rewarded gets repeated.

  1. Make people feel safe.

To build a team, a leader must make the people on the team feel safe. Safe is not referring to the inherent dangers of the job. Safe, in these terms, means from the internal turmoil that can be present within an organization or the team itself. When there is turmoil within a group, like backstabbing, complaining, or general apathy, then no member of the team will ever feel safe within the group because they are always worried about what is going on when they aren’t around. It isn’t until they feel safe within their team that they can go out into the community and do their best work because they know that the team has their back. Creating that sense of safety is the job of the leader. When there is safety within the team, the natural reaction is the development of trust and cooperation. Trust and cooperation will lead people to do amazing things; things that are above and beyond the call of duty. When an officer stays late to help another officer impound a bunch of evidence, that shows that they have a level of trust and cooperation built. That trust and cooperation comes back in spaded when that other officer is wounded on a call and the team comes together to rescue him or her in the face of danger. In order for this level of trust and cooperation to exist, everyone must believe at their core that the other members of the team would be willing to do the same thing for them. Ultimately, people just want to feel like they belong. If there is a strong sense of belonging among the members of the team, then trust and cooperation will flourish among the group.

Instead of looking at culture, vision, mission, purpose, alignment, and value as 6 different items that a leader must work at getting across to their group, look at it as the single task of building a team. Think back to the best teams you were ever a part of and ask what it was that made those teams so special. What you’ll find is that the team had culture, vision, mission, purpose, alignment, and value in what they were doing. By building a team, the leader is creating a lens which each individual officer can look through as they go about doing their job each shift and see things in a similar manner instead of through just their own individual perspectives. Only then will officers be willing to drop their own personal agendas and give their blood, sweat, and tears for the good of the organization and the community.

If you would like to read further about these concepts, here are some good reading suggestions:

“Start With Why” by Simon Sinek

“Entreleadership” by Dave Ramsey

“QBQ! The Question Behind the Question” by John Miller

“The Energy Bus” or any other book by Jon Gordon

“Leaders Eat Last” by Simon Sinek

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 and 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. Share your thoughts or comments on this blog 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!