The True Law Enforcement Leadership Test: Managing Entrenched Staff
How decisive leaders address entrenched mindsets, inspire accountability, and build lasting pride within their organizations.
Last week, I spent time at the Florida Capitol and saw state government mostly at its best and briefly at its worst. The corridors, lobbies, and assembly rooms were teaming with energy. More than twenty years ago I began working closely with state agencies and every conversation revolved around money and budget. In my office, people would complain about budget issues, but they had no idea how state workers could be forced to work with such meager resources. I just barely caught what a district administrator was telling me until I realized that she was apologizing for the report she was providing me was printed on the other side of misprinted violation of probation affidavit. This was in an executive office. I had family working for another department with the state and when their office had quarterly meetings either 50 or 70 miles away, state vans were available but due to their poor condition, workers would pile into their own minivans for the trip. Friends who were Florida Highway Patrol Troopers had take-home cars, but their base pay was less than community service officers at the time.
Florida has been on a roll
In the last several years, the State of Florida has passed budgets with surpluses and had no hesitation in funding necessary projects. What had been taken away from state workers, especially in dealing with third rail issues like pension contributions, were restored and cash was set aside for public safety and teacher raises. I’ve heard of deputies leaving their sheriff’s offices for the Florida Highway Patrol, a change of polarity that would have been unheard of a decade ago.
Despite all the positive energy and the evidence of fundamental change, it was evident that there were still some entrenched staff there. Perhaps it was more apparent due to there being such a contrast in urgency and alacrity between the two distinct groups. For some, the end of the week was closing in too fast and for others the week couldn’t be over soon enough. Some of the entrenched staff were quite nearly physically unable to do their jobs while others couldn’t answer a simple question without offering a snide comment or smart response. In groups, it was clear that they would rather talk among themselves than speak with you. Also, it is worthy of note that this was not widespread and on a briefer visit, it might be only barely noticeable. It did serve as a reminder of how this is present in all of our organizations and in my experience, openly noticed and discussed.
Managing head-on
The office responsible for outfitting and supplying officers had a terrible reputation. It only took one well-chosen leader to take over and get everyone back on mission. Before that, it was a place with a terrible reputation. Everything was a hassle, even getting high risk gear during an emergency. I was sent to get boxes of flares during a freeway shutdown and was told with hostility that they would only have a dozen cases left if they gave me one. Rumors abounded that the staff were subsidized by a grant for hiring people with personality disorders. When the new manager joined our department from another part of the city, no one could imagine the difference a day would make. Virtually overnight, everyone in the office was either mission minded or searching for someplace to go. Leadership requires that commitment and it is never without risk.
Failing until the clock runs out
Entrenched staff are sometimes just victims of time and changing expectations. In the early 2000s, administrative assistants were still budgeted for section commanders and their role was changing before their eyes. The passing generation of managers were active in giving assignments to their assistants, but as younger managers rose, they didn’t need anyone to type out anything for them. It would take three or four times as long to have them compose a memo compared to just getting it done themselves. Their role changed to transcribing recorded interviews besides answering the phone and maintaining the copiers. They recognized that their duties were drifting farther and farther from their original job description. As soon as there was a city budget scare with imminent layoffs, action was finally taken to formally modify their responsibilities and save as many positions as possible, though it had been clear for the past ten years that their jobs were destined for obsolescence. How many middle managers failed to realize and act on placing them in roles where they would both be secure and contribute to the organization’s mission?
Young officers and sergeants target the entrenched when they do their ‘when I’m the Chief’ talk with their friends. They talk about getting rid of the range officer and replacing her or him with one of their friends who will teach next generation pistol tactics, or they talk about how the support staff could be better. Having watched this play out and having seen many of these promoted completely lose their concern as they change their collar brass, I must note that it is only the most courageous leaders who address this with wisdom.
Taking on the true test of leadership
Leaders who prioritize this enhance the health and the image of their organization. It isn’t about ruining lives or careers; in fact, it is the complete opposite. Sometimes employees are toxic because of who they are around, and a smart move is to get them out of that environment. If you are a leader, and your attitude is that you are not going to take action because someone is retiring in 18 months, you may not deserve to be in the position you are in. Your mission and your legacy is to effect lasting change. You may not win them all, but you can and must be just and fair. If you take the time and the risk, everyone who has faith in you will experience the reward. Just like that leader mentioned earlier who transformed his office of misfits, everyone of his employees is proud to deliver at work every day.
Please keep all law enforcement employees in your prayers.
Roland Clee served a major Florida police department as a Community Service Officer for more than 26 years. His career included uniformed patrol, training, media relations, intelligence, criminal investigations, and chief’s staff. He writes the American Peace Officer newsletter, speaks at public safety, recruiting and leadership conferences and helps local governments and public safety agencies through his business, CommandStaffConsulting.com.
"Your mission and your legacy is to effect lasting change". Another brilliantly written piece. Moving in the right direction my friend. We didn't get messed up over night, I imagine that we won't get fixed over night either. Keep up the thought provoking, meaningful work Roland Clee!
Excellent read my friend. Worthy of a wider distribution. The insights are applicable to every organization , use law enforcement as a metaphor / example for all industries.