The NJ Police Chief Magazine Volume 26, Number 2 | Page 18

The New Jersey Police Chief Magazine | October 2019
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This does not mean that they have to blindly agree with your every decision, nor do they have to drink your "Kool Aid"; but do
they know your heart?
As Chief, are you led? How many times is the desire of an officer to be the Police Chief rooted in how nice that looks on a
resume? Is this a stepping stone for your next job, or do you really desire to make a positive difference in the direction you
want to take the agency in? Do you agree with whatever happens to be popular at the time or are you willing to swim
upstream like a salmon because that is what must be done if they are to survive?
As Chief, do you sink like lead under the weight of adversity? Do you point the finger of blame at anyone and everyone else
when things go wrong? Are you willing to make changes in order for improvement to occur, whether individually, corporately,
or for you? Are you willing to take responsibility for your part in mistakes made, or do you just take the credit when officers
excel?
Even though Title 40 gives statutory authority for the day to day operations of the police department to the Police Chief, it is
important to understand how highly regulated policing is beyond the office of the Chief. Laws are passed, then tested in court
to establish case law through interpretation. At times, these laws and/or case law are filtered down through the AG's office via
the 21 county prosecutor's offices and to the individual police departments. Sometimes the AG will issue a policy statement
mandating compliance with said policy. Local ordinances are enacted sometimes impacting policing decisions locally. What
results is that there may be instances where the Chief has to ensure that unpopular legal requirements are enforced that even
he or she does not agree with. However, this will never mean that the Chief has to submit to undue or illegal political
influence. Leadership is demonstrated by the Chief's example of lawful accountability to the elected officials of the community.
Adding to this leadership dynamic is the uncertainty of who those elected officials will be from election to election. Individual
officials will come and go and the political party in power at any given time may change, sometimes frequently. Leaders must
be neutral politically in their official capacity while maintaining the right to have a political opinion or favored party personally.
The two must never cross over.
Do you make decisions based upon the greater good of the agency and/or the community served even if it conflicts with your
personal goals? Do you play favorites? Are you flexible within reason? Are you courageous enough to exude integrity in all you
do? Do you take responsibility when you make a mistake? Do you build up individual agency members and the agency
collectively or do you tear down anyone or anything (except your favorites of course!) every chance you get. Do you operate
with a glass half full or half empty? Leadership is a lifestyle not a title.
Have you provided an avenue for leadership and management training for upcoming officers? While training opportunities are
critical for all officers, those in law enforcement leadership require specialized training to be successful. Leadership requires
vision, direction, guidance, and examples to follow.
What is your relationship with your command staff? This is important especially in smaller agencies where you may only have
one executive officer instead of multiple layers outlined on your organizational chart. Does everyone know you are the boss at
all times (even when you are not there)? Do you engage in succession planning? This is not to ensure that the next chief is a
clone of you but is important that the only change in the leadership of the agency is the new name on the door. Leadership
does not have to follow an individual but should be agency based.
Are there established channels of communication both up and down the chain of command? Have you kept a finger on the
pulse of the agency so your vision of the agency and its needs are crystal clear? Do you consider the needs of family
member(s) when possible? Do you listen to the union representatives when applicable? Do you try keep them as allies
whenever possible or is an atmosphere of adversity present? Do you reach out for union input when faced with a decision
affecting the agency? Leadership sometimes requires humility as you may have to admit that you do not have all of the
answers.
How is your relationship with the community? Does your community support your police department? Are you an active
participant in other community based organizations, or at least a resource for them relating to the local law enforcement
needs? Do you encourage officers to engage with the community? Do you strive to recognize and serve specific issues in the
growing diversity in the community? Do you treat everyone fairly, impartially, and without any bias? Do you make yourself or
one of your officers available to speak to community based groups? Leadership requires being a part of not apart from the
community.
Do you have a cooperative interface with other Police Chiefs, both at the county and state levels? Are you approachable
especially for newer chiefs needing a helping hand? Are you able to reach out to another Chief for assistance? How about your
relationship with the fire department, EMT provider, and emergency management organizations? Do you work as if on the
same team for the community or are you in constant conflict with those fighting for a bigger piece of the pie? Leadership
fosters teamwork among multiple players with the common goal of exemplary service to the community.
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