The New Jersey Police Chief Magazine | September 2024
Continued from previous page Prioritize and Execute Finally , our third Law of Combat is Prioritize and Execute . This law focuses on learning to detach from our emotions , perspective , and ego to see the bigger strategic picture to make better decisions and ensure we are focusing our efforts on the highest propriety tasks . When addressing budget constraints , this concept can help in two main ways . First , if you are detached , you have a better chance of finding new and more effective ways to address this problem . Getting additional perspectives outside of your own , putting your ego aside , and taking your emotions out of the equation can all support you in finding a better solution . Second , when you are detached , you can also determine whether or not you are focusing those limited resources and efforts on the most important tasks . You might find that your limited budget is actually self-imposed because of how you are choosing to expend those resources .
3 . Embracing and Developing New Leaders The final problem we want to address here is retaining and developing leaders . One unique problem in law enforcement is that moving to a position of greater responsibility often does not equal a significant pay increase . And many feel that , instead , it might come with a significant decline in the quality of work / life balance and overall job satisfaction . Naturally , this makes many law enforcement officers disinclined to apply for or accept promotions once they reach a certain level . When you combine this with rising attrition rates , you have a true recipe for disaster in many agencies and departments . There are several leadership tools to consider as command leadership looks to address this issue .
Decentralized Command One of our core beliefs at Echelon Front is that everyone at every level is a leader . This is reinforced through our definition of Decentralized Command — everyone leads . If you embrace this mindset with your team , this can allow officers to see the benefits of having ownership over projects and plans before they are officially in that traditional leadership position . It gives them the opportunity to see the positive impact they can make without the pressure of the official position . So , find opportunities to put people in charge . Support them and make sure they know that you will have their back when mistakes are made . One of the best ways to prevent burnout and achieve a better work / life balance is to empower your leaders to step up and lead so that you don ’ t have to make every decision . When you have a team of leaders who are solving problems and moving the team forward in a positive direction toward the goal , that is a team that is much easier and far more efficient to lead .
Cover and Move As mentioned earlier , building relationships is key to effective teamwork , or Cover and Move . As you build better relationships , you are gaining more knowledge of each individual on your team . You will start to understand what drives them . Law enforcement is an honorable profession where you can make a decent living and impact the community in a positive way . For some people , that is enough , and that has to be ok . You need great , experienced officers at every level making things happen . For others , they will want more . They will want a way to make an even greater impact . When you understand where your officers fall on that spectrum you can better tailor your messaging to them about promotion , and you can support them in pursuing the path they are most interested in .
Another thing , as mentioned , is the need to care for those you work with . When you build solid relationships , they are built on your ability to care for others . Part of that is paying attention to how your officers are doing . In this profession , it is absolutely possible to observe shell shock as we do in the military . This phenomenon affects different people in different ways , but when you see the signs , it is paramount that you give that person time away from the font lines . This is how you ensure proper work / life balance , as it is called in modern terms . Pay attention to your people . Just like an engine will fail if it operates in the red for too long , human beings will also break down if they are constantly in high-stress , high-pressure environments . When they start behaving outside of their normal patterns , they may need a break . If you aren ’ t diligent in providing those exit ramps , you will have a team of burned-out individuals who can ’ t operate effectively as a team .
Believe One final recommendation is to ensure you believe in your mission . If you are not a true believer in the mission of your organization and the standards you create for your team , you can ’ t get anyone else to believe . We define belief as seeing the actual pathway to victory . You must see that path and help those on your team see it . Next , you must ensure you are propagating the story of your organization . Share the successes of your agency or department with everyone on the team , up and down the chain of command , and in the community . Debriefing the
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