March 2026 | The New Jersey Police Chief Magazine 44
Continued from Page 14 The leader must balance:
1. Coaching underperformers Use:
• explicit expectations
• behavioral feedback
• support plans
• periodic check-ins
2. Confronting disruptive high performers(“ prima donnas”) The book stresses:
• one toxic high performer can damage the entire culture
• behavior matters as much as results
• leadership must establish non-negotiable norms
3. Mediating peer conflicts Professionals avoid conflict until it becomes destructive. Leaders must:
• surface issues early
• use structured conversations
• separate people from problems
• insist on shared standards VI. Managing Growth, Membership, and Change
As groups grow, professionalism can degrade unless there are: 1. Clear membership standards
• expectations for participation
• shared working norms
• performance expectations
• rules for adding( and removing) members
2. Smart group sizing A professional team can become too large to remain high performing. When this happens:
• subteams may be needed
• roles need restructuring
• leadership responsibilities may need to be distributed
3. Change leadership Professional teams often resist organizational change.