Command Staff Expectations of New Supervisors

1.    Set the Example.

Setting the example has everything to do with knowledge and attitude. You must know your agency policy and procedures if you are going to hold your people accountable for them. They are going to ask you about them, believe me, and you need to have an answer for them without having to constantly look it up. A positive attitude under every condition is something that has to be practiced. The bad news is common, change is common, so develop a consistently positive attitude, which will be the true change agent and will facilitate smooth adaptation to new procedures, policies, etc.

2.    Shift from doing the work to getting it done through others.

How well this is accomplished comes down to leadership and what kind of leader you want to be. You are in the position you are in because you have proven to be dependable, an informal leader, and someone who gets the job done. Now, it's your responsibility to get others to do the work and you take the back seat, trusting others to get it done (whatever "it" might be). You should train your people on the procedure, do everything possible to get them the resources they need to be successful, and give them the freedom to fail. If your folks are fearful of failing, they will call you to every scene, every big decision, and let you be the final say because your leadership has not made them feel secure in doing it themselves.

3.    Support policies and procedures.

Train weekly on your department's procedures and policies. You can do this as part of roll call training, and/or by debriefing situations. Debriefing allows you to illustrate where policy guided officer actions, and maybe where policy failed. Respect the department rules and the people you lead will have greater respect for them as well. They will either get that respect from you as their leader or from internal affairs after they are read their Garrity Warning.

4.    Stay cool under pressure.

Not only have knowledge of policies, rules and procedures but know what resources are available and how to obtain them if needed. Practice a poker face in times of stress. If you crack under pressure, you are not instilling confidence in those you lead, and this can lead to fear or stress, which leads to poor decisions. Lead from the front knowing what is within legal limits, policy limits, and within reasonable limits of your available resources.

5.    Don't be afraid to exercise supervisory rights. 

Think outside the box and make decisions when you have to. Ask yourself these three questions regarding taking action:

-       Is it legal?

-       Is it within department policy?

-       Is it moral?

If you can answer YES to these questions then consider taking the action if it is the best option, even if it has never been done before. It is ok to fail. You will fail. You will not always make the best decision. It is how you handle the failures that will illustrate your true character as a leader, and at the same time be an example of how to handle failures correctly. 

6.    Develop potential leaders. 

Most likely you had a mentor as you achieved your new supervisor position, if not, then someone failed you. Do not do the same for somebody else Identify those with potential leadership qualities and invest in their growth.  

7.    Develop subordinates. 

You do not need to wait for performance evaluations before you begin dealing with personnel issues. Know your people. Remember the bell curve? In almost every group dynamic there is a small proportion of very poor performers on one side, and on the other end of the curve about the same number of high performers Between those two poles sets everyone else. Your goal is to move everyone closer to the “good” side of the curve. Consider utilizing "employee of the month recommendations", unit citations, commendations, or any other vehicle for identifying good performance. When necessary use discipline, counseling, or employee improvement plans for consistent underperformers. This is done by observing, coaching, discipline, and of course documentation.  

8.    Begin looking at the bigger picture.  

As a new supervisor, your vision will expand, or it should as you are exposed for the first time to the outside factors that influence police policy. Strategic partnerships become apparent, those within the city and local government and outside. Risk management becomes more of a pressing issue, and your sphere of influence expands exponentially. Instead of considering what affects you, and even your division, you begin to consider decision making and how it will affect the department or the city.  You are expected to have an understanding of risk management.

9.    Protect the welfare of your people 

Prepare your officers through training. Training on recent case law as well as ordinances, and policy. Chances are department training is provided but in limited quantity, so take time to train those under your supervision. If you have officers who specialize in an area that would benefit everyone, have them conduct roll call training, or short training segments when time allows. 

10. Solve problems do not just expose them. 

If you identify an issue, a problem, or maybe one of your officers does, do not become a complaint generator. Instead, be a problem solver. Once the problem is identified, find solutions to the problem so that when you follow your chain of command you are not just passing on a problem, but you are including a solution. Better yet, if at all possible, solve the issue on your own, then you get to be the person who not only identified the problem but took care of it. We call that person a Rock Star.  

There is a lot of information on leadership. Some people seem to be born with leadership qualities, while others have to study and learn leadership. The great news is that leadership can be learned and developed. Virtual Academy has some great courses on supervision and leadership that can be a huge help if you are a new supervisor or an aspiring one.