Get Out of the Way: Let your People Work

Every new police supervisor has their “first big call.” Responding to a critical incident as a supervisor is notably different than as a patrol officer. A common metaphor for the duties on scene is that of a football quarterback. Someone has to run the offense and control the manner in which the team moves down the field.?

On its face, this comparison seems to make sense. Someone needs to be responsible for ensuring that the team’s efforts are coordinated and synchronized. Their actions should compliment each other. The process in law enforcement is more delicate and nuanced than that. Quarterbacks have second chances if their pass is incomplete, and they’re not often hit with penalties. On the contrary, the police supervisor in charge of a major scene is significantly more likely to direct the success or failure of the team because there is more opportunity for them to get in the way. There are no second chances and the stakes are high.?

My first major incident was a shooting in the southeast area of the city. Like the rest of the shift, I responded with lights and sirens and upon my arrival found a chaotic scene. There were potential witnesses and evidence everywhere. Most of my officers had arrived and immediately began handling things as they should: Securing the scene with barrier tape, identifying those who could assist with information, and coordinating emergency medical care and transport for the victim. When these things come together, it is a beautiful thing.?

Having recently been promoted from the role of detective, and having spent several years as a Crime Scene Investigator (CSI), I felt that I knew what needed to happen on scene. I bounced from officer to officer, ensuring that they were doing what they needed to do. I also failed to resist the urge to engage in field interviews myself and became entangled in various discussions that took me away from officers who needed my guidance on a question or procedure. I started to feel less effective and I was neglecting my superordinate role of managing the overall incident.?

At one point, I made contact with the beat officer, who was responsible for the incident report and was effectively in charge of the investigation, even with me present. As I spoke with him, I realized that I was thinking out loud about all of the things that needed to happen and became aware that it sounded as though I was giving him a shopping list of tasks.?

This was an experienced officer, one who had more years of service than me for multiple agencies and had seen it all. He didn’t need me to tell him what to do, let alone how, and as he just looked at me, I stopped mid-sentence and realized that I was completely taking over and I didn’t need to. I said to him “This is your call, you know what you’re doing.” I then retreated to my squad car to work on notifications for detectives and other tasks that I should be worried about instead of my team’s ability to complete basic tasks.?

Later, the senior officer and I spoke about the call. I apologized to him and explained that my inexperience as a supervisor on scene caused me to act out of insecurity and distracted him and the other capable officers on scene from doing what they knew how to do. To his credit, my officer was too professional to say anything to me while on scene and was deferential even afterwards, but I knew I had gotten in his way.

On future incidents, especially “hot calls”, I learned how to walk that fine line between “quarterbacking” and “pin balling.” I resolved myself to be the resource my team needed in moments like that instead of a distraction.?

This lesson is not unique to first responders. Organizations across the world are beset with people who have trouble with recognizing their roles and how much damage can be done when they interfere with the effective work of others. This happens sometimes intentionally, though much more commonly with best intentions. There are a few particularly damaging personalities to watch out for:?

1. The Loose Cannon

Imagine the origin of this term: an actual cannon, loosely mounted to the floor of a ship. Upon firing, the force of the explosion propels several hundred pounds of cast iron around the deck, obliterating anything that is unfortunate enough to be nearby.?

You’ve worked with this person. You’ve seen what they can do. No one wants to work near a loose cannon. Neither do you want to be this person. Address this behavior proactively and don’t let it destroy the ship.?

2. The Dictator / Micromanager

Another classic workplace persona. This person, whether a supervisor or not, simply doesn’t trust you do to anything on your own and must check your work constantly. There is no ability for you to exercise your own judgement and execution without fear of reprisal or correction. The opportunities to build trust and rapport are limited, if not non-existent. This personality type might be the top reason people avoid seeking supervisory roles.?

3. The Helicopter

This was me on the shooting scene. Hovering over one person before moving on to the next. I thought I was helping and supporting, but really, I was distracting and not demonstrating trust in my capable team.?

Even in circumstances where I’ve worked to decentralize decision making and empower my team, those efforts can be undone if I don’t trust the team to do their job when it’s time. Not only that, it can build barriers between us.?

Captain L. David Marquet talks about this in his outstanding book, “Turn the Ship Around.” He outlines taking an organization (in his experience, a United States Naval submarine) from a “Leader-Follower” model to a “Leader-Leader” framework instead. By doing so, you can give your people control over what they work on and how that work gets done. They are empowered and left alone to make meaningful decisions. Doing this requires two “pillars”, as Captain Marquet says: Competence and Clarity. The book is excellent on its own, and I need not outline all of its relevant points here. I suggest checking it out.?

It’s easy enough to say “Don’t be that person.” You have to work to identify those own behaviors in your own operation to avoid engaging in them yourself. Similarly, it is critical that you don’t allow those personas to dominate your organization.?Leaders spend a lot of time and energy ensuring that they are supporting their teams with resources and their own help. Be aware that “Let me help you” can be a domineering type of support. This is part of the ever-present need for leaders to exercise self-awareness and move purposefully. Knowing what your team needs, and what they don’t need, is critical.?

Are you in the way? Are you not only clearing barriers but also avoiding becoming one yourself??

It’s a strange thing, but I always enjoyed putting up crime scene tape. I liked using that mechanism to define the area of responsible with a visible, important line. Turns out, I enjoyed taking the tape down even more. That meant that a problem had been addressed, and that something that was restricted was made available again.?

How do you stay out of the way? Are you letting your people work?

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