Cowardly police leaders are often driven by fear, a truth evident in decisions that leave officers feeling unsupported and vulnerable. This fear, beyond typical politics and self-promotion, significantly influences commanders and department heads when they make choices that impact those on the front lines. These decisions often leave cops in the trenches shaking their heads in disgust.
In the past, I’ve grown increasingly frustrated when reporting situations where officers were left vulnerable. Consider these cases:
While these are just a few examples, they highlight a broader issue of hesitancy within law enforcement hierarchies. I’ve spoken with chiefs and sheriffs across the country and found some truly fantastic leaders who deserve recognition. However, these individuals rarely make headlines because they are focused on doing things the right way. This is a salute to the courageous chiefs and sheriffs who prioritize ethical conduct and officer well-being. We honor you!
However, it’s the cowardly police leaders who appease the loudest, angriest opponents during emotionally charged incidents that often dominate the news. This appeasement often results in disproportionate punishments for officers’ misdeeds.
Pondering decisions that are detrimental to the good order of police organizations, I’ve concluded that fear is a common denominator when it comes to making decisions that lack resolve. This isn’t necessarily a paralyzing fear, but rather a desire to survive politically by sacrificing their own officers on the altar of “transparency.”
Transparency, in these contexts, often deviates from its true meaning (“These are the facts”) and instead becomes a public shaming exercise (“Officer Screwup is entirely to blame, and we are going to publicly flog him before sending his carcass to the gallows”).
These situations demand fortitude, requiring leaders to act as servant leaders, caring for their flock—a quality conspicuously absent in many of these cases. So, what fuels this fear? And what are the consequences for those who are afraid to make bold decisions that are right for both the officer and the organization?
Fear often stems from:
The results of fear manifest as:
Addressing this issue requires a multifaceted approach. However, many leaders in this category are unaware of their shortcomings, often holding inflated views of their own wisdom. Therefore, directly changing their behavior can be challenging.
The next best approach is to ensure the promotion process favors servant leaders over authoritarian figures. A courageous police leader possesses confidence, competence, and genuine care for their people. Without these qualities, the person in charge is merely a warm body making decisions, lacking the ability to exert lasting, positive influence.
As a result, the “warm body” leader will come to “self-serving conclusions,” which wreak havoc on organizational morale. Worse yet, the self-serving coward will destroy the careers and lives of honorable police officers. However, an agency that develops servant leaders—bosses passionately serving people with their attained power, skill, and authority—will have followers willing to “die on the hill” for him or her. And that, my friends, is what we need.
– Jim McNeff
(Feature image: Pixabay)