Basic Handbook of Police Supervision: A Practical Guide for Law Enforcement Supervisors

✍ Scribed by Gerald W. Garner

• Publisher: Charles C Thomas Pub Ltd
• Year: 2022
• Tongue: English
• Leaves: 219
• Edition: 2
• Category: Library

✦ Synopsis

This updated handbook provides reliable guidance on what to do next and offers practical, no-frills advice about what to do to counter the day-to-day challenges and outright calamities that make up the first-line leader’s work life.  Perhaps even more important, it offers time-proven recommendations on how to prevent a bothersome situation from escalating into crisis proportions in the first place. It will prove equally useful to the veteran, novice or future law enforcement supervisor. Its sound advice will help him retain his emotional as well as physical and moral health in a real-world environment that seems to become more challenging every day.  It will help him to lead and bring his people to share his practices and beliefs in doing a very critical job the right way. Just as it should be, the handbook is short on theory and long on “how to” advice.  It is literally a resource that the supervisor can tuck into an equipment bag or otherwise keep close at hand. It likewise will aid him in carrying out the very practical tasks of communicating effectively; evaluating employee performance, correcting inappropriate behavior and helping his officers survive both on the street and in the police organization. A new chapter has been added on the topic of how to lead successfully during the current, very challenging environment for law enforcement, entitled “How to Lead During Challenging Times.” Summary boxes have been interspersed throughout the text that emphasize important points for police leaders to remember. Meanwhile, the handbook will assist the law enforcement leader in working well with his own boss and planning his own career. There is no job description in the world quite like that of first-line law enforcement boss.  The job is as unique as it is difficult and vital to the success of any successful police organization.  This book will help them become even better at their very important job.

✦ Table of Contents

BASIC HANDBOOK OF POLICE SUPERVISION
ABOUT THE AUTHOR
A NOTE TO THE READER
PREFACE
INTRODUCTION
CONTENTS
BASIC HANDBOOK OF POLICE SUPERVISION
Chapter 1 HOW TO MASTER YOUR ROLE
YOU’RE NOT ONE OF THE GUYS ANYMORE
A NEW OUTLOOK
WHAT YOU CAN (AND CAN’T) DO NOW
GUIDELINES TO LIVE BY
Seek respect, not affection.
Make your expectations clear.
Realize that you can’t be everything for everyone.
Respond on some calls, but stay out of the way.
Take time to listen.
Don’t neglect the personal touches.
Always serve as a positive role model.
Emphasize the importance of safety equipment and behavior.
SUMMARY
Chapter 2 HOW TO GRASP YOUR JOB’S DEMANDS
WHAT YOU OWE YOUR BOSS
WHAT YOU OWE YOUR DEPARTMENT
WHAT YOU OWE YOUR SUBORDINATES
Set a great example.
Tell the truth.
Avoid playing favorites.
Play fair.
Honestly represent your employees’ views and interests.
Accurately relay leadership’s directions.
Praise and correct, as appropriate.
Help them grow.
Really care.
WHAT YOU OWE YOUR PROFESSION
WHAT YOU OWE YOURSELF
SUMMARY
Chapter 3 HOW TO BALANCE YOUR MANY TASKS
YOUR ROLE AS A LEADER
YOUR ROLE AS A TRAINER
YOUR ROLE AS A COUNSELOR
YOUR ROLE AS A PLANNER
YOUR ROLE AS A “RIFLEMAN”
SUMMARY
Chapter 4 HOW TO BE A GREAT ROLE MODEL FOR YOUR TROOPS
WHAT IS A ROLE MODEL?
WHAT KIND DO YOU WANT TO BE?
WHICH TRAITS DO YOU WANT YOUR PEOPLE TO COPY?
Loyalty.
Truthfulness.
Personal courage.
Technically competent.
Good decision-making.
Ethical and honest.
Politically astute.
Empathetic.
Intelligent.
Good sense of humor.
Fair.
Emotionally and physically fit.
Forgiving.
Exceptional communicator.
IT APPLIES OFF-DUTY, TOO
SUMMARY
Chapter 5 HOW TO SUCCEED (OR FAIL) AS A LEADER
WHAT’S IN YOUR TOOLBOX?
Command presence.
Vision.
Credibility.
Reliability.
Integrity.
Courage.
Common sense.
Job knowledge.
Tact.
Impartiality.
Empathy.
Ability to communicate.
HOW TO FAIL THE TEST
Playing favorites.
Lack of self-control.
Lying.
Setting a bad example.
Absence of loyalty.
Holding a grudge.
Cheating.
BUILD UPON YOUR SUCCESS
SUMMARY
Chapter 6 HOW TO COMMUNICATE EFFECTIVELY
HOW TO SUCCEED AT BEING MISUNDERSTOOD
Bias and prejudice.
Distractions.
Emotional involvement.
Inappropriate language.
Poor attitude.
THE KEYS TO EFFECTIVE COMMUNICATION
Openness and credibility.
Two-way information exchange.
Good communication habits.
Clear message.
Unemotional approach.
SAYING IT IN WRITING
SPEAKING TO BE HEARD
SUMMARY
Chapter 7 HOW TO EVALUATE EMPLOYEE PERFORMANCE: THE GOOD, THE BAD, AND THE VERY UGLY
WHY DO IT AT ALL?
WHAT ARE YOU MEASURING?
Technical job knowledge.
Agency policies and procedures.
Job-related safety practices.
Customer service.
Communication skills.
Knowledge of the area.
Judgment and decision-making.
Interpersonal relations.
Professional appearance.
Acceptance of direction.
Teamwork.
Attendance/punctuality.
Self-confidence.
DOING IT THE RIGHT WAY
Set aside the time to do it right.
Consider using an outline.
Don’t spring any surprises.
Have the evidence and examples to back your statements.
Watch out for some common performance evaluation errors.
Don’t apologize for being honest.
Keep sentences and paragraphs short.
Proofread your work.
End with a summary that notes both strengths and weaknesses.
WHEN THINGS DON’T GO WELL
Be prepared for outbursts and venting.
Don’t back down when you know you’re right.
Own your work, rely on your courage.
Be prepared to take a break.
Keep your boss in the know.
Follow-up as required.
PLANNING FOR THE FUTURE
SUMMARY
Chapter 8 HOW TO HANDLE COMPLAINTS (WHEN THINGS GO WRONG)
A CHANGE IN MIND-SET
RECEIVING GRIPES
INVESTIGATING ALLEGATIONS OF WRONGDOING
RESOLVING COMPLAINTS
WHAT COMES NEXT?
SUMMARY
Chapter 9 HOW TO FIX BROKEN BEHAVIOR
THE BEST KIND OF DISCIPLINE
WHY DISCIPLINE AT ALL?
HOW TO DISCIPLINE EFFECTIVELY
YOUR JOB AS COUNSELOR
SPINE WANTED, INQUIRE WITHIN
SUMMARY
Chapter 10 HOW TO KEEP YOUR PEOPLE SAFE
WHAT’S TO WORRY ABOUT?
REMEMBERING THE BASICS
Never get complacent about the job.
Realize that there are off-duty dangers too.
Don’t try to be a hero.
Never stop learning your job.
Wear your body armor.
Do some contingency planning.
Rely on your good common sense.
Never stop looking for the next threat.
Stay proficient with equipment and tactics.
Stay in shape, both physically and mentally.
Don’t make dangerous assumptions.
Make the best possible use of solid cover.
Use back-up help wisely.
Watch your approach and positioning.
Do not underestimate your opponent.
Avoid being sleepy or asleep on the job.
Keep watching your subject’s hands.
Look out for the danger signs.
Maintain a “reactionary gap” between you and the party youare contacting.
Practice excellent weapon retention.
Critique your own safety practices and ask for others’ observations,too.
Survive mentally and emotionally, too.
YOUR OBLIGATIONS TO YOUR PEOPLE
You are obligated to be a positive role model.
You should be a skilled and tireless trainer.
You must be an always alert and devoted inspector and“fixer.”
You have an obligation to intervene as an effective risk manager,as necessary.
You are responsible to serve as a fearless advocate for yourpeople and what they need in order to do their job safely andwell.
You have an ethical obligation to defend your people whenthey do it right.
You must always look out for your officers’ emotional andmental good health.
SETTING A GOOD EXAMPLE
SUMMARY
Chapter 11 HOW TO FEED THE NEWSHOUNDS WITHOUT GETTING BITTEN
COPS AND REPORTERS AREN’T THAT DIFFERENT
KNOW YOUR MEDIA RULES
GIVING A GOOD INTERVIEW
Figure out who should do the interview.
Ask the interviewer what he is seeking and what the questionswill be.
Expect “surprise” questions.
Conduct thorough pre-interview preparations.
Check your appearance.
Seek a relaxed, but professional image.
Avoid distractions.
Be quick, be concise, be gone.
Maintain eye contact with the interviewer.
Stay calm and in control for the duration of the interview.
If you don’t know or can’t say, say so.
Always correct misinformation promptly.
It’s alright to ask for a “do over.”
A self-critique will help you get better for the next time.
HOW TO WRITE A NEWS RELEASE
SUMMARY
Chapter 12 HOW TO WORK FOR SOMEONE
WHAT YOUR BOSS WANTS
To receive from you the unvarnished truth at all times.
Your complete loyalty.
Your reliable support when things get tough.
Your competent, professional advice and information.
To be kept in the know about what’s going on beneath him.
Your best work, without exception.
CARDINAL SINS TO AVOID
Lying to your boss, even by omission.
Surprising or embarrassing your supervisor.
Blaming him for unpopular decisions or directions.
Pandering to your employees.
Showing fear or self-doubt.
Upstaging your boss.
Participating in organizational intrigue.
DOING YOUR BOSS’S JOB
SOLVING BOSS PROBLEMS
SUMMARY
Chapter 13 HOW TO SURVIVE YOUR ORGANIZATION
YOUR ATTITUDE IS SHOWING
Smiling won’t break your face.
Gravitate towards positive people.
Be self-confident but curb your ego.
Admit it when you’re wrong.
You don’t have to win every time.
Remember the Golden Rule.
Realize that there will be frustrations and disappointments.
Know that many bad things have a shelf life.
PITFALLS TO AVOID
Don’t hang out with poisonous people.
Don’t be where common sense says you shouldn’t be.
Don’t allow your job to become all-consuming.
Don’t participate in organizational plots, schemes and powerplays.
Don’t cheat your employer.
Don’t be a jerk.
HOW TO GET FIRED
Lie to your boss.
Repeatedly embarrass or disappoint your boss or yourdepartment.
Break the law or the rules.
Be involved in a high-profile scandal.
Engage in sexual harassment or racial discrimination in theworkplace.
Be guilty of insubordination.
Consistently do stupid things.
LIVING HAPPILY EVER AFTER (IT’S ALL ABOUT BALANCE)
Put your family first.
Have friends away from the job.
Have people to talk to.
Save some time for yourself.
Stay fit physically and emotionally.
Keep a positive perspective.
Never stop reading and learning.
Have a plan for “afterwards.”
SUMMARY
Chapter 14 HOW TO LEAD DURING CHALLENGING TIMES
TODAY’S ENVIRONMENT
WHAT YOUR PEOPLE EXPECT
WHAT YOU CAN AND CAN’T DO
FRAMING YOUR MESSAGE
SUMMARY
Chapter 15 HOW TO PUT IT ALL TOGETHER
LEARNING FROM OTHERS’ MISTAKES
YOUR REPUTATION IS EVERYTHING
MENTORING THE NEXT GENERATION OF LEADERS
THE COMPLETE PACKAGE
SUMMARY
Chapter 16 HOW TO FIGURE OUT WHAT’S NEXT
BEING THE BEST
WHEN TO GO FOR A NEW ASSIGNMENT
IS PROMOTION FOR YOU?
WHAT’S YOUR CAREER PLAN?
SUMMARY
INDEX