
By
Jim Glennon
I
believe there are generally two types of police officers. These are:
1
The Slugs: These generally do as little as possible, just enough to
keep the bosses off of their collective behinds. They work harder at
not working than doing the actual job.
2
The Journeymen: They work because they want to make a difference
becoming cops for all the right reasons. These officers are the
foundation of a police department.
If I were to ask you, “Of these two groups, which find
themselves in trouble most?” What would be your answer?
For those of you not in law enforcement, who work in the private
sector and have goals, agendas, and deliverables related to the
bottom line, you’d most likely say that the obvious answer is #1—The
Slugs.
And you wouldn’t be more wrong.
Held to Different Standards
Those
Slugs, get in trouble the least—by far!
“What? No! That just doesn’t make sense.”
You’re right, it doesn’t make any sense. At least not if you live in
the world that sees a correlation between specific behavior,
completion of tasks, innovative thinking and financial success.
In the private sector the ultimate goal is the bottom line. Achieve
or go out of business.
But government and law enforcement is a completely different
animal. What is the goal of those working in government? Keep
your job.
I know that sounds cynical, but it has become the nature of the
bureaucratic beast. Check with any police agency in the country and
see if you can find published, predetermined, specific and
measurable goals to which employees will be held to account. Don’t
waste your time, they don’t exist.
What you will find are well-intentioned and sincere “Mission
Statements” designed to communicate philosophy. What they won’t
specify are measurable goals, such as a reduction of crime rates, a
decrease in the numbers of homicides and/or the saving of lives.
Why? Because in government there is no real bottom line, no way to
actually go out of business. Almost no way to get fired, unless of
course you screw something up. And, to screw something up you need
to be doing.
Slugs vs. Journeymen
Back
to The Slugs and The Journeymen.
The people in Baltimore are screaming that the police aren’t doing
their jobs. I saw one citizen on the tube saying something along
these lines: “They get paid. They need to get back here and do their
jobs. I don’t care what their excuses are. We pay their salaries,
just order them to get back here and do what they get paid to do!”
And there is the conundrum. What do they get paid to do, exactly?
Define it specifically. Oh, you can demand they answer 9-1-1 calls,
write legible and thorough reports, and patrol specific areas.
But beyond that? You can’t. Seriously, you can’t define the
specifics when it comes to the day-to-day activity and behavior of
an individual police officer.
Hell, most states won’t even allow the imposition of minimum
standards (quotas). And even if quotas are allowed, how do you
manage and supervise that? You want them to write one ticket a day?
Great! The Slugs will write one ticket. But never two.
The simple fact is this: Police officers who do the bare minimum
NEVER get fired. You won’t find cops getting pink slips for a
process of lousy work over a period of years. No, when police
officers get fired they get fired because of an event: They
get fired for doing!
The reality: Police officers have a job that isn’t task specific and
is almost totally autonomous. If they want to drive around all day
answering radio calls and do nothing more, they can. They won’t be
fired for not being proactive because proactivity cannot be managed.
The People Want—What?
The
people in Baltimore, New York and Chicago are experiencing a rise in
crime and they are all looking to the police for help. Suddenly the
complaint is that the police aren’t proactive enough.
Not proactive enough? Really?
For the last year everyone from the Mayor of New York to the
national media and the ACLU has been screaming that the police are
too proactive, too aggressive, too involved. Too many arrests were
made for minor crimes: single sales of cigarettes, loitering,
jaywalking, personal use of marijuana, etc.
Stop-and-frisk arrests became associated with racism and an example
of rampant bias and prejudice. When force was used, the media
portrayed it as the fault of the police and not those who were
brazenly committing crimes and resisting arrest.
The media, politicians, pundits and intellectual class demanded that
officers be held accountable.
So who got in trouble? The Slugs? Nope! It was the proactive cops,
The Journeymen. And they’ve gotten the message: If I do less I get
paid the same, can’t get hurt, and won’t get in trouble.
What most don’t understand is that the stop-and-frisk cops are the
best police officers on the street. They use their experience and
honed instincts to stop crime before it happens. They are invaluable
to the citizens who truly need them patrolling their streets.
Great cops detect the body language cues of drug dealers, armed
robbers, pick-pockets and others who make their living victimizing
the innocent. And when they do, they approach, question and if they
have articulable facts and reasonable suspicion, they frisk.
And not only is it the absolute best way to thwart and deter
criminal behavior, it’s 100 % legal.
And for the last year or so, great cops have been called racists,
brutes, thugs and criminals.
Now What?
How
do you manage police officers who have decided to do only the bare
minimum? How do you demand proactive behavior? How do you manage and
discipline for a lack of it?
Guess what? You can’t.
You want them using their experience. You need to encourage
proactivity. But that means risk. It means having to justify actions
after they’ve been taken. Why did you stop that particular person?
What exactly drew your attention? And since reasonable suspicion is
less than probable cause and tough to articulate, this leaves tons
of room for the injection of bias complaints from everybody.
Motivation, true motivation, is intrinsic in nature, especially for
law enforcement officers. That motivation is being beaten out of the
proactive cops. They are getting the message.
Lt. Jim Glennon, a third generation LEO, retired
from the Lombard, Ill. PD after 29 years of service. Rising to the
rank of lieutenant, he commanded both patrol and the Investigations
Unit. In 1998, he was selected as the first Commander of
Investigations for the newly formed DuPage County Major Crimes
(Homicide) Task Force. He is the owner of The Calibre Press Street
Survival Seminar. He is the author of Arresting Communication:
Essential Interaction Skills for Law Enforcement.