Hackers Underworld 2: Forbidden Knowledge/Hackers Underworld 2: Forbidden Knowledge.iso/LEGAL/PROMOTE.LEB

Text File | 1990-09-28 | 16KB | 318 lines

September 1990


                        PROMOTION TO CHIEF:
               KEYS TO SUCCESS IN A SMALL DEPARTMENT

                                By

                        Carl L. Spicocchi
                         Chief of Police
               Swatara Township Police Department
                 Swatara Township, Pennsylvania


     "In May 1987, I became chief of the Swatara Township,
     Pennsylvania, Police Department.  Like most communities
     in the country, Swatara's police department is small.
     Still, when I was appointed chief, I realized that I would
     be facing formidable obstacles.  Some of these obstacles
     had been anticipated, and some had not.  I had gained many
     advantages--or perceived advantages--as a result of my new
     position.  Independence and more responsibility were the
     ``rewards'' for a career in law enforcement.  But, as I
     quickly learned, the independence and responsibility of the
     position could easily become negative factors to a chief
     ill-prepared to handle them."

     "What follows is an account of some of the problems that I
     faced after becoming a new chief in a small department.  I
     will present some of the hazards that confront a new chief
     and possible solutions or ways to avoid these hazards.
     This is a personal account, but one that may aid others
     when they become chiefs of small police departments."

GOING FROM OUTSIDER TO INSIDER

     As a newly appointed chief from outside the department, I
immediately discovered new problems that I would have to face.
Understandably, various rumors circulated throughout the force
about me, even before I took command.

     Since all in the department were concerned as to who I was
and what I expected, I tried to minimize their fears of the
unknown almost immediately upon taking office.  Sometimes,
subordinates view a new chief as a ``headhunter.''  Suspicion
and general paranoia create an atmosphere that threatens
efficiency and conscientious performance.  I attempted to quell
this belief by advising all of my management style as early as
possible.  I was careful not to build any unrealistic
expectations; if I promised things that I could not deliver, I
would only damage my credibility.

     In a small department, it is not only preferable but also
essential for the chief to establish and develop a rapport with
the officers.  As a new chief, I sought to allay their natural
fears and encouraged them to bring problems to my attention.
Because they had been in the department longer than I, they were
in a better position to know what policies and procedures didn't
work or what needed to be modified.  Together, we would focus on
what needed to be done. (1)   More importantly, I avoided saying
too often, ``We did it this way in my former agency.''  Instead,
I adopted methods with which I was familiar, but only if I
thought these procedures could be adapted successfully to the
needs of my new department.

     I also resisted being overly authoritarian.  While
departments that are experiencing severe disciplinary and morale
problems may require a more autocratic management style, most
departments benefit from a style that enhances cooperation
rather than demands it.  Managers who rely solely on power will
cause the productivity of subordinates to plunge.  They will
shift their energies from doing their jobs to fighting the one
in command. (2)  While there is still debate regarding the
autocratic versus participative management styles, practice
suggests that the best choice may be a ``situational'' approach,
in which a management style is adapted to the particular
environment. (3)  I found that adopting a flexible approach to
management was more practical and more effective than attempting
to maintain a certain management style for every situation.

     Another area that can cause problems for a newly appointed
manager is the transition from individual performer to chief.  I
learned that this can be very difficult.  If chiefs are not
properly prepared and oriented, they may act inappropriately,
causing problems that otherwise might not have arisen.  As a
result, they become problem managers, and so do the members of
their command.

     For the new chief, developing a personal relationship with a
more experienced chief can be very beneficial.  This experienced
manager can serve as a mentor to the newly appointed chief.  I
turned to a supportive chief in a neighboring jurisdiction to
help acclimate me to the customs, values and social network in
which I would be operating. (4)  I found that in times of
stress, especially during the first few months of transition, it
was very helpful to have a source outside the department to turn
to for support and a sense of reassurance.

IMPLEMENTING CHANGE

     There are two opposing approaches regarding the
implementation of change.  One theory is to move slowly, since
people and institutions are generally not receptive to rapid
change.  The second option for the new chief is to make change
now, especially if a problem is significant, because the power
to effect change may lessen in time.

     I realized that the most power that I might ever have was
during my first 2 months in office.  Initially, people yielded to
what they perceived as my expertise.  However, as is the case
with most chiefs, once I was in office for some time and had
alienated a few people, both inside and outside the department, I
found that my authority remained the same, but my power to effect
change had eroded. (5)

     I found that focusing on relationships and learning the
intricacies of the department consumed most of my first few
months in office.  I also learned that evolutionary rather than
revolutionary changes were the easiest to accomplish and were
more readily accepted by personnel in the department.  Most
importantly, I found that input from individuals affected by any
change was important, and should be sought before a decision to
make a change is implemented.

AVOIDING OCCUPATIONAL HAZARDS

     There are many problems or hazards facing police chiefs
today.  As civil liability concerns continue to heighten, a
single split-second act of one officer may result in the
assessment of punitive damages against the chief and the officer.

     Another hazard relates to decisionmaking.  I quickly
realized that careful consideration must be given to every
decision; if the chief makes the wrong decision too often, staff
and officers begin to lose confidence.  At the same time, a chief
who hesitates too long in making decisions will be labeled as
indecisive.  I found that as chief, making decisions was not an
easy task.  Basically, I was also caught between both liberals
and conservatives seeking to influence police operations.  But
what I had to remember at all times was that I had to decide what
was best for the citizens, the department, and the community,
regardless of the situation or the parties involved.

     Therefore, newly appointed chiefs must learn to deal
effectively with problems of police management.  New chiefs must
work to enhance their personal leadership skills through mentors
or executive management training, while simultaneously managing
the operations of the department. (6)

     Vying for the top executive position too early is also an
occupational hazard.  Although wanting to ``move up the ladder''
as quickly as possible is a natural aspira