Chapter 3.txt

understanding power and authority; don’t forget where you came from “Power is like being a lady… if you have to tell people you are, you aren’t.” — Margaret Thatcher My coworker, Sergeant Jack Connor, was thrilled. Our boss, Lieutenant James Franks, had been selected to attend the FBI National Acade...

understanding power and authority; don’t forget where you came from “Power is like being a lady… if you have to tell people you are, you aren’t.” — Margaret Thatcher My coworker, Sergeant Jack Connor, was thrilled. Our boss, Lieutenant James Franks, had been selected to attend the FBI National Academy. That meant Franks would be gone for a couple of months. In his absence, the senior sergeant, Jack, received a temporary promotion. He was now Acting Lieutenant Jack Connor. Acting Lieutenant Connor took this promotion seriously. He always felt that people did not show him proper respect as a sergeant. He always wanted to be a lieutenant, but couldn’t score high enough on the exam, even after taking it three times. Now was his big opportunity. Now he was a lieutenant, and people would have to show him the respect he deserved. Connor knew what he had to do first. He went to supply to get a set of lieutenant bars. “We don’t issue rank for temporary promoters,” said the supply officer. Luckily, there was an Army surplus store close by. He bought two sets of collar rank and replaced all his stripes with his new shiny gold bars. Never Leader Armor for Law Enforcement 50 one to do things halfway, he also ordered business cards, paying for overnight shipping. He changed his office and cellphone voicemail. “Hello, you’ve reached Lieutenant Jack Connor…” Wow, he thought, that had a nice ring to it. After a few days of walking around with his new rank, I asked him what it was like to be the “big boss.” “I have to be honest with you, nothing changed,” he said. I was confused. “What do you mean?” “Well, some people call me ‘Lieutenant Connor’ now, but they almost sound sarcastic when they do. I’ve given plenty of orders, and people followed them, but they didn’t seem very happy about it. Some even resisted, until I pointed at these (collar pins) and told them, ‘See the gold? Do what you’re told!’” “Seriously?” I asked. “There was some eye-rolling and even a little snickering, but they finally did what they were supposed to do.” “Wow,” was all I could manage to say. A couple of months later, Lieutenant Franks returned from the National Academy. Acting Lieutenant Jack Connor went back to being Sergeant Connor. During a staff meeting, Lieutenant Franks asked Connor how he liked being an acting lieutenant. “It was great, but people just don’t respect the rank. I guess being a captain is where the real power is.” Franks shook his head and looked at me. We were both thinking the same thing. Some people just don’t get it. Rank will only get you so far. True respect has to be earned by the person, regardless of what is on their collar. Rank Does Not Make You a Leader Many leaders have rank, but many people without any rank are leaders. Rank gives you authority to exert a certain level of control and direction over your direct reports in your role as a first-line supervisor. Too many supervisors think their rank, their title, or their position makes them a leader. They believe rank automatically gives power. To a small degree, this is true. Unfortunately, this is where the knowledge of most supervisors ends. We are going to add another piece to your Understanding Power and Authority; Don’t Forget Where You Came From 51 leader armor. You will become more competent in your leadership by understanding that authority is different, but related to, power. You will also understand that there are several forms of power or bases of power from which to lead.16 Your rank, title, or position gives you authority. Authority is the legitimate right to exercise power. Power is the capacity, the potential, to influence others. It is potential because you will not have the same power with all people. Power is only exercised when you influence someone. Influence means changing the behavior, attitudes, beliefs, or values of another person. Your rank (or title, or position) gives you the authority to attempt to influence others to change their behavior (and possibly attitude, beliefs, and values) so that it is aligned with the goals of the organization. You might be thinking, like Acting Lieutenant Jack Connor, that rank gives you the authority to exercise power, therefore rank gives you the power to influence others. If that were true, anyone with rank would have the power to influence others. Here’s the problem with that thinking. Only after you have changed behavior, attitudes, beliefs, or values have you successfully exercised power to influence someone else. Most new and many veteran leaders do not realize that there are different types of power, some more effective than others.17 New supervisors tend to get stuck using only the power that comes from their rank. This is called legitimate power and it is useful, but there are other bases of power that may increase your chances of changing behavior and creating engagement. Authority is the legitimate right to exercise power. Power is the capacity, the potential, to influence others. Leader Armor for Law Enforcement 52 As a new supervisor, if you want to become a great leader, you must become familiar with these different bases of power and also know when to use them. Before describing each type of power, let’s first talk about outcomes. Outcomes of Power Your attempt to exercise power will result in a reaction from the person you are trying to influence. Let’s keep it simple; you make a request of someone you lead. How do they react? The person to whom you made the request (let’s call them the recipient) may react in many ways, but all reactions may be grouped into of one of three outcomes. These three outcomes, from least desirable to most desirable, are resistance, compliance, and commitment.18 Resistance. When you attempt to influence someone, resistance is not what you want. This occurs when the recipient opposes your request. This might take several forms. They could simply say no or maybe explain why your request would not work. “Boss, let me tell you why that won’t work.” Instead of saying no, they might try to get you to change your mind, “I hear what you’re saying, but what if we tried this instead…” Maybe they nod their head yes, or even agree to your request, but then go to your boss and get them to deny your request. The recipient could also use a stalling tactic such as accepting your request, but then not doing it, hoping you’ll forget about it. Finally, the recipient could pretend to go along with your request, but then sabotage the task to ensure it fails. If you want to become a great leader, you must become familiar with these different bases of power and also know when to use them. Understanding Power and Authority; Don’t Forget Where You Came From 53 One thing to note about resistance. While this is not the reaction you want, any resistance should set off a little warning bell in your head. The people we lead are, generally, smart and dedicated to the mission. Sometimes their resistance means we are doing something wrong. When met with resistance, take a brief pause to consider the possibility that you’re making a mistake. Compliance. Compliance is when the recipient carries out your request, but only by doing the bare minimum to get it done. They are not engaged in their efforts. They will get the task done, but with minimal involvement and enthusiasm. When you ask Deputy Waikikamukau to take a cruiser over to the garage for maintenance, you don’t necessarily need him to be dancing and singing show tunes about it; you just need the job done. While this is not the most desirable outcome, for simple, routine requests, compliance is really all that is necessary. When it comes to those cynical or “problem” employees, getting compliance, instead of resistance, should be considered a victory. Commitment. Commitment is the most desired outcome. The recipient goes above and beyond the bare minimum to get the task done. They are engaged in the task by completing it with enthusiasm, initiative, and persistence. For more important, complex, or difficult requests, this is the ideal outcome for the leader to achieve. The leader’s request or decision is implemented effectively because the recipient understands why the request or decision is made and will make great efforts to accomplish the task, despite any obstacles that arise. Here is an example of what the different outcomes look like. Your sector is experiencing a rash of theft from autos. You ask two of your beat officers to give that area extra patrol during the night shift. If they refused, or told you they would do the extra patrol but didn’t, that would be resistance. If they just drove through the area an extra time or two each shift, as you asked, that would be compliance. What you really want is for them to be proactive. You want them to apply their own problemsolving to the issue. Commitment occurs when they consult with the crime analyst section to determine larger patterns and narrow down Leader Armor for Law Enforcement 54 times for the thefts. They consult with the detectives and bring in a bait car. They work with the area residents to take advantage of all the Ringtype video networks. The officers understand the problem and why it must be addressed. They then bring forth their best thinking and efforts to solve the issue. Now that you understand the three outcomes that can occur when using power to influence, it’s time to understand the different types of power. These bases of power will be listed from least effective to most effective.19 Bases of Power20 Coercive Power. The leader threatens to use punishments if the recipient does not comply with their requests. This is the “stick” or “hammer” approach. The leader threatens punishment of various sizes and shapes. The punishment may be a negative letter in a supervisor file, suspension, demotion, or even termination (yes, some law enforcement agencies still fire people).While there is a time and place to use coercive power, leaders who rely on this power base will see a decline in motivation, satisfaction, and performance over time. Coercive power is most likely to be met with resistance or compliance. I’m not suggesting you never use coercive power. There’s a time and place for it. What I don’t want is for this to be the only tool in your belt. This may be an effective strategy when used sparingly. For some people, a verbal admonishment will do the trick, “I’ve spoken with you twice now about coming in late. If you come late again, unexcused, I will document the behavior in a letter that will go in your file.” For others, it will take the letter to be served on them before their behavior changes. There are also times to use the big hammer if the person violates an organizational value or commits a major officer safety violation. Reward Power. The leader will grant rewards in exchange for carrying out the request or performing a task.21 This is the “carrot” approach. The reward can take forms such as a “good guy” letter in a personnel, verbal compliment, monetary reward, promotion, or Understanding Power and Authority; Don’t Forget Where You Came From 55 transfer. Rewards are often limited to what the leader may offer from their position in the agency. Compliance is the most likely outcome, if the reward is valued by the recipient and the recipient believes the leader is able to provide the reward. If the recipient believes they’re being manipulated or taken advantage of by the offer of the reward, then resistance is a possible outcome. You might be limited in what rewards you have to offer. I can hear you thinking, “I can’t give out promotions or cash, so what can I do?” Anyone, no matter if they’re a supervisor or not, has the power to offer recognition. This could be in the form of a sincere verbal recognition such as, “You did a great job on that last assignment. I really appreciate your work.” This could also be more formal, such as an email or official recognition letter. Do not underestimate the power of recognition. Beware, just as with coercion, that if you overuse rewards, they will lose their value and you could see a decline in motivation, satisfaction, and performance. Legitimate Power. This power flows from the leader’s job title or position in the organization. As an officer, deputy, or agent, you had the power to enforce the law, make arrests, and even use deadly force under certain circumstances. This power was derived from your position as a law enforcement officer. As a first-line supervisor, you have a certain power that comes with your rank or position in your agency. For example, most first-line supervisors have the power to assign work, conduct uniform and equipment inspections, assign training, approve/deny leave requests, etc. As you progress up the ranks in your organization, this power broadens. Legitimate power is usually met with compliance rather than commitment. Compliance occurs when the recipient recognizes the request as reasonable and being from the “boss.” The leader may experience resistance if they rely on the power base too often or follow up their request with abusive statements such as, “Because I’m the boss,” “See the gold? Do what you’re told,” or “See my stripes? I don’t want to hear any gripes!” Commitment is possible if the recipient believes Leader Armor for Law Enforcement 56 the request is legitimate and the request is made in a polite manner. For example, even though the leader may not use her rank overtly in making the request, it is understood that she has the legitimate right to do so. Expert Power. Continuing experience and education form the foundation for this base of power. Evidence of expert power can include experience, certifications, diplomas, licenses, and awards. The real proof of expertise comes when the leader applies her knowledge and experience to solve problems and make decisions. The leader often presents logical arguments for why the request is being made or the task is being assigned. These arguments are followed up with evidence supporting the argument. Expert power comes from how much more the leader knows about the task or subject matter of the request. A patrol squad leader who was a former detective for many years will, most likely, have expert power over an officer who has no investigative experience. Recipients are likely to respond with commitment due to their knowledge of the leader’s skill/expertise compared to their own. Referent Power. People feel loyal to and want to please leaders they respect and admire. The respect and admiration come from the relationship that has been built between the leader and recipient. The relationship is such that the leader does not even have to be present to influence. To show their loyalty, to gain approval, the recipient often completes tasks before the leader makes a request. Think about someone you admire, possibly your parents or grandparents. In any given situation, do they affect how you act? Does that little voice in your head say, “What would my mom or dad think if I acted this way?” If so, they have referent power over you. If someone you lead is thinking, or even saying to others, “Hey, if Sarge were here, he’d want us to…” then you have referent power with them. Commitment is the most likely outcome when leading from the referent power base. There is also a possibility of resistance to using referent power. Resistance can occur in situations where the recipient is looking out for their leader. If the leader makes a request and the recipient Understanding Power and Authority; Don’t Forget Where You Came From 57 believes it might bring harm to or discredit the leader they may resist. If the leader is steering the ship and directs the follower to turn towards an iceberg, his followers will resist by pointing out the mistake. Power and Outcomes The three least effective power bases come from the leader’s position in the organization.22 Punishments, rewards, and legitimate authority are given to the leader by her position and rank in the organization. If the leader were to leave the organization, this power would evaporate. Expertise and referent power, on the other hand, come from the leader as a person and her relationship with those she leads. The leader could leave the organization and still maintain this power. Leader Armor for Law Enforcement 58 Ponderings about Power A couple of final thoughts on power are worth exploring. Your power as a leader is given to you by those you lead. Yes, your department will bestow a certain degree of power and authority based on your rank or position, but ultimately power is simply the capacity to influence. Power is effectively exerted when influence occurs. Recipients of power decide if they will change their behavior, attitude, beliefs, or values. If and when they do change, influence occurs, and power has been effectively used. For example, Officer Schmuckatelli’s productivity has not met your expectations. After several counseling sessions, you write him up. Officer Schmuckatelli decides he could care less about a letter in his file, and his productivity does not change. You tried to exert coercive power over Officer Schmuckatelli, but he hasn’t let you. The same scenario would be true with reward or legitimate power. In each case, Officer Schmuckatelli decides whether he values any rewards offered in exchange for higher productivity or if he believes you have the right to demand the increase in his work efforts. In each case, the officer, not the leader, truly determines if power will be exerted and converted to influence. Remember, coercive, reward, and legitimate are positional power bases; what about personal power? Expert and referent power come from the person, not the organization. Does the power still rest in the recipient? Yes. Let’s go back to the Officer Schmuckatelli Your power as a leader is given to you by those you lead. Power is effectively exerted when influence occurs. Understanding Power and Authority; Don’t Forget Where You Came From 59 scenario. You now try to exercise expert power by laying out a logical and coherent case for higher productivity to serve the community, align with organizational values, and meet the goals that you both agreed to six months prior. Officer Schmuckatelli decides, in his mind, whether you truly have expertise in this area and if your argument makes sense. You could also make a personal appeal to Officer Schmuckatelli, based on your long-standing work relationship with him. Once again, he decides if his admiration and respect for you is enough for your influence to be effective. If true power rests with those we lead, what is the point? You will have different power with each person you lead. Some who are devoted to your organization and who are rule followers, will do anything you ask, simply because you are the boss. Others will look for some sort of exchange (coercion or reward) before acting. Some will test your level of knowledge and expertise before they comply with your request. Your power, your capacity to influence, will be based on the relationship with those you lead. To influence and create engagement, you must work to build relationships with everyone you lead and work with. Yes, this includes your boss and peer supervisors. Through these relationships, power will be converted to influence. Those you lead will grant you power based on their trust and belief in you. Do they trust you’re making a legitimate request? Do they believe you will follow through with a proposed reward or punishment? Do they trust you know what you’re doing and that you care about them? This trust is built on the relationship you have and is based on your position (your competence) and you as a person (your character). Sometimes Giving away Your Power Gives You More Our county had outgrown our five police districts, so a sixth district was added. This meant creating new positions for patrol officers, detectives, a traffic unit, and a Special Assignment Team (6DSAT).I was selected to be the 6DSAT corporal, mentoring under Sergeant Dom Fazio. I had previously served as Dom’s corporal on another SAT team. Leader Armor for Law Enforcement 60 Our first task was to start the hiring and selection process for the six detectives that would join our team. Together we also had to gather all the equipment needed for the new team. The most challenging items were the undercover cars. Surprisingly, there was no money in the budget allocated for SAT cars—imagine that. We improvised, going to our abandoned auto lot and getting hand-medowns from other units. We worked hard to scrounge up enough vehicles for the team. One of the SUVs, an old tan Nissan Pathfinder, was obtained from the abandoned auto lot. It was in good shape, but another undercover unit wanted the Pathfinder. Apparently, the members of the other unit were so unhappy about us claiming the vehicle before they did that they sabotaged the vehicle. When we went to pick it up, we found it to have a flat tire. Not thinking anything was amiss, we went about changing the tire. That is when we found the spare tire floating in six inches of nasty water. The rest of the vehicle was relatively clean and dry, but the spare tire area was filled with what we suspected to be toilet water. To say the situation stunk would be an understatement. We laughed at the prank, changed the tire, and added the Pathfinder to our fleet. We ended up with a nice, almost new Chevrolet pickup truck, a couple of used SUVs, and a couple of used minivans. After completing a highly competitive interview and hiring process, we made final selections for the team. We all met at a local bar/restaurant for our first team meeting. During this meeting, the cars would be distributed. Everyone was under the impression that choice would be given in order of seniority, with the sergeant getting the first pick. Everyone assumed Dom would take the nice fullsized Chevy pickup; it was clearly the nicest of the bunch. Dom surprised us all by stating he wanted to pick last. Since everyone on the team held Dom in high regard, nobody agreed with this and told Dom he had to pick first. The argument went back and forth a few times with Dom saying, “You guys pick first,” and the rest of us saying, “No way, not until you pick your car!” Finally, Dom did make his pick. He chose one of the minivans, the worst car of the group. It wasn’t just that he chose the worst car in the group; he chose a minivan. If you were on a SAT team and you drove a minivan, certain duties came with it. The minivan drivers often spent more than their share of surveillance time on Understanding Power and Authority; Don’t Forget Where You Came From 61 the “eye.” This meant hours and hours in the back of a van, with engine off, no matter the temperature outside. As the sergeant, he could have used his rank and selected the best vehicle. Instead, he gave up his power. He did not use his authority and, in turn, earned our respect. By selecting the worst vehicle, he made a statement that he would not ask anyone else to do something that he was not willing to do himself. He started out leading by example and continued to do so for the years I worked for him. Dom gave away his power to choose first. By giving away this power, he actually earned more power from us. We became more committed to him and the mission of our team. So far, we’ve discussed leading yourself. You understand your new role is quite different from your old one. You’re almost ready to learn about leading others. Before we do that, we are going to go a little deeper into your self-awareness and your boss. What is your relationship with your boss? What power base does your boss lead you from, and how do you react? To strengthen this relationship, you are going to look in the mirror again and ask, “What is it like to lead me?” Leader Armor for Law Enforcement 62 Chapter 3: Lessons Learned Leadership is the process of influencing human behavior to create engagement, achieve organizational goals, and prepare followers for future leadership roles. Leadership is about influence. Power is granted by those you lead and effectiveness of power comes from trust. Leaders must understand the different bases of power from which to lead. These bases include coercive, reward, legitimate, expert, and referent. The reactions to exercising power include resistance, compliance, and commitment. Relationships build trust. Relationships are the conduit of influence