Where Are You Sitting?
I have a love and hate relationship with law enforcement traditions. The love of those traditions is what moved me to enter the profession but not all traditions are created equally. While I grew up looking at state troopers with their big hats and leather gear as nothing short of a modern day Greek God, there are other traditions that drove me absolutely insane.
Early in my career, I noticed one tradition at my agency that I didn’t understand. When I showed up for my first shift, I was taken to a squad table where 7-10 officers would sit each day before the shift started. Squad briefings are like apple pie and baseball to law enforcement and they often turn into nothing short of an open mic session and I openly embraced this aspect of the exercise but I never understood why there was a hierarchy in who sits where?
Like a father giving orders to a bunch of rowdy kids, the sergeant always sat at the head of the table. The corporal would sit right beside the sergeant and down the line of chairs, others officers would typically have their assigned seats.
It was always fun to get the first day rookie to sit in the sergeants seat and while most would’t fall for it, they would inevitably sit in another seat duly assigned to another squad officer. The only safe play was to stand up and wait for everyone to sit down and while I watched this for years, I never knew why or what created this tradition of importance.
Traditions Are Meant To Be Broken
I was 27 years old when I promoted to sergeant, which effectively made me the youngest at most of those tables. In the typical “change the world” fashion that many young officers have, I was going to do something about a tradition I believed had no merit in leadership.
I got to work early that first day, grabbed the mail, sorted the priorities and played out what I was going to tell an existing squad that just got a new sergeant. I had no business telling them how to do their job or giving them some cheesy pep talk. These were veteran officers with hundreds of years of experience behind them so I kept it short and simple.
“Some of you don’t know me and that’s ok. Some of you are concerned and I get it so let me be as simplistic as I can. My job is to help you do your job as safe as possible. Do your job, do it well and I’ll have your back no matter what. I don’t want to get in your way. You know this area better than I do. Most of you have done the job longer than me so feel free to help me as well.”
The words didn’t bother them and I’m not even sure most were listening but I had their undivided attention for another reason.
For the first time, their sergeant wasn't sitting at the head of the table. I had taken my place somewhere in the middle of the pack, between a 30 year veteran and a new FTO. I could sense some anxiety at the table and after a long pause, one of the officers attempted to help me.
“Sarge, your chair is at the head at the table.”
That is exactly the question I was hoping for.
“I know where the sergeant usually sits but frankly, that’s not for me. Maybe it’s symbolic or I just feel more comfortable sitting with you, but I don’t believe sewing a silly stripe on my sleeve changes my seating arrangement.”
I don’t think that decision changed the universe and the senior officer took the seat the next day but for some reason it felt right at the time and as the years went by, I saw the power of breaking down the separation of rank when it comes to leadership, even if it was as simple as a seat.
Car Stops & Committees
A few years ago, I was placed in charge of a large project and I personally selected several officers for their background and education in the area of marketing. I didn’t know most of them and some were still in field training. That didn’t matter to me but I knew that if I didn’t break down the rank structure that unfortunately divided us, I wouldn’t get what I needed from them and many others at the table. One again, I didn’t sit at the head of the table and I implored them to forget about rank and give me whatever ideas they had. All it took was one idea and it was off to the races.
The success of that project was because of them but if they had been worried about the old commander in the room, that success simply would not have happened.
A few months ago, I saw an officer at my former agency in a retail store. I didn’t know him well but he came right up to me and thanked me. When I asked why he told me that over a decade ago he had stopped a car and I stopped to check on him. I didn’t remember the encounter but when I told him that while I appreciated his gratitude, that act of police work shouldn't exactly be a big deal.
“It was,” he said.
“You were a commander and you took the time to stop. That hasn't happened since,” he continued.
That act of actual police work was not unique to many of my peers so I don’t get a cake for doing it but to that officer, it meant something. Indeed, sometimes it’s the little things that could make a difference to those around you.
What Could You Do?
Enough about me. I want you to consider what you can do. Maybe it’s not a table or a seat but what can you do ensure you are getting the most out of those around you?
Do you know your employees? Do you know what they like and what they are good at? Are you working to put them in a place where they can thrive and feel like they are contributing to the mission?
Are there traditions around you that don’t match with the overall mission of the organization?
Leadership is not about simply showing up and it definitely has nothing to do with authority. Courageous Leaders are constantly pursuing and pushing to get the best out of those around them and the only way to do that is to ensure they view you as partner or advocate rather than simply a boss.
Leaders don’t tell…They Ask.
Leaders don’t control…They Empower.
Leaders don’t use authority…They Use Influence.
Leaders don’t manage…They Lead.
Dr. Travis Yates retired as a commander with a large municipal police department after 30 years of service. He is the author of “The Courageous Police Leader: A Survival Guide for Combating Cowards, Chaos & Lies.” His risk management and leadership seminars have been taught to thousands of professionals across the world. He is a graduate of the FBI National Academy with a Doctorate Degree in Strategic Leadership and the CEO of the Courageous Police Leadership Alliance.
Great Article Dr. Yates.
This is great! When I started in my first squad, I was put, as luck would have it, on the senior dayshift squad for three months until the shift bid occurred. My very first day on my own. I was so excited! And I walked in the briefing room that had the capacity to hold 20 people and saw the five other people on the squad were already seated with the sergeant at the Sgt desk. There were no other chairs in the briefing room. The message I received was unable… I was not part of that group. I stood against the back wall and received the information for that day and had the Sgt asked me why I was still in the briefing room when he was done. Years later as a supervisor, I would sit with my guys to let them know there was nothing I was not willing to do that I also would ask them to do as well. Great article.