IT'S ABOUT CHARACTER
By Robert Vernon
Published in Law Officer Magazine © 2005
Shortly after becoming a police officer, I learned people
expected more from me than just enforcing the law. They began asking
me advice on a variety of topics. I was asked to speak at local
schools and PTA meetings, and to participate in community special
projects. Even though I was very young, they looked to me for
leadership.
Like it or not, police officers are leaders in their community. They
are the most visible form of government, so people look to them for
leadership, and if no one else has the answer to a problem, people
call a police officer. Therefore, all officers, regardless of rank,
must accept this mantle of leadership and strive to earn the respect
necessary to be effective in this important role.
Many agree the primary crisis in the world today is leadership, or a
lack thereof. Can this crisis be conquered? What makes a powerful
leader? Is it something inherited? Is it learned behavior? Can
anyone acquire leadership abilities with sufficient determination? Why do
some people possess a presence that compels others to follow? What
is it about them that results in a powerful ability to influence
others?
These questions have been asked for centuries. In this column, I
will present information about leadership gathered from a variety of
sources. I’ve gleaned some of the information from a review of
literature, both classic and contemporary. Also, while president of
The Pointman Leadership Institute in Hume, Calif., I gathered data
and opinions from people in leadership positions in more than 30
countries. But perhaps the most valuable insights I’ve gained have
come through my own mistakes and occasional successful experiences
in various leadership positions.
I believe the leadership crisis can and will be conquered by people
who sincerely seek to understand what leadership really is and make
the demanding commitment to live by its principles. You may be a
field-training officer, a first-level supervisor or someone who simply
wishes to measure up to your leadership role in the community as a police
officer. Regardless, the word “influence” summarizes the meaning
of leadership in this column, and if you want to influence anyone,
this column is for you.
True Leadership
True leadership occurs when people follow the leader as an act of
their own free choice. This contrasts with management or supervisory
control systems where obedience is achieved in response to a promise
of rewards or the threat of sanctions or discipline. Such management
and/or supervisory methods are completely appropriate and necessary.
But there are many advantages to looking beyond classic management
schemes to achieve true leadership.
For example, control techniques that depend on sanctions or rewards
work well when the boss is present or there’s a good chance the boss
will hear of the follower’s actions. But true leadership, as we will define it, remains effective when
the boss is not around. Leadership continues to impact a follower
when they are
alone and there’s little chance their actions or responsibilities,
either accepted or neglected, will come to the leader’s attention.
When leadership is effective, it not only impacts the follower’s
actions, it also influences their attitudes. Something very powerful
happens: The leader succeeds in influencing how the follower thinks
about an issue. The follower’s level of commitment, standards or
values is affected. Thus, true leadership has a lasting impact on
the follower’s behavior, attitudes and values.
Influencing Behavior
The Pointman Leadership Institute has provided leadership training
and consultation to leaders in more than 35 countries during the
past 10 years. During the first few years, members of the institute
conducted research to determine behavior that resulted in true
leadership. This research revealed a strong consensus on behavior
patterns that resulted in persuasive leadership.
Most of the
behavior patterns are well
documented and discussed in leadership books too numerous to discuss
in this first installment. However, four of them illustrate an
important point. Followers highly value these traits in leaders:
1. Being a good listener;
2. Admitting when they’re wrong;
3. Giving recognition; and
4. Keeping commitments.
Many leaders also value these behaviors and practice them on
occasion. However, our research revealed that very few consistently
exhibit them. When the pressure is on, many revert to dysfunctional
habit patterns quite opposite to the four illustrated above.
Our mistake has been to focus attention on the surface; teaching
behavior that results in leadership does not go far enough. Behavior
can be taught, understood and practiced. But in order for a person
to consistently exhibit leadership behavior, it must flow from that
person’s character, particularly when it comes to pressure and
stress. To consistently practice the four behavior traits listed
above, you must focus on the character traits that support such
behavior. Some will argue that character in adults cannot be
changed, but there is evidence to refute that argument. Character
can continue to develop and mature. But
first the individual must make a deliberate choice to focus upon
character and a strong commitment toward growth.
Summary
Like it or not, many eyes are upon you. The new trainee fresh out of
the academy, fellow officers and even the kids in the neighborhood
are watching you. Give them a solid example of strong character, and
you’ll grow in your leadership role. In future issues, I’ll examine
additional character traits that support powerful leadership
behavior.
Bob Vernon retired from the Los Angeles Police Department after 37 years on the force. He earned an MBA at Pepperdine University and is a graduate of the University of Southern California’s Managerial Policy Institute and the FBI’s National Executive Institute. After retirement, Vernon founded The Pointman Leadership Institute (visit http://pointmanleadership.org), which provides principle-based ethics seminars around the world for police agencies, parliament members, military leaders and a variety of other groups.