RESPECT OVER POPULARITY
By Robert Vernon
© 2008
I was on my way home from a tour of duty just after midnight. A
serious fatal traffic accident had closed down the freeway and I was
using surface streets to get to our home in Pasadena. I was driving
a small unimpressive economy car. Turning on a residential avenue, I
saw four men in the process of stripping a new Cadillac. I stopped
and flipped on my high beams to help me read the license of the pick
up truck they were using. I was in the process of writing down the
number when I saw them running toward me. It was too late to back
up. One of them was reaching for my drivers door handle.
The odds were not good. It was four against one and they were
wielding large wrenches and other menacing tools. As one of them
began to open my driver’s door, I grabbed my .357 S & W Combat
Magnum from the passenger’s seat and kicked the door open – knocking
him back. This action surprised the suspect and allowed me to exit
the vehicle safely. They were moving to surround me when they saw
the Magnum. They were stunned. I asked, “What are you going to do
with those wrenches?” They all dropped the wrenches as if on cue. I
told them I was a police officer, had them step to the curb and
cautiously patted them down for guns. They had none.
I could not think of any practical way to take them into custody. I
had them step up on the curb and ordered them to throw their wallets
to a pile in front of me. They complied. I pulled some
identification from each wallet and threw them back to the street. I
told them I was going to the Pasadena police headquarters and
advised them to wait for the police to respond. I did not expect
them to comply.
I explained the situation to the desk sergeant at police
headquarters. He quickly revised and clarified a broadcasted
emergency armed robbery call. Apparently a “cabbie” had observed me
taking their wallets at gun point and radioed for the police.
Amazingly, the four thieves were sitting on the curb waiting for the
police when they arrived, moments later.
This true story involves the concept of respect. The group of
criminals had no respect for the property neither of the person they
were victimizing, nor of the off duty police officer confronting
them. In this case, the respect was formed through the threat of a
gun. In a dangerous criminal confrontation this type of forced
“respect” may be necessary. In our daily leadership responsibilities
generating respect is much more complex and cannot be forced.
Respect must be earned through the way we make decisions
Ours is a profession of making decisions. We are regularly
confronted with decisions to determine if an act is criminal or
civil; does it merit enforcement or a warning; or are force or
persuasion the correct response. Decisions are just “part of the
territory.” And, when decisions are made, the results rarely please
everyone. There are usually individuals or groups that are unhappy
with the fallout. Add to that the fact that decisions made by
someone in authority are scrutinized and often criticized.
Those entering our profession have various expectations. Some expect
popularity; some seek special considerations; others hope for
increased influence or power. Other benefits may occur; but it is my
opinion that if one can end his/her career with the respect of
colleagues and members of the community, they have been successful.
Respect is the most realistic goal to pursue as a decision maker.
There are various criteria that can be used to assist one in making
decisions. Words like acceptable, expedient, popular, easy and safe
come to mind. Some just rely “on the book.” They realize that using
discretion is somewhat dangerous. It involves less risk to just
apply a regulation or law, even if those mandates allow for some
judgment or options.
I have found that the road to respect demands more than popularity,
ease or caution. And obviously it cannot be forced at the end of a
gun. Respect must be earned. Respect comes from recognizing that the
decision maker is doing his/her best to do the “right” thing. And,
doing the “right thing” is often neither easy nor desirable. The
“right” or noble decision often involves going “against the flow or
current.” One of our country’s early leaders, William Penn,
allegedly stated: “Right is right, even if everyone is against it;
and wrong is wrong, even if everyone is for it.” In that statement
he articulates the dilemma decision makers must confront.
Practical Application
Here are some questions that can form a grid
through which to pass decisions.
The Law - Does this decision fall within the established legal framework?
Policy - Organizational policy often more narrowly defines the boundaries within which we must operate. Is the decision within policy?
Moral/Ethical Considerations - Even if the issue is within the law and policy, there may be moral/ethical factors that must be considered. For example, the knife wielding suspect is a threat and the use of deadly force is legal and within policy; but you know an alternative that could be used.
Motive - Is your main consideration personal interest or fairness to all? Are you attempting to garner accolades and/or favor, or are you thinking of the welfare of the organization and community? For example, the correction of your trainee may be appropriate; but also result initially in resentment and rejection. But trainees need a professional trainer more than a friend during their development.
The “right” decision is not always the popular decision. But in the long term, “right” decisions result in respect – On Point.
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.