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M-A-N-A-G-E-M-E-N-T defined: subordinates' expectations

FBI Law Enforcement Bulletin,The - March 1, 2004

Management remains a much-studied subject. All organizations, from large corporations to local police departments, desire to supervise their employees as effectively as possible. Over the years, leaders have examined countless books and articles presenting both differing and evolving opinions of what constitutes effective supervision.

I believe that a particularly insightful way to look into the subject of management is to view it from the subordinate's perspective. For example, what does a sergeant expect from a lieutenant? A lieutenant from a captain? A captain from a chief? What considerations are important in the M-A-N-A-G-E-M-E-N-T of employees? (1)

M -- Management

Management means bringing about, accomplishing, and conducting. Effective managers "get things done" the right way. Employees want to work for such individuals. These supervisors do not rely on additional people to do their jobs. They do not allow others (e.g., elected officials, the media) to provide leadership for them, and they recognize the difference between "dumping" their work on subordinates and appropriately delegating it (to teach and improve them). They serve as examples for others to follow.

Effective managers strive to continually learn. They stay abreast of the latest trends in supervision and not just in law enforcement because, after all, the world continually changes and management styles must adjust accordingly. Successful supervisors also use the comments and criticism of others to their own benefit, thereby molding and shaping themselves into effective leaders and managers.

This knowledge helps them not only to perform their jobs competently but also to help their employees achieve success in their duties. This proves essential in today's society where an attitude of "doing more" error-free serves as the common expectation of organizations, as well as the public. In this regard, effective managers will pass on their knowledge, including their mistakes and the errors of others that they have witnessed, to subordinates. They will do their best to not allow their employees to take a negative course of action; they will help them to make the right decisions.

A -- Accountability

Accountability is important at all levels of an organization. Managers can demonstrate their willingness to be held accountable by getting out from behind their desks and becoming personally involved with their subordinates, bonding with them by speaking and listening to them, observing them, and sharing experiences. They must invest meaningful time with their employees to truly understand them and their needs.

Supervisors can demonstrate their willingness to get involved in a variety of situations. For example, my chief still goes out on patrol every now and then. He puts on his uniform, takes the stars off his collar, and partners with an officer on patrol. His actions show the entire department that he does not consider himself above doing the same work that he asks his officers to perform--and demonstrate his accountability to his employees.

N -- Nobility

Nobility means being morally sound, superior in character and nature. Subordinates want to follow managers who model such qualities. Unfortunately, in today's society, many people seem to think that two standards exist in the way people act--one for professional conduct and the other for private. For example, famous athletes or well-known politicians may want to receive judgment only on their spectacular accomplishments on the athletic field or in the political arena and to have their private affairs ignored. However, people of integrity adhere to moral principles in all activities, on or off duty. The fact is, subordinates lose respect for their managers if they see them participating in inappropriate conduct, regardless of when or where the activity takes place. Employees want to work for managers of noble character; such supervisors earn the esteem of their staffs.

A -- Action

Action defines leadership. Leaders make decisions about where they want to go, what they want to do, and how they will get there. And, they do what they said they would do. In Richard Bach's classic book Jonathan Livingston Seagull, most of the seagulls did not bother to learn anything more than just the simplest facts of flight. Jonathan struggled with the decision of whether to be content to fly like the other gulls or to be different and live up to his flying potential. He decided to take action and excelled above the other gulls in the art of flying.

While it is easy to sit back and do just enough to get by, to not make waves, and to make everyone happy, it takes courage to act. Employees find it frustrating to look at a manager and see someone who will not do so. Nonaction implies that the supervisor must not care. Managers should strive to be people who act when needed, leaders who possess enough courage to change direction when warranted. Subordinates want to know that if their bosses see something that is not right, they will have the courage to speak up, to bring the issue to light, and to take action. As a famous athlete said, "You miss 100 percent of the shots you never take." (2) Strong leaders "take the shot." Employees want to work for such individuals.

G -- Guiding Principle

People generally follow a guiding principle that tells them to treat others as they would like to be treated. Truly, the greatest legacy a person can leave behind is to have had a positive influence on the lives of others. Supervisors can do this in three ways.

First, managers should only employ supervisory tactics that they would consider appropriate if their own bosses used them. In this regard, supervisors can evaluate their own managers and incorporate positive attributes into their own style of management while eliminating the negative.

Second, they should lead by example. Managers should ask employees to follow only regulations and procedures that they themselves follow. Supervisors' practices and actions should mirror agency rules and policies, as well as the types of behavior expected from subordinates.

Third, managers should treat employees with dignity, kindness, caring, and compassion. This does not mean that they must be soft but, rather, human. Subordinates respond positively to supervisors that truly respect and care about them personally and professionally. Managers can accomplish this in many ways. For example, they simply can show a genuine interest in employees' lives outside of work--areas, such as their families and hobbies. My agency has a slogan that sums this point up well: "People are our greatest asset." Supervisors should treat their subordinates accordingly.

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E -- Education

Managers must facilitate the education of their employees. One method is to encourage subordinates to pursue formal college degrees. Such credentials can serve to further professionalize law enforcement in general. Also, campus settings present officers the opportunity to facilitate friendships and relationships with individuals of other professions and cultures, exposing them to different ways of thinking. This, in turn, can help them expand their outlook and better understand the diverse communities and people they serve.

Another way supervisors can help educate their employees is through formal training, such as conferences and seminars. Such opportunities should not be limited only to those relative to their specific current assignment but should include other areas that would augment their repertoire.

Putting a priority on education shows subordinates that the manager cares about their personal progression, as well as the ever-growing and changing needs of the department. Supervisors should continually encourage their employees to take advantage of opportunities. As subordinates continue to learn, they confidently and effectively can serve the needs of the organization, as well as the community. Also, when employees feel competent and valuable, they enjoy their work. Education serves as an effective tool organizational leaders can use to better their personnel and the organization; it provides a "win-win" situation.

M -- Mentoring

Mentoring constitutes another important aspect of management. Professionally, supervisors can find many areas of their jobs that would be beneficial for their subordinates to learn. For example, sergeants can gain insight into a lieutenant's decision-making process, lieutenants can assist with staff work usually done by captains, and captains can attend functions for chiefs of police. The best learning comes from doing. Supervisors should involve their employees where they can learn from areas of the job done by those above them. An effective manager tries to train, educate, and motivate their subordinates to one day replace them.

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