Fentanyl Exposure to Law Enforcement
Capt. Brady Madere, Ascension Parish Sheriff’s Office
Lt. Stacey Bouquet, St. Martin Parish Sheriff’s Office
Lt. Benjamin Jones, Jefferson Parish Sheriff’s Office
Sgt. Jacob Greer, Ouachita Parish Sheriff’s Office
Sgt. Brian Ziolkowski, Pueblo County Sheriff’s Office
National Command and Staff College
Session #26
October 2024
Top Capstone Winner
Abstract
Law enforcement officers throughout the United States are exposed to fentanyl daily. Exposure can occur under several circumstances, including execution of search warrants and arrests, through a pat search, processing evidence, etc. Fentanyl can be ingested orally, inhaled through the nose or mouth, or absorbed through the skin or eyes. Law enforcement contact with fentanyl can have significant health-related complications, respiratory depression, or death. Agency leaders can emphasize the importance of training, awareness, and proper handling techniques and develop strategies for prevention and effective response. Law enforcement officers can demonstrate proper safety tactics to limit and treat exposures to fentanyl with equipment, supplies, and training. Research was conducted, using various methods such as gathering and analyzing agency policies, professional law enforcement articles, media stories, training material and communication with colleagues’ personal experiences from various law enforcement agencies.
Introduction
Fentanyl was first developed in 1959 and introduced into the medical field during the 1960s as an intravenous anesthetic. It is legally manufactured and distributed in the United States as a Schedule II narcotic. The United States Drug Enforcement Administration (DEA) defines fentanyl as “A potent synthetic opioid drug approved by the Food and Drug Administration for use as an analgesic (pain relief) and anesthetic” (DEA Website, 2016). According to the DEA, fentanyl is approximately one hundred times more potent than morphine and fifty times more powerful than heroin as an analgesic. Fentanyl is typically mixed with heroin or methamphetamines to increase their potency, and that potency is often underestimated. Dealers and buyers likely do not know precisely what they are selling or ingesting. The dosage of fentanyl is measured as a microgram or one-millionth of a gram, which is comparable to just a few granules of table salt. Fentanyl can be lethal, even at very low doses. Fentanyl and its analogues come in several forms, including powder, blotter paper, tablets, and spray, which represents an unusual hazard for law enforcement agencies.
In addition to users, law enforcement, public health workers, and first responders unknowingly come into contact with fentanyl in its different forms. Fentanyl can be absorbed through the skin, or accidental inhalation of airborne powder can also occur. If fentanyl is inhaled, the DEA recommends moving to fresh air. They suggest washing your mouth with water if it is ingested, provided the person is conscious, and then seek immediate medical attention. Narcan (naloxone), an overdose-reversing drug, is an antidote for opiate overdose and may be administered intravenously, intramuscularly, or subcutaneously. Immediately administering Narcan can reverse an accidental overdose of fentanyl exposure to officers.
In 2016, the DEA stated they were concerned about law enforcement coming in contact with fentanyl on the streets during the course of enforcement. According to the DEA, simply touching fentanyl or accidentally inhaling the substance during enforcement activity or field testing the substance can result in absorption through the skin. One of the biggest dangers of fentanyl is the drug's ability to be easily and accidentally ingested. The onset of adverse health effects, such as disorientation, coughing, sedation, respiratory distress, or cardiac arrest, is very rapid and profound and usually occurs within minutes after exposure. The DEA adds that Canine (K-9) units are particularly at risk of immediate death from inhaling fentanyl. In fact, a member of the Jefferson Parish Sheriff’s Office K-9 Unit stated they did not allow their dogs to conduct searches where there was a potential presence of fentanyl due to the posed risks to the dogs.
In an article published by Health and Justice in 2021, del Pozo, Sightes, Kang, et al, accused the DEA of providing misinformation about the exposure risk of fentanyl. The article claims, “This may aggravate already elevated burdens of officer stress and burnout while chilling lifesaving overdose response” (Health and Justice, 2021). The article suggests that the DEA’s misinformation added more stress to the lives of officers who were already stressed. They mentioned that the information disseminated by the DEA was supported by the Center for Disease Control (CDC), and the perceived credibility of the sources caused a widespread propagation of false information throughout mainstream media and social media, including policing informational networks. The false information resulted in officers taking unnecessary precautions while responding to scenes where fentanyl was suspected, ultimately wasting time in effective overdose responses. According to the article, fentanyl can be absorbed through the skin, but the likelihood of instantaneous effects doesn’t exist. Studies claim the reported “overdoses” by law enforcement officers are more likely a panic attack, given the reported symptoms.
While there are contradictory reports about the severity of the absorption of fentanyl through the skin, all reports seem to agree that fentanyl can be absorbed through the skin. Through research, it has been determined that some people absorb fentanyl more quickly than others. Factors of quicker absorption may include using alcohol-based hand sanitizers, bleach, or a person who sweats profusely. According to the CDC Wonder (NIDA, 2024), “Overall, drug overdose deaths rose from 2019 to 2022 with 107,941 drug overdose deaths reported in 2022. Deaths involving synthetic opioids other than methadone (primarily illicitly manufactured fentanyl) continued to rise, with 73,838 overdose deaths reported in 2022.” Whether the officer is experiencing an actual overdose or is only perceiving an overdose, there is an immediate and real medical risk as a result. The amount of information that travels across all media platforms in today’s culture affects law enforcement officers just as much as the everyday citizen. Law enforcement officers must adapt to prepare for the undeniable danger fentanyl poses, along with the assumed dangers human perception creates as a reality.
Medical Effects of Fentanyl
Fentanyl is a highly potent synthetic opioid that has profound effects on the human body, particularly the central nervous system and respiratory function. Understanding its medical effects and proper post-exposure management is crucial for healthcare providers and the general public. Fentanyl exerts its effects primarily by binding to opioid receptors in the brain and central nervous system. It is estimated to be 50 to 100 times more potent than morphine, making it a powerful analgesic but also significantly increasing the risk of adverse effects (Centers, 2023).
The most immediate and noticeable effects of fentanyl occur in the central nervous system. Users typically experience extreme euphoria, drowsiness, confusion, and dizziness. These effects are due to fentanyl's action on the brain's reward centers and its overall depressant effect on the central nervous system (Centers, 2023).
One of the short-term and most dangerous effects of fentanyl is respiratory depression. The drug significantly slows breathing, which can lead to hypoxia (lack of oxygen to the brain), coma, and death. This effect is dose-dependent and is the primary cause of fentanyl-related fatalities. Other short-term physical effects of fentanyl include nausea and vomiting, constipation, itching or a warm sensation on the skin, constricted pupils, and muscle rigidity, particularly in the chest (Centers, 2023).
Long-term or chronic use of fentanyl can lead to a higher tolerance and physical dependence, substance use disorder, depression, impulsive behavior, sexual dysfunction, poor nutrition, and weight loss (Centers, 2023).
Post Exposure Management
Given fentanyl's potency and the risk of severe adverse effects, proper post-exposure management is critical. If someone suspects an individual has been exposed to fentanyl, the first thing they should do is call emergency services immediately. Secondly, one should check for responsiveness and breathing. If the person is unresponsive and not breathing normally, begin CPR if trained to do so. Administer naloxone if available. Naloxone is an opioid antagonist that can rapidly reverse the effects of a fentanyl overdose. Multiple doses may be necessary due to fentanyl's potency (NCAPDA, 2024).
Once medical help arrives, treatment may include continued naloxone administration as needed. Respiratory support may consist of intubation and mechanical ventilation in severe cases. Vital signs, particularly respiratory rate and oxygen saturation should also be monitored (NCAPDA, 2024).
When speaking of longer-term treatment, medically supervised detoxification may be necessary to manage withdrawal symptoms safely. Additionally, behavioral therapy, as well as regular monitoring for relapses, may be needed (NCAPDA, 2024).
Political Advocacy for Enhanced Resources
As officers face increasing risks from the opioid crisis, effective leadership is crucial in developing strategies to combat fentanyl exposure, particularly through political advocacy. One of the most effective ways law enforcement agencies can address this is by ensuring that legislation, policies, and resources are in place to mitigate the dangers associated with fentanyl. Through active engagement with policymakers at local, state, and federal levels, law enforcement leaders can push for increased funding and resources dedicated to addressing the opioid crisis.
Promoting better protective measures for law enforcement is one key area which can make a significant impact. Law enforcement officers frequently come into contact with fentanyl while conducting searches, making arrests, or handling evidence. Without proper protection, these encounters can lead to accidental exposure, which can have severe and sometimes fatal consequences. To combat this, law enforcement administrators should advocate for policies which increase the availability of personal protective equipment (PPE) such as gloves, masks, and protective suits. Harrington (2017) states, “Progressive law enforcement professionals should give strong management measures to make better decisions to advance safety protocols and mitigate the cost derived from loss of resources and ligation.”
Budget constraints often limit the ability of law enforcement agencies to invest in adequate protective gear and training programs, however, by advocating these issues at the legislative level, law enforcement leaders can secure the necessary funding to enhance officer safety and reduce the risk of fentanyl exposure. Advocating for legislative support for widespread training on the proper handling and decontamination procedures when fentanyl is involved is paramount. This should extend to demanding that all law enforcement agencies be equipped with Narcan (naloxone) to reverse the effects of accidental fentanyl exposure in emergency situations. Training received regarding fentanyl handling and overdose recognition directly affects officers’ abilities to respond effective and safely.
Political advocacy can facilitate the formation of task forces and interagency collaborations which are essential in the fight against fentanyl. Law enforcement leaders can advocate for the establishment of multidisciplinary task forces that bring together law enforcement, health professionals, legislators, and community organizations to tackle the fentanyl crisis from multiple angles. These collaborations can help ensure resources are shared, strategies are aligned, and the response to fentanyl is both coordinated and comprehensive.
Training & Safe Handling of Fentanyl
According to Lt. Col. T. Spain (2017), “The Leader has to constantly adapt to their ever-changing work environment.” With the increase of overdose deaths and medical emergencies caused by fentanyl, agency leaders should be responsible for establishing the most sufficient practices for the collection and exposure training of fentanyl and suspected fentanyl substances for Law Enforcement personnel. The training should be specific to proper handling, collection, and storage for fentanyl evidence and also provide personnel with the resources to handle exposure incidents. This training would be a requirement for all employees that may come into contact with fentanyl.
The DEA (2017) states “any substance suspected to contain fentanyl should be treated with extreme caution as exposure to a small amount can lead to significant health-related complications, or death.” As matter of reference, it has been determined that it would only take 2-3 milligrams of fentanyl to induce respiratory depression, or arrest and possibly lead to death. Law enforcement should assess all scenes for indicators of fentanyl presence. Loose powders, mail packaging from China, and certain conditions of the victim are observations that the scene could be a fentanyl hazard.
The National Institute for Occupational Safety & Health (NIOSH) recommends that the following precautions must be taken to limit and prevent emergency responder’s exposure (CDC, 2024):
- Always wear nitrile gloves when illicit drugs may be present and change them properly when they become contaminated.
- Wear respiratory protection if powdered illicit drugs are visible or suspected.
- Avoid performing tasks or operations that may cause illicit drugs to become airborne.
- Do not touch the eyes, nose, or mouth after touching any surface that may be contaminated, even if wearing gloves.
- Wash hands with soap and water after working in an area that may be contaminated, even if gloves were worn. Do not use hand sanitizer or bleach.
When collecting evidence suspected to contain fentanyl, utilizing PPE is the first step. Any suspected fentanyl-related exhibits should be “double bagged” by placing the exhibit within two agency-approved evidence envelopes. The inner envelope could be a non-labeled version, while the outer evidence envelope should contain a standard evidence label with the required information needed for documentation and tracking purposes per agency policy and procedure. Both evidence envelopes should be clearly marked “Suspected Fentanyl.” The evidence should be transported directly to the requisite forensic laboratory, ensuring all evidence exhibits are clearly marked as “Suspected Fentanyl.” If suspected fentanyl or fentanyl-related drug evidence must be transported back to an agency’s office prior to submission to a laboratory, personnel should secure the evidence in the agency’s designated drug vault and/or secure drug processing area, not on work desks, in conference rooms or other public areas. When transporting exhibits, evidence should be placed in sturdy, crush-proof boxes. For added safety evidence exhibits could instead be placed inside a reusable “Pelican” style case which can be locked and can maintain an air-tight seal (DEA, 2017).
Being able to recognize and communicate that the scene or situation is beyond personal training, is another skill that is vital. Having specially trained law enforcement (or hazardous materials “HAZMAT” incident response team) professionals equipped with the necessary equipment, including Level “A” PPE, on-site to assess the situation prior to exposure or contamination is recommended by the CDC (CDC, 2024). Prior to and during the course of the scene, communication between dispatch and the responding officers is vital for the safety of anyone in the near vicinity. Communicating to the public, along with prior education regarding the severity and seriousness of this epidemic will establish trust and collaboration between law enforcement and the citizens of the community. According to Harrington (2017) “Risk management is both a moral (it is just the right thing to do to keep people from harming themselves or others), and a business obligation.” Being responsible for these types of scenes and the additional procedures and precautions necessary are new and sometimes stressful experiences for many officers and agencies. Harrington (2017) stated, it is the role of the adaptive leader to “navigate people through change when focusing on what's important while paying attention to the internal and external forces that are at play.” Giving law enforcement personnel the training, education, and confidence to handle these situations is necessary for the safety of the officers involved and the public.
The DEA has released a “Fentanyl Roll Call” video to all law enforcement and first responders nationwide about the dangers of improperly handling fentanyl and its deadly consequences (DEA, 2017). Continued training and education of the current drug epidemic is an essential element to policy. Distributing and educating officers and the public of current variations, trends, and dangers of illicit drugs, specifically fentanyl, will ensure that the vision and goals of the public safety field are met.
Leveraging Social Media Outreach and Community Engagement
In today's digital age, social media serves as a powerful tool for communication and education by spreading awareness and providing education on safety measures. With the rapid dissemination of information, platforms like X, Facebook, and Instagram allow law enforcement agencies to share critical updates, safety protocols, and guidelines about fentanyl. It has created a positive platform for police agencies to send and receive information, recruit resources and future officers, and engage with the public faster and more efficiently (Lev-on, Yavetz, 2020). By educating officers and the public on how fentanyl exposure can occur, agencies can better prepare first responders to protect themselves with the necessary protective equipment like gloves, masks, and Narcan (naloxone).
Leaders can also use social media to promote internal communication, ensuring that officers receive timely updates on best practices for handling fentanyl-related incidents. Training videos, informational graphics, and success stories can enhance officers’ preparedness and morale, ultimately contributing to their safety and effectiveness. A culture which prioritizes safety, and open lines of communication can lead to better preparedness and ultimately improve officer safety. Long (2017) states, “Communication is important because it is key for the organization and the individuals in that organization to have a reciprocal and positive relationship with their internal and external environment”.
Social media provides an avenue for law enforcement to collaborate with healthcare professionals, local communities, and other public safety organizations to share real-time data on fentanyl trends and hotspots. Engaging the public in a transparent conversation about fentanyl and drug-related incidents not only builds trust but also promotes collective vigilance. Citizens can also be educated on how to recognize signs of fentanyl overdose or contamination, creating a more informed and responsive community. By leveraging social media to highlight the dangers of fentanyl and equip law enforcement and the public with actionable knowledge, agencies can enhance their overall readiness to combat the opioid crisis.
By actively engaging with the community, law enforcement leaders can effectively navigate the challenges posed by fentanyl expose while fostering a culture of safety, trust, and resilience. These interactions can help build strong relationships with local residents, organizations, and health services as well as fosters trust and collaboration, which are essential in addressing substance abuse issues. Law enforcement can create a sense of shared responsibility and accountability by involving community members in discussions about prevention and safety. This proactive approach not only informs but also mobilizes the community to take action, creating a united front in the fight against substance abuse.
The Opioid Initiative
In 2021 and 2022, various pharmaceutical companies that manufactured, sold, or distributed perception painkillers reached a multi-billion-dollar lawsuit agreement for their roles in aiding the massive opioid crisis that has plagued the United States. In 2023, state and local governments received their first payment of approximately 1.5 billion dollars to combat this urgent and widespread opioid epidemic. The funds were to be spent on treatment, overdose prevention, and law enforcement's fight against those distributing dangerous opioids illegally, such as heroin and fentanyl. As a result, many local police agencies in Louisiana, including the Jefferson Parish Sheriff's Office (J.P.S.O.), received an undisclosed portion of the settlement funds to aid them in their fight against those distributing illicit opioids within their community.
After being awarded the settlement funds, leaders within the Jefferson Parish Sheriff's Office Narcotics Division began discussing spending strategies. Realizing that arresting their way out of this crisis plaguing their community was highly unlikely, leadership elected to adapt and employ new tactics, utilizing a more comprehensive investigative approach with an emphasis on targeting distributors linked to overdose deaths. As retired Colonel Ted Spain (2017) asserts, "Many times, mission accomplishment depends on our adaptability as leaders. Therefore, agencies must be able to adapt their approaches to remain effective in protecting the public."
To begin with, J.P.S.O. Captain Shane Klein and Lieutenant Elvin Modica employed a policy that requires a narcotics agent to attend all scenes where an overdose death has occurred. Frequently, when individuals experience a grave tragedy, such as the sudden death of a loved one under criminal circumstances, they are more likely to speak with and provide information to law enforcement that could be helpful to the investigation. Aside from speaking with any on-scene family members or witnesses, the agent's primary goal is also to retrieve the deceased's cellular phone, as it contains time-sensitive data that is crucial to identifying the individual who distributed the lethal dose.
After obtaining and reviewing the data from numerous victims' phones, the agents quickly realized many distributors lived outside Jefferson Parish throughout Louisiana and the United States. They realized they would need the help of local neighboring agencies, the Louisiana State Police, and the DEA to pursue those distributors effectively. As a result, Jefferson Parish leadership reached out to the St. Tammany Parish Sheriff's Office and St. Tammany District Attorney Collin Simms due to his having experience in trying overdoses as homicides, DEA Assistant Special Agent in Charge (ASAC) Paul Seale and Louisiana State Police Colonel Robert Hodges to assist with the initiative. All parties elected to participate, and they began effectively communicating with each other to aid in the fight.
This effective communication ultimately led to the development of a centralized data collection site, which will house crucial data spanning multiple jurisdictions nationwide to aid law enforcement in unraveling the complex hierarchy from street dealers to the drug cartels that are infiltrating our nation's borders. Making something of this magnitude come together involved multi-agencies acting as a cohesive team sharing information, which is rare in the law enforcement community. Those who participated wanted to be a part of something great. As Therwanger (2017) states, "Ninety-five percent of people want to be a part of something great."
As of July 2024, according to Captain Shane Klein of the Jefferson Parish Sheriff's Narcotics Division, his agents have responded to 111 opioid investigations, with 32 resulting in arrests with multiple state and federal indictments. In addition, those arrests have led to the seizure of 20,000 dosage units of fentanyl in compressed pill forms, 2,264 grams of powdered fentanyl, 241 grams of heroin, 24 firearms, $121,026.00 in U.S. currency, and large quantities of other illicit narcotics.
In addition to the opioid initiative's success, the foundation being laid with the creative database will benefit the future succession of law enforcement officers by enabling them to combat the war on drugs with lasting triumph. As retired Lieutenant Colonel Wellington Scott (2017) states, "Succession planning is a critical leadership tool for ensuring organizational growth and continuity by eliminating substantial gaps in law enforcement."
Leadership Responsibilities and Response
Law enforcement leaders have a direct responsibility to ensure members of their agency have the training and equipment to prevent exposure to fentanyl. The number of law enforcement officers who have been exposed or effected by fentanyl is unknown. This is mainly due to how the statistics are documented. A mechanism to record law enforcement exposures was not found. Even the fentanyl deaths are all recorded as “overdose.” This does not take inconsideration those who were “poisoned,” referring to those who were exposed to fentanyl without their knowledge.
The lack of statistics is not an excuse for law enforcement leaders not to address the safety concerns fentanyl poses on their employees. Law enforcement leaders are reminded daily of the fentanyl concerns in the United States via news media and social media. Law enforcement leaders who promote the previously stated safety and training measures have proven to save the lives of law enforcement officers under their command.
Law enforcement leaders need to be an “Authentic Leader,” displaying insight, initiative, influence, impact, and integrity. “Recent turmoil in society has fueled the need for authentic leadership,” stated Dr. Anthony H. Normore (2017). He continued, “People generally feel apprehensive and insecure about what is going on around them. As a result, they long for bonified leadership they can trust and for leaders who are honest and good.”
Pueblo County Sheriff David J. Lucero (Colorado) is an example of an authentic leader who directly saw the benefits of this training and education. During the early hours of the morning on July 23, 2024, a patrol deputy with the Pueblo County Sheriff’s Office contacted a male party. The male was found to have an active warrant for possession of a controlled substance. The deputy, while wearing protective gloves, found suspected fentanyl on the male. Shortly after securing the male in a vehicle for transport, the deputy fell to the ground unconscious. A fellow deputy on scene quickly reacted, administering two doses of Narcan to the fallen deputy. The fallen deputy regained consciousness and was transported to a local hospital.
“This shocking incident demonstrates the dangers our deputies face with exposure to this deadly drug,” said Sheriff Lucero (2024). “This is quite scary to know that even just slight exposure can have such devastating effects.”
“I also want to commend our deputy who realized his fellow deputy had probably been exposed to Fentanyl and took quick action to administer the lifesaving Narcan. His actions likely saved her life,” Lucero (2024) said. “Fortunately, our deputies carry Narcan in their vehicles and are trained on how to use it.”
The state of Florida, through the legislative and executive leadership, has directly addressed the previous example of fentanyl exposure to law enforcement officers. Florida Governor Ron DeSantis signed legislation in April of 2024 to increase penalties on individuals who expose law enforcement officers to fentanyl. The legislation also brings awareness to life-saving measures for someone experiencing an opioid overdose. Governor DeSantis said he was signing the legislation to keep officers safe on the job, and to further combat the opioid epidemic (Staff, 2024). Florida SB 718 created a second-degree felony for any adult who, through unlawful possession of dangerous fentanyl or fentanyl products, recklessly exposes any first responder to such fentanyl and results in overdose or serious bodily injury. The bill also expands protections from prosecution for individuals who seek help in good faith due to the belief they or someone they know is experiencing an overdose.
Wisconsin Senator Tammy Baldwin garnered the support of local, state, and national public safety leaders in 2024 when she introduced her Safe Response Act legislation. The legislation invests in a critical grant program which allows states, local governments, and Tribes to train first responders on how to use life-saving overdose reversal drugs, like naloxone. This leadership move focuses on the financial crutch on law enforcement agencies to address the exposure of fentanyl. Depending on the specific form of naloxone used, the cost of a single naloxone rescue kit ranges from approximately $22-$60 for intranasal kits according to the National Training and Technical Assistance Center (NTTAC, 2014). Usually, two doses of naloxone are needed to be effective. Senator Tammy Baldwin said the opioid and fentanyl epidemic is devastating Wisconsin communities. She also said firefighters, police officers, and paramedics are on the front lines every day working to combat the fentanyl crisis (Tammy Baldwin, United States Senator, 2024). “Authentic leadership in law enforcement has significant value, regardless of leadership rank,” Normore (2017) stated. “It emphasizes building the leader’s legitimacy through honest relationships with followers who value their input and are built on an ethical foundation.”
Conclusion
Fentanyl is a recognizable concern and crisis in most communities in the United States. Law enforcement officers are responding and confronting fentanyl daily. These contacts are due to overdose, poisonings, and enforcement. Law enforcement officers are being exposed to fentanyl and its effects. These exposures have caused law enforcement officers to need emergency medical attention, which has included naloxone being administered intranasally. The research conducted supports the continued need to train and educate law enforcement to fentanyl and its effects. Leaders in law enforcement, legislation and executive branches must advance initiatives with financial, medical, and statistical support. Fentanyl exposure is one of the top threats to law enforcement officers today and needs to be treated as such.
References
CDC. (September 20, 2024). Fentanyl: Emergency responders at risk. Retrieved on 10/7/2024. https://www.cdc.gov/niosh/substance-use/fentanyl-emergency-responders/index.html
CDC. (September 23, 2024). Potential exposures and PPE recommendations. Retrieved on 10/7/2024. https://www.cdc.gov/niosh/substance-use/fentanyl-emergency-responders/ppe.html
Centers, C. T. (2024, February 7). What is fentanyl? Caron Treatment Centers. Retrieved October 5, 2024, from https://www.caron.org/addiction-101/drug-use/what-is-fentanyl?
DEA. (2017). A briefing guide for first responders: carefentanil·3-methylfentanyl & synthetic opioids. Retrieved 10/7/2024. https://cdn.boundtree.com/assets/btm/pdfs/DEA_Fentanyl_Briefing_Guide_for_First_Responders.pdf
DEA. (2020). What is fentanyl? Retrieved October 7, 2024, https://www.dea.gov/sites/default/files/2020-06/Fentanyl-2020_0.pdf
DEA. Warning to police and public: fentanyl exposure kills roll call video advises law enforcement to exercise extreme caution. (n.d.). Retrieved October, 7, 2024. https://ndews.umd.edu/sites/ndews.umd.edu/files/DEA%20Fentanyl.pdf
del Pozo, B. Sightes, E., Kang, S., Goulka, J., Ray, B. & Beletsky, L.A. (2021). Can touch this: training to correct police officer beliefs about overdose from incidental contact with fentanyl. Retrieved October 7, 2024, Health & Justice, 9(1). https://doi.org/10.1186/s40352-021-00163-5
Harrington, R. (2017). Progressive law enforcement leaders effectively managing departmental risks. Learning Area 4. Module # 7. National Command and Staff College.
Harrington, R. (2017). The organizational change battle plan. Learning Area 4. Module # 8. National Command and Staff College.
Lev-on, A., & Yavetz, G. (2020). Police in social media: To protect and share? First Monday. Retrieved October 7, 2024. https://doi.org/10.5210/fm.v26i1.10459
Long, L. (2017). Organizational communication. Learning Area 4, Module 2. National Command and Staff College.
NCAPDA. (2024, July 12). Fentanyl: what you need to know - national coalition against prescription drug abuse. National Coalition Against Prescription Drug Abuse. Retrieved October 5, 2024, from https://ncapda.org/fentanyl/?gad_source=1&gclid=Cj0KCQjw3vO3BhCqARIsAEWblcAqrUl8JICLCeoXWbrb9-ag_0wK-FQ17J3-El9L6X3uT8i1E03WlTIaAo3HEALw_wcB
NIDA (2024) Drug overdose deaths: facts and figures. National Institute on Drug Abuse. National Institute on Drug Abuse. Retrieved October 7, 2024. https://nida.nih.gov/research-topics/trends-statistics/overdose-death-rates#Fig2
Normore, A. (2017). Leadership in practice: authentic leadership. Learning area 3, Module 3. National Command and Staff College.
NTTAC. (2014). What are the typical costs of a law enforcement overdose response program? Working with BJA NTTAC. Retrieved October 7, 2024, from https://bjatta.bja.ojp.gov/naloxone/what-are-typical-costs-law-enforcement-overdose-response-program
Pueblo County Sheriff Office. (2024). News release: deputy recovering after exposure to fentanyl. Pueblo County Sheriff, CO. Retrieved October 7, 2024. http://www.sheriff.co.pueblo.co.us/civicalerts.aspx?aid=460
Scott, W. (2017). Succession planning. Learning Area 4, Module 6. National Command and Staff College.
Spain, T. (2017) Leadership in practice: Adaptive leadership. Learning Area 3. Module # 9. National Command and Staff College.
Staff. (2014). Governor Ron Desantis signs legislation to protect law enforcement officers from fentanyl exposure; expands core network in Florida. (August 8, 2014). Retrieved October 7, 2024. https://www.flgov.com/2024/04/08/governor-ron-desantis-signs-legislation-to-protect-law-enforcement-officers-from-fentanyl-exposure-expands-core-network-in-florida/
Tammy Baldwin, United States Senator. (2024, January 16). Baldwin introduces bill to strengthen border security and stop the flow of fentanyl [Press release]. Retrieved October 7, 2024, from https://www.baldwin.senate.gov/news/press-releases/law-enforcement-and-first-responders-back-baldwins-bill-to-help-address-fentanyl-and-opioid-crisis
Therwanger, E. (2017). Think great. Learning Area 1, Module 6. National Command and Staff College.
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The Intersectionality of Mental Health and Resiliency in Law Enforcement
Lt. Brett Leblanc, Jefferson Parish Sheriff’s Office- LA
Lt. Heather Phillips, Alachua County Sheriff’s Office- FL
Captain Robert Chavis, Bossier Parish Sheriff’s Office- LA
Major T.J. Gaughf, Ascension Parish Sheriff’s Office- LA
National Command and Staff College, Session #26,
October 2024
Abstract
Law enforcement personnel operate in high-stress environments, facing unique challenges that can significantly impact their mental health and overall well-being. Despite the critical role they play in society, there remains a stigma surrounding mental health issues within the law enforcement community. This paper aims to explore the intersection of mental health and resiliency among law enforcement officers, highlighting the importance of support systems, training, and policy changes to create a culture of well-being. The paper will begin with a review of existing literature on mental health challenges faced by law enforcement officers, including statistics on prevalence rates and the impact of occupational stress. It will also explore concepts of resiliency, drawing on psychological theories and frameworks relevant to law enforcement settings. This paper seeks to contribute to the ongoing conversation about mental health in law enforcement by providing valuable insights and recommendations. By addressing these critical issues, we can help create a healthier, more resilient workforce dedicated to serving and protecting the community.
Introduction
Law enforcement officers are tasked with maintaining public safety in an increasingly complex and high-stress environment. The nature of police work exposes officers to traumatic events, high-stakes decision-making, and the potential for violence, which can take a toll on their mental health. Research indicates that officers face elevated risks of conditions such as Post Traumatic Stress (PTS), depression, substance use and anxiety. To counteract these risks, it is crucial for police departments to implement training programs that not only equip officers with necessary tactical skills, but also promote mental health awareness and build resilience. This paper explores the significance of mental health in law enforcement, effective training strategies, needed policy changes and the implications for officer well-being and community safety.
The Importance of Mental Health in Law Enforcement
Understanding the Impact of Stress
The stressors associated with police work are well-documented. Officers frequently encounter life-threatening situations, witness traumatic incidents, and engage in emotionally charged interactions with the public. PTS prevalence in law enforcement is more common than most would know. A study conducted by the National Police Foundation found that approximately 15% of officers experience PTS, which is notably higher than the general population's rate of around 3.5% (Violanti et al., 2018). The symptoms can show up as flashbacks, hyper-vigilance, and emotional numbness, significantly impairing an officer's ability to perform their duties effectively. A study published in the Occupational Health Psychology Journal identifies high levels of job-related stress can lead to burnout, characterized by emotional exhaustion, depersonalization, and reduced personal accomplishment ultimately leading to decreased job satisfaction and increased turnover rates (Maslach & Leiter, 2016).
The Need for Resiliency
Resilience is the capacity to recover from difficulties and adapt in the face of adversity. In law enforcement, resilience is vital for maintaining mental health and job performance. Officers should develop healthy coping mechanisms and community relationships to combat stress and become more resilient. Research has shown that resilience training can enhance problem-solving skills, emotional regulation, and the ability to remain calm under pressure (Sonnentag & Fritz, 2007). Officers with higher levels of resilience often create better relationships within the communities they serve. Positive interactions can lead to increased trust between law enforcement and the public, ultimately improving community safety.
Mental health issues are a growing concern in many professions, but few experience the psychological toll quite like public safety personnel, particularly police officers. Research indicates that public safety personnel are significantly more susceptible to mental health challenges compared to the general population. For example, one in seven police officers worldwide suffers from PTS or depression, with nearly 20% experiencing these conditions (Santre, 2024). These PTS rates are notably higher than the general population, where the prevalence of PTS is around 1-3%, according to a Help for Heroes article (2024). This alarming trend highlights the critical need for effective support systems within law enforcement agencies to promote mental health and resilience.
The nature of law enforcement work inherently involves exposure to trauma, often leading to various mental health conditions. Officers routinely face dangerous and life-threatening situations, resulting in a range of trauma-related disorders, from sleep disturbances to intense anxiety and depression. This reality is compounded by the fact that many officers turn to substances as a means of coping with their emotional pain. Research suggests that 11% of urban male officers and 16% of urban female officers are at risk for alcoholism, demonstrating a concerning link between poor mental health and substance abuse (Help for Heroes, 2024). This condition often arises from repeated exposure to traumatic events, creating a cycle of stress and psychological distress that can be challenging to break.
Given the high prevalence of mental health issues among law enforcement personnel, it is crucial to establish strong support systems within agencies. Another aspect of support systems is the availability of professional counseling services. Many officers may feel hesitant to seek help due to concerns about confidentiality or perceived weakness. Agencies must actively promote mental health resources and ensure that officers understand these services are confidential and designed to support their well-being. Counseling can offer a safe space for officers to explore their feelings, process traumatic experiences, and develop appropriate coping strategies. Additionally, incorporating mental health training into police academy curricula and ongoing professional development is essential.
Family support serves as a vital lifeline for police officers and possibly the most important in addressing their mental health needs. They are essentially the first responder for the first responder. Given the nature of law enforcement work, marked by high levels of stress, trauma, and unpredictability, officers often carry the emotional weight of their experiences home. In this context, the family becomes the most immediate and accessible source of mental and emotional support. Family members, particularly spouses and children, witness firsthand the toll that policing can take on an officer’s well-being. Their role in early intervention is critical, as they are often the first to notice changes in mood, behavior, and emotional stability.
Constant exposure to traumatic events and high-stakes situations can cause officers to struggle with PTS, severe night terrors, depression, and anxiety. Family members, by providing a non-judgmental, safe space, can encourage officers to talk openly about their struggles. This open communication serves as a pressure release valve, preventing the buildup of unresolved emotions that could lead to more serious mental health issues. As Dr. Terry Anderson has noted, “Talking problems through to resolution can release emotional tension,” (Anderson, 2017), which underscores the significant role families can play in an officer's mental health journey.
In addition to emotional support, families also help in normalizing the conversation around seeking professional help. Officers may feel a sense of pride or fear of stigma that prevents them from accessing mental health resources within their agencies. However, a supportive family can bridge this gap, advocating for therapy or counseling when necessary and reinforcing that seeking help is a sign of emotional intelligence, not weakness.
Furthermore, families provide stability and grounding, helping officers maintain a sense of normalcy in their personal lives. By participating in regular family activities, engaging in hobbies together, and prioritizing quality time, families offer officers a much-needed respite from the stresses of the job.
Training Programs Focused on Mental Health
Incorporating Mental Health Education
A comprehensive mental health training curriculum is essential for preparing officers to recognize and address mental health issues both in themselves and in others. Training to recognize signs of stress and trauma should focus on helping officers identify common signs of mental health issues, such as irritability, withdrawal, and changes in work performance. This training should also cover the stigma surrounding mental health, emphasizing the importance of seeking help (Miller & Hess, 2017). Officers should learn practical stress management techniques such as mindfulness, deep-breathing exercises, and the practice of self-compassion. Research indicates that mindfulness training can significantly reduce stress and enhance emotional regulation among police officers (Bennett et al., 2018).
Peer Support Programs
Peer support programs provide officers with a network of trusted colleagues who can offer emotional support and guidance. Training selected officers to serve as peer supporters can create an environment where officers feel comfortable discussing mental health challenges. Peer supporters can be trained in active listening, crisis intervention, and empathy, providing a safe space for fellow officers to express their concerns (McCarthy et al., 2020). Evidence of effectiveness was found in a study that departments with active peer support programs reported lower instances of officer burnout and better overall mental health outcomes. Such programs encourage a culture of openness and solidarity, reducing the stigma often associated with mental health discussions.
Crisis Intervention Training (CIT)
Crisis Intervention Training equips officers with skills to effectively manage situations involving individuals with mental health issues. CIT programs typically cover de-escalation techniques, communication strategies, and understanding mental health disorders. Officers are trained to recognize signs of mental illness and engage in supportive dialogue to reduce the risk of escalation (Crisis Intervention Team, 2016). Research published in Psychiatric Services shows that CIT-trained officers experience better outcomes during crisis encounters, leading to fewer arrests and lower use of force. This not only benefits individuals in crisis, but also enhances officer safety and community trust.
Building Resiliency Through Training
Physical Fitness Programs
Physical fitness plays a critical role in mental health and resilience. Regular physical activity is associated with decreased anxiety, depression, and stress. The American Psychological Association emphasizes that exercise can lead to significant improvements in mood and cognitive function. Police departments should implement structured fitness programs that encourage regular exercise and wellness. Group fitness activities can also promote teamwork and camaraderie among officers, creating a sense of community and support. In addition to agency support, individual officers can implement personal strategies to enhance their resilience and overall well-being. The integration of mindfulness and meditation into daily routines can significantly reduce stress levels. Engaging in regular physical activity is another effective strategy, as exercise is a proven stress reliever that can improve both mental and physical health. Officers should aim to participate in activities they enjoy at least four times a week.
Time management is crucial for reducing stress, particularly in a demanding profession like law enforcement. Officers can prioritize tasks, set realistic deadlines, and delegate responsibilities when appropriate. Using planners or digital apps can help maintain organization and alleviate last-minute stress. Adopting healthier lifestyle choices, such as a balanced diet and adequate sleep, is also vital. Limiting caffeine and alcohol intake can improve overall resilience to stress. Establishing a support network that includes seeking mentorship, engaging in peer support groups, and nurturing personal relationships outside of work can further provide emotional backing.
Psychological Resilience Training
Training focused on psychological resilience can help officers develop skills to cope with stress and adversity effectively. Cognitive behavioral techniques such as workshops that employ cognitive-behavioral strategies can assist officers in reframing negative thoughts and developing adaptive coping mechanisms. Research indicates that such techniques can enhance resilience and improve mental health outcomes (Hoffman et al., 2015). Team-building exercises where activities are designed to strengthen relationships among officers can build trust and support networks. Studies show that strong interpersonal relationships within a team enhance overall resilience and reduce stress (Sweeney & O'Connell, 2017).
Regular Check-Ins and Follow-Ups
Establishing a culture that normalizes mental health check-ins can encourage officers to seek help when needed and create a culture of support. Regular mental health assessments can provide insight into officers’ well-being and encourage proactive management of mental health challenges. Such assessments should be confidential and supportive rather than punitive (Rogers et al., 2021). Research shows that departments with regular mental health initiatives report higher morale and lower rates of mental health crises among officers.
The mental health and resiliency of law enforcement officers are critical to their effectiveness and the safety of the communities they serve. By implementing training programs that emphasize mental health education, peer support systems, and resilience-building techniques, law enforcement agencies can create a supportive environment that creates officer well-being that will truly create deep change within a department. As society continues to evolve and face new challenges, prioritizing officer mental health is not just a moral imperative, but also essential for the effective functioning of law enforcement agencies. The integration of comprehensive mental health training into law enforcement is essential for building a resilient police force capable of navigating the complexities of modern policing.
Policy Changes to Affect Mental Health in Law Enforcement
Law enforcement officers are at increased risk for a variety of personal, emotional, and occupational issues, but are often resistant to seeking help due to the stigma associated with mental health. Acknowledging that mental health is a rampant problem that continues to plague the law enforcement community and can have life-long effects, policy changes are needed at the federal, state and local levels to achieve success in getting officers to seek professional help. Federal changes could take years so it’s more beneficial for agencies to start at the state level. In 2018, the State of Florida added Florida State Statute 440.093. This allows for provisions that PTS suffered by a first responder is a compensable occupational disease, if properly diagnosed per statute after having experienced one of the listed qualifying events during the course of their job and diagnosed within 52 weeks of exposure. Being diagnosed under this statute allows for ongoing medical and mental health counseling, any medications prescribed and loss of wages up to 104 weeks. Some qualifying events include seeing or witnessing a death to a minor, witnessing a suicide or homicide that involved grievous bodily harm of a nature that shocks the conscience. This is one policy change implemented to help steer law enforcement in the right direction and encourage them to seek mental health treatment as a result of occupational stressors.
In a 2023 article by the U.S. Department of Justice, they outline practices agencies can adopt to increase employee wellness. They include eliminating stigma surrounding mental health and other barriers to help-seeking, demonstrating leadership and prioritizing psychological health and well-being, utilize policy to advance health and well-being and strengthen protections against stressors, trauma, and negative health outcomes. (para.13). This begins with having open and honest conversations about the effects of mental health in our profession to reduce the stigma. Employees will acknowledge what can happen, but never think it will happen to them because they are in control of their actions. It’s a slippery slope when they turn to negative coping mechanisms such as alcohol, drugs and gambling. Additionally, none of this is possible if employees don’t have trust and confidence in the services being offered to them.
Another component of this is for leaders to allow others to see they are engaged in self-care and help-seeking behaviors. It’s natural for people to want to fit in and if they see others going through similar situations and the benefits of seeking the appropriate help, they too may also let their guard down and look for assistance. Especially, if it’s a mentor or someone they trust who won’t see them as less or weak. Furthermore, agencies must have protocols in place to mitigate occupational stressors, such as officer involved shootings, line of duty deaths or other scenes that could be considered traumatic like those involving young kids. An example of this would be agencies that have implemented Critical Incident and Stress Management (CISM) Teams into their ranks. This is comprised of internal employees (peers) with specialized training who debrief a critical incident with all involved employees a day or two after the call. Attendance in this can sometimes be mandatory, dependent on policy. Utilizing this method can be an effective way to identify those who need extra assistance, internally within the department and externally.
Since changes are more expeditious at the local level, agencies are urged to advance their policy within. Policies are in place to protect both the agencies, but to also help the employees. Some policy considerations include the fact that most outline the punitive outcome if the employee is not fit for duty. This in turn may make the employee reluctant to seek help/counseling, which also has a negative connotation. In trying to offer support, a copious number of agencies have an Employee Assistance Program (EAP), but officers may not trust that it is indeed confidential, so they neglect to use it. If law enforcement officers in need of mental health services aren’t seeking the help they need to process trauma from occupational stress, then how are they coping? Another facet of EAP is that most agencies limit the number of visits each year. If someone is suffering from personal or occupational stressors, it’s unlikely it’s going to be resolved in a handful of visits. Furthermore, some EAPs are dictated by cost and are given to the lowest bidder. This can lead to issues of a backlog or even screenings being done over the phone, which can be ineffective and frustrating for the employee.
A possible solution to this is for agencies to staff a licensed mental health counselor, perhaps as a part-time position, located off site, to encourage officers to seek treatment at no cost. Additionally, this person could work closely with officers (ride-a-longs) to learn the job to understand what officers are truly exposed to daily. This could also aid in building trust within the department so officers will want to reach out for help from this person. Another more costly option is for federal or state governments to provide free mental health counseling for first responders or for it to be an agency paid benefit.
Different leadership theories could be applied to dealing with officer mental health and resilience. In applying the Path-Goal Theory of Leadership, leaders must be in tune with their subordinates to know when something is off kilter. Leaders must then adapt their style of leadership to the specific needs of the employee (Prince et al,.1988). Approaching mental health is not a one size that fits all type of scenario. What works for one person may not be beneficial to another. Together they must come up with a plan that involves the leader removing any obstacles and providing support. This may look like the supervisor permitting extended time off or a change in schedule to allow for therapy appointments. Incorporated into this are several versatility skills, which require skill shifting. As previously mentioned, leaders must learn how to read people in order to be effective at accomplishing tasks; in this case getting subordinates in need of mental health counseling to seek help, in whatever form is most beneficial. It is just as important to coach others into this role, so the weight of employee mental health problems doesn’t fall to one person.
Shifting the mental health paradigm in law enforcement from stigma to support is crucial for the well-being of officers and the effectiveness of policing. Proactive mental health approaches can not only benefit current employees, but also lead to recruiting stronger candidates and help officers manage stress and trauma more effectively to help aid in having a long, successful career.
Creating a Culture of Well-Being for Law Enforcement
Creating a culture that prioritizes the well-being of law enforcement officers is crucial for maintaining a healthy, effective, and resilient law enforcement organization. This culture shift necessitates a comprehensive and multifaceted approach encompassing mental health, physical wellness, and organizational support.
Mental health is a cornerstone of officer well-being in law enforcement. It's crucial that agencies actively work to destigmatize mental health issues and promote open discussions about the psychological challenges officers face. This approach fosters transparency and trust, vital for maintaining a healthy work environment. Implementing comprehensive mental health training programs that teach officers to recognize signs of stress and engage in self-regulatory practices is a significant step in enhancing their well-being and job performance. According to national statistics, more law enforcement officers kill themselves each year than are killed in the line of duty. It is imperative that officers are given the tools to stay mentally healthy, so they do not become depressed, anxious or suicidal. This is not a sign of weakness, but a sign of strength and self-awareness (PoliceAcademy.com, 2019, p.6).
Leadership Roles in LE Mental Health
Leaders in law enforcement organizations play a pivotal role in creating a culture of mental health awareness. Their proactive promotion of open dialogues about mental health and ensuring that resources are readily available to officers in need is crucial. This leadership is empowering and underscores the responsibility of leaders in creating a healthy work environment. Furthermore, leaders must remove the preconceived notion and stigma that officers are weak who need or seek assistance. Several practical leadership approaches to support the mental health of law enforcement officers are Peer Support Programs, Servant Leadership, and a Crisis Intervention Team (CIT). By taking these steps, leaders can inspire and motivate their teams to prioritize their mental health and well-being.
Agency leadership also plays a crucial role in supporting mental well-being initiatives. It involves leading by example, encouraging officers to care for themselves and each other, and showing appreciation, empathy, and compassion. Leaders should ensure that wellness programs are embedded into standard operating procedures and practices, setting a positive example and encouraging officers to prioritize their health. By demonstrating commitment to officer well-being, leaders can inspire a culture of support and resilience within their departments.
Effective leadership is crucial in creating a culture of mental health awareness within law enforcement agencies. Dr. Long stated "Great leaders are credible leaders. They are viewed by their followers as possessing enduring qualities of integrity and proficiency." Long (2017). Leaders should model healthy behaviors, openly discuss mental health challenges, and promote the use of available resources. By prioritizing mental health at the leadership level, agencies can create an environment where officers feel supported and encouraged to seek help.
Furthermore, departments must prioritize physical health by encouraging regular exercise, proper nutrition, and adequate rest. This can be achieved through on-site fitness facilities, partnerships with local gyms, or organized group activities that promote physical wellness. Creating a culture of well-being within law enforcement agencies requires systemic changes. This involves developing clear policies that support mental health services for officers without negatively impacting their job status. The Jefferson Parish Sheriff's Office has two readily available doctors who specialize in mental health. They are available free of charge 24 hours a day. Strong leadership is essential to maintain high morale and ensure officers are equipped to handle the stresses of their roles. Most importantly, leaders must break the barrier to officers seeking help. This stigma is rooted in the "tough guy" culture, fear of career consequences, and lack of trust in mental health professionals. We are all humans and its okay to not be okay. This stigma can lead to severe burnout, substance abuse, and even suicide.
Emotional Intelligence as it relates to LE Mental Health
Emotional intelligence is not just an important tool for law enforcement officers, it's a key to improving their mental health and job performance. Officers with high emotional intelligence can better recognize and manage their emotions, leading to positive social interactions and fewer anger issues. High emotional intelligence enhances self-awareness, assertiveness, and stress management, which are vital for handling the emotional demands of police work. This emphasis on the benefits of emotional intelligence can motivate and inspire officers to develop these skills. According to a report by Law Enforcement Mental Health and Wellness Act report to Congress (2019) the Community Oriented Policing Services division of the Department of Justice said the daily realities of being a member of a police department put officers at risk of developing post-traumatic stress disorder, anxiety, depression, mania, and panic attacks.
Importance of Human Factors in LE Mental Health
Human factors, or the conditions and circumstances that influence decision-making, performance, and overall well-being, play a crucial role in law enforcement's mental health. By understanding and addressing these factors, law enforcement officers can better manage the high levels of stress and trauma they face, reducing the risk of poor mental health outcomes such as depression, anxiety, and PTS. Factors like long hours, high job demands, and lack of organizational support exacerbate stress. Addressing these issues through mental performance training, team building, and a supportive environment can improve officers' mental health and job satisfaction. For instance, long hours and high job demands can be mitigated by implementing flexible work schedules and workload management strategies. According to Rosalyn Harrington "Public safety is a 24/7 operation; fatigue can easily settle and cause numerous unintentional health and safety consequences." (Harrington, 2017). Lack of organizational support can be addressed by creating a culture of open communication and providing resources for stress management and mental health support.
Strategies to Combat Mental Health in Law Enforcement
Addressing workplace stressors is crucial for officer well-being. This may involve conducting agency climate surveys to identify issues negatively affecting the Department and working with organizational consultants to address these concerns. Encouraging officers to take time off and vacation is essential for maintaining a healthy work-life balance.
Creating positive relationships between law enforcement and their communities can significantly impact officer well-being. Departments should encourage community engagement initiatives that allow officers to interact with the public in non-enforcement situations, helping to build trust and reduce stress.
In 2017, Congress passed the Law Enforcement Mental Health and Wellness Act (LEMHWA), recognizing the importance of mental health and wellness to officer wellbeing and performance, supporting the expansion of and access to mental health and wellness services. Signed into law in 2018, the act recognizes that good psychological health is as essential as good physical health for law enforcement officers to be effective in keeping communities safe from crime and violence. Law enforcement agencies are increasingly incorporating these practices such as counseling services, peer support programs, and training on stress and wellness into their work. (www.theiacp.org 2018, p.4).
Creating a culture of well-being is an ongoing process that requires regular assessment and adaptation. Departments should continuously evaluate the effectiveness of their wellness programs and be willing to make changes based on officer feedback and emerging best practices. This ensures the satisfaction of officers and the effectiveness of wellness programs.
When an officer's mental health deteriorates, it can have severe consequences for both the individual and the community they serve. Poor mental health can impair an officer's judgment, decision-making abilities, and emotional regulation, potentially leading to excessive use of force or inappropriate responses to high-stress situations. Officers struggling with untreated mental health issues may experience heightened irritability, hypervigilance, or emotional detachment, which can negatively impact their interactions with the public and their colleagues. This can erode law enforcement and community trust, compromising public safety. Additionally, officers with poor mental health are at an increased risk of substance abuse, relationship problems, and even suicide. The stigma surrounding mental health in law enforcement often prevents officers from seeking help, allowing these issues to worsen over time and potentially jeopardizing their careers and personal lives. Ultimately, an officer's compromised mental health not only affects their well-being but also poses risks to the safety and effectiveness of the entire police force.
Conclusion
Mental health challenges among law enforcement personnel are a pressing issue that requires immediate attention and action. The prevalence of PTS, depression, suicide and substance abuse highlights the urgent need for effective support systems within agencies. By implementing peer support programs, promoting professional counseling, incorporating mental health training, and creating supportive leadership, agencies can create an environment conducive to resilience. Simultaneously, officers can enhance their well-being through personal strategies, including mindfulness, physical activity, and healthy lifestyle choices. Together, these efforts can significantly improve the mental health of law enforcement personnel, ultimately leading to better outcomes for officers and the communities they serve. By prioritizing mental health and resilience, we can create a more effective and compassionate law enforcement system.
References
Anderson, T. (2017). Self-management skills: Learning Area 2 Module 7. National Command and Staff College.
Bennett, P., Smith, J., Johnson, R., & Lee, A. (2018). Stress management for police officers: The role of mindfulness. Journal of Police and Criminal Psychology, 33(2), 177-184.
Crisis Intervention Team. (2016). Crisis intervention team programs: The impact on officer outcomes. Psychiatric Services, 67(4), 449-451.
Harrington, R. (2017). Human factors and leadership: Lesson 3, Module 1. National Command and Staff College.
Hoffman, J. A., Smith, L. R., Johnson, M. K., & Thompson, A. B. (2015). Cognitive behavioral training for law enforcement: Building resilience. Journal of Applied Psychology, 100(4), 1312-1320.
Long, L. (2017). Effective leadership: Lesson 3, Module 6. National Command and Staff College.
Maslach, C., & Leiter, M. P. (2016). Burnout: A guide to identifying burnout and pathways to recovery. Harvard Business Review Press.
McCarthy, M., Johnson, T., Lee, R., & Brown, S. (2020). Evaluating peer support programs for law enforcement: Impacts on officer mental health. International Journal of Emergency Mental Health and Human Resilience, 22(1), 78-85.
Miller, L., & Hess, K. M. (2017). Community policing: Partnerships for problem solving. Cengage Learning.
Prince, H., & Associates (1988). Leadership in organizations. Avery Publishing Group,
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Rogers, M. A., Smith, J. D., Thompson, L. R., & Patel, N. (2021). The importance of mental health check-ins in law enforcement: A national survey. Law Enforcement Journal, 15(2), 65-80.
Santre, S. (2024). Mental disorders and mental health promotion in police officers. Health Psychology Research.
Sweeney, R., & O'Connell, M. (2017). Building a resilient police force: The importance of teamwork and support. Journal of Police Studies, 10(1), 25-36.
Sonnentag, S., & Fritz, C. (2007). Recovery from job stress: The stress-recovery model. Current Directions in Psychological Science, 16(3), 157-161.
U. S. Department of Justice. (2023). Department of Justice report on best practices to address law enforcement officer wellness: Practices to foster a culture of wellness and psychological health and well-being of law enforcement agency personnel. Retrieved October 8, 2024, from Sec. 4(a) -Report on Best Practices to Advance Officer Wellness (justice.gov)
Violanti, J. M., et al. (2018). The impact of police work on officer health: A comprehensive review. National Police Foundation. Retrieved October 2, 2024, from https://policefoundation.org
Help for hero’s (2024). The impact of mental illness on police officers. (n.d.). Retrieved October 2, 2024, from https://helpforourheroes.com/the-impact-of-mental-illness-on-police-officers/
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Officer Wellness: How Emotional, Mental, Physical, and Spiritual Wellness Effects Officer
Performance
Lt. Randall Fernandez, Jefferson Parish Sheriff’s Office
Sgt. Don Murray, St. Charles Parish Sheriff’s Office
Cpl. Destiny Trosclair, St. John Parish Sheriff’s Office
Lt. Johnny Holyfield, Ouachita Parish Sheriff’s Office
National Command and Staff College
Session #026, Jefferson Parish
October 2024
Abstract
The issue of officer wellness has gained significant attention within the law enforcement community. Agencies are increasingly observing the impact of burnout among their personnel. Officers are utilizing more mental health days, sick leave, and personal days as they grapple with the escalating stress associated with their law enforcement duties. Recently, there has been a noticeable decline in job performance, motivation, and willingness to take on extra assignments. Historically, there has been a prevailing attitude of "suck it up and get to work," leading to ridicule and labeling of officers as "soft" or "weak" when they express their concerns. The challenges we face stem from the well-being of our officers, encompassing their physical, mental, emotional, and spiritual health. We will thoroughly investigate these subjects by analyzing current real-world events, writings, articles, department policies, and media outlets. Our primary goal is to uncover fresh and inventive approaches to recognizing, addressing, and enhancing officer well-being within the law enforcement community.
Introduction
Wellness is indeed a critical component of the law enforcement profession, encompassing the officers’ physical, emotional, mental, and spiritual well-being. Given the high-stress nature of our work, law enforcement personnel are regularly exposed to challenging and potentially traumatic situations. This exposure can lead to a variety of health issues, including physical ailments and mental health disorders such as anxiety, depression, and post-traumatic stress.
Promoting wellness within law enforcement agencies can essential for enhancing both officer resilience and overall job performance. Physical wellness programs, which may include regular fitness training, nutritional guidance, and health screenings, are vital in ensuring that officers maintain optimal physical condition to meet the demands of their roles (Rhodes, 2024).
Equally important is the focus on emotional and mental wellness. Agencies must prioritize access to mental health resources, including counseling and support groups, to help officers cope with the unique stressors of our profession. Training in stress management techniques and emotional intelligence can also empower officers to better handle the psychological challenges they encounter on duty (Rhodes, 2024).
Furthermore, spiritual wellness should not be overlooked. Many officers find strength and solace in their spiritual beliefs, which can provide a foundation for coping with the difficulties inherent in law enforcement work. Encouraging a supportive community that respects and acknowledges diverse spiritual practices can foster a sense of belonging and purpose.
A comprehensive approach to wellness that addresses physical, emotional, mental, and spiritual health is essential for law enforcement officers. Such initiatives not only enhance individual well-being but also contributes to a more effective and resilient law enforcement workforce, ultimately benefiting the organizations and communities and we serve. In the following section, we will describe each of these components.
Physical Fitness
While daily physical fitness may not be mandated for all law enforcement officers, it is undeniably vital in critical situations, especially when engaging with uncooperative individuals. An intense fitness level significantly enhances an officer’s safety and effectiveness in the field, enabling us to respond effectively to unpredictable and potentially dangerous scenarios. Furthermore, regular physical activity contributes to a law enforcement officer’s overall health and well-being, promoting longevity in a demanding profession. A study on police1.com, conducted by the FBI, indicated that 8 out of 10 law enforcement officers are obese (Loux, 2017). It has been observed that law enforcement officers who prioritizes physical fitness are better equipped to handle the stresses of the job, reducing the risk of injury and the likelihood of burnout.
As law enforcement officers, we must be trained to respond swiftly and effectively in high-pressure situations. Law enforcement personnel must maintain physical fitness to ensure we can run, chase, or intervene as necessary. Our readiness is supported by continuous physical training and commitment to upholding public safety, allowing us to act decisively when situations escalate. Policechiefonline.com (2021) stated, “While on duty, officers must be prepared for various tasks.” Law enforcement officers often experience a routine work environment that can be relatively calm. However, the unpredictable nature of our duties requires us to remain vigilant at all times. As law enforcement officers, when situations escalate, our physical fitness becomes crucial; it directly impacts our ability to respond effectively and maintain control. Inadequate fitness levels can hinder our performance, potentially compromising both our safety and that of the public.
Physical fitness is essential to the safety of both law enforcement personnel, their organizations and the communities they serve. Physically fit officers are less susceptible to injuries that can occur during confrontations, emergency responses, or even routine patrols. A fit officer is better equipped to handle the physical demands of their job, which can reduce the likelihood of accidents and enhance overall safety. Moreover, a physically capable officer may serve as a deterrent to criminal activity; their visible fitness can instill a sense of confidence within the community.
The psychological demands of law enforcement work are immense, often intensified by high-stress environments and exposure to traumatic incidents. Physical fitness contributes to mental health, as regular exercise has been shown to reduce stress, anxiety, and depression. A well-rounded fitness regimen that includes cardiovascular, strength, and flexibility training can promote overall well-being, empowering officers to cope with the mental challenges associated with their roles. Additionally, the discipline required to maintain physical fitness often translates to improved focus, decision-making, and problem-solving abilities in the field.
The physical appearance and fitness level of law enforcement personnel can significantly influence public perception and trust. Communities often view physically fit officers as more capable and competent, fostering a sense of confidence in their ability to uphold law and order. This perception can enhance community policing efforts and improve relationships between law enforcement agencies and the citizens they serve. A positive community image is essential for effective policing, as it can lead to greater cooperation and collaboration among community members. Staying fit and confident is super essential for law enforcement officers. When we are in shape and carry ourselves well, we can handle challenging situations better and make potential troublemakers think twice. By being physically ready and self-assured, law enforcement officers keep themselves safer and help create a better environment for the community they protect. As Doctor Harrington (2017) specified, “Physical fitness combined with confidence in one’s abilities and command presence maybe the single most positive way to reduce harm caused to officers by suspects.”
Law enforcement careers may span decades, and maintaining physical fitness is essential for long-term career sustainability. Regular exercise can mitigate the physical toll that the demands of police work can take on the body, contributing to longevity in the profession. Officers who prioritize their physical health are more likely to enjoy a healthier career, reducing the risk of job-related injuries and health issues that can arise from sedentary lifestyles.
Participating in a group fitness program can significantly enhance camaraderie among officers, fostering teamwork and collaboration that extends beyond their uniformed duties. Additionally, a physically fit team often translates to improved overall effectiveness and performance. One program I, Sgt. Murray, participated in was called “Train Heroic.” This platform emphasizes personalized training regimens, allowing users to track their progress and engage with a community of law enforcement officers. This journey has helped me improve my overall fitness and health. I can participate in group discussions within the application and share my results with existing members of the application with law enforcement officers like myself.
Before embarking on my journey towards physical fitness, I was among the 80% of law enforcement officers classified as obese. As I advanced through this endeavor, I discovered my ability to engage in more physically demanding aspects of my profession while simultaneously cultivating greater self-confidence. It is my hope that, in the future, this statistic can be decreased
It is essential for agencies to prioritize physical fitness within the workplace. Providing access to gym facilities or subsidizing gym memberships can significantly enhance officers’ well-being and performance. To further encourage participation, agencies could implement incentive programs, such as offering paid vacation or administration time off for regular gym attendance, such initiatives not only promote a healthier workforce, but also contribute to improved job satisfaction and overall agency effectiveness.
Emotional Wellness
Emotional wellness is another area of officer wellness that can affect law enforcement officers' work performance. “Emotions are an integral aspect of the human experience, impacting our thoughts, behaviors, decision-making processes and overall well-being.” (Khoddam, 2023). They encompass a wide range of feelings, such as joy, sadness, anger, fear, and love, and can be influenced by various factors, including our job, environment, and personal experiences. Our ability to recognize, understand, and manage our emotions is crucial for maintaining healthy relationships, making sound decisions on and off the job, and coping with life's challenges. Police officers experience significant emotional stress, so they must find ways to maintain emotional balance during and outside their work hours. Emotional wellness is essential for police officers to be effective at their daily duties and to keep their community safe.
The Law Enforcement Mental Health and Wellness Act (LEMHWA) was enacted in January 2018, building on its signing in 2017 to address mental health and wellness in law enforcement. According to U.S Department of Justice (2018), “Good mental and psychological health is just as essential as good physical health for law enforcement officers to be effective in keeping our country and our communities safe from crime and violence.” (U.S. Department of Justice, 2018). The Law Enforcement Mental Health and Wellness Act was passed by Congress to improve mental health and wellness services for over 800,000 federal, state, local, and tribal law enforcement officers. The COPS Office offered funding in 2019 to enhance the provision of mental health and wellness services for law enforcement. This included support for training, technical assistance, demonstration projects, and the application of effective peer mentoring programs nationally.
Many police officers require additional training to better handle the challenging and often traumatic situations they face regularly. Police officers must prioritize maintaining their physical and emotional/mental health throughout their careers. Additionally, officers should have access to resources such as counseling and mental health services to ensure that their well-being is supported correctly. Officers handle their emotions in various ways, and often, they bring the challenges of their work home with them, impacting their families. When facing challenges, we usually keep our struggles to ourselves to avoid burdening our families with our problems. Officers should have a few ways to decompress and deal with emotions. The emotional toll of police work can vary from officer to officer, but several effective strategies exist for managing these burdens. These include regular exercise, meditation, seeking support from friends and family, and prioritizing self-care through activities like vacations. It is essential for officers to avoid bottling up their emotions, as this can become problematic. Police officers are at a 54% higher risk of dying by suicide than the general population. It is distressing to note that approximately 184 officers die by suicide each year. Barr (2024) asserts, “Life and mental health challenges led to many officers' deaths, the reports found the most prevalent of which were depression and PTSD.” (Barr, 2024). Leaders must build strong relationships with their teams so that team members feel comfortable approaching them during difficult times without feeling ashamed. Police officers often feel reluctant to seek help because they worry it may be perceived as a sign of weakness.
As leaders, we can use several strategies to foster emotional wellness within our department. One practical approach is cultivating an environment of openness that emphasizes the importance of seeking help when needed. This can include regular check-ins and access to confidential counseling services. Promoting work-life balance is essential, especially in professions like policing, where officers often face high-stress situations. This can be achieved by introducing policies that support sufficient rest and recovery for officers, such as implementing shift schedules that allow for adequate time off between shifts and providing resources for stress management and mental health support. Consideration should be given to the potential benefits of providing certified wellness coaching for officers to support their well-being and effectiveness as leaders. Department officers can benefit from the support of a wellness coach, who can provide them with the mental and emotional support they need to perform their duties effectively. Another benefit of having a wellness coach would be that they can provide personalized coaching to our leaders, offering guidance on effective strategies to help their team members cope with the emotional stress that often accompanies their roles. This could involve organizing workshops on stress management, facilitating one-on-one counseling sessions, and implementing mindfulness practices to promote overall well-being within the workplace. In module 11 of Learning Area 2, Dr. Terry Anderson emphasizes the importance of Versatility skills (Anderson,2017). Coaching other leaders can greatly enhance officer emotional wellness.
Emotional wellness encompasses treating yourself with kindness as you acknowledge and navigate various emotions. Emotional well-being significantly impacts job performance, both positively and negatively. Officers with a strong sense of compassion often develop emotional attachments to their work and the situations they encounter. When an individual is emotionally stable, they can perform their job effectively, remain alert, and respond quickly to potentially dangerous situations. An emotionally unstable officer can pose a risk to their team as they may not perform at their best, affecting their judgment and attitude. This can ultimately put the other officers at risk. Research indicates “If your emotional abilities are not in hand, if you don’t have self-awareness, if you are not able to manage your distressing emotions, if you can’t have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far.” (Goleman,2023).
Mental Wellness
"Whoever fights monsters should see to it that in the process he does not become a monster. And when you look long into an abyss, the abyss also looks into you." This quote by nineteenth century German philosopher Friedrich Nietzsche perfectly encapsulates the hidden dangers of law enforcement.
Very close to emotional wellness is mental wellness. It is no secret that law enforcement can be a difficult profession. Schroeder and Lombardo (2006) point out that law enforcement officers "work in an occupation that survey after survey proves to be one of the most stressful." This is due to a litany of factors - including, but not limited to - unusual working schedules, frustrations created by involvement in the criminal justice system, the nature of the clientele, the "roller coaster syndrome" (alternating periods of boredom and terror), and unfair supervisory practices (p. 155).
In her book I Love a Cop, Psychologist Ellen Kirschman (2018) notes, "I once heard someone describe police work as three hours of boredom, followed by two minutes of terror, concluding with six hours of report writing. Every shift is unpredictable because crises and emergency responses drive police work. This is alluring, even addicting, to many cops, who love the variety and spontaneity" (p. 41). This is the aforementioned "roller coaster syndrome."
This constant stress has a variety of adverse physical, emotional, and psychological effects on those in the law enforcement profession. Lt. Brian Ellis (2017) explains that the average life expectancy of a police officer is sixty-six (66) years of age, twelve (12) years less than the United States average. Police officers have one of the highest suicide rates nationally and also have high divorce rates.
In his book 400 Things Cops Know, Adam Plantinga (2020) offered this truthful but blunt, assessment of a career working the street:
"But some of it is also the mental toll the job takes after a career among mayhem and death. Police psychologists have testified that the typical police officer will see more human tragedy in the first three years of their career than the average person will see in a lifetime. You wonder if this is the aftermath you have to look forward to. You retire, bitter, and iconoclastic and fifty pounds heavier than when you began, and get in four to 12 golden years of retirement, fighting heart disease and gout now instead of crime. And then you die" (p. 170).
In fact, FBI statistics show that police officers are six times more likely to kill themselves than the general public, a figure that more than triples after retirement (p. 170) (Plantiga, 2020).
Stress is not the only threat. Posttraumatic Stress Disorder, or PTSD, is a mental health condition that is triggered after a terrifying event. For a long time, people thought only those who had served in the military or been in combat were at risk for developing PTSD. This condition is a fact of life for many law enforcement professionals.
Psychologist Shari Bowin (2019) notes that PTSD symptoms are grouped into four different types:
The first, intrusive memories, include flashbacks, nightmares, and reliving the event as if it were happening again. The second, avoidance, occurs when people avoid talking about what happened or stay away from places or activities that remind them of the event. The third, negative thinking and mood, is commonly described by survivors as feelings of hopelessness for the future, difficulty making close relationships, feeling disconnected from family and friends, and a lack of interest in activities. Finally, changes in physical and emotional reactions, which include feelings of hypervigilance, self-destructive behavior such as drinking too much, poor sleep habits, an inability to concentrate, angry outbursts, and overwhelming feelings of guilt and shame (p. 6).
It has often been reported that those in the law enforcement profession are more prone to abuse alcohol than the general population; however, some recent studies dispute this.
But, the violence and depravity witnessed every day that is not the only corrosive influence on a cop's psyche. Sheriff Ray Nash (2017) notes that conflict resolution skills in a public safety leader is a "key component of managing a police organization, whether these conflicts be external or internal." This is vitally important as most law enforcement related stress comes from internal relationships, not outside influences.
While this is undoubtedly as accurate today as it was in 2017, one cannot ignore the perpetual riots that took place in many American cities between 2017 and 2020. Seemingly, every police shooting or use of force, justified or not, was presented as a reason to protest. Some were violent, where mobs looted stores, burned buildings, and attacked law enforcement officers. The scenes were the same across many cities. Police officers in riot gear stood in a line while people stood inches from them and screamed non-stop profanities and insults in their faces for hours on end. Meanwhile, the news media and bystanders filmed this. Was this a genuine show of outrage, an intimidation tactic, or an attempt to provoke an incident of “police brutality”? The answer to this question is largely dependent on one’s ideological or political views.
The constant stress and vilification of their chosen career was too much for many. They left the profession entirely or sought employment in smaller communities where their services would be appreciated by its citizens.
Nowhere was the problem more severe than in Minneapolis, where the city loss 40% of its manpower between 2020 and 2024. Philadelphia P.D. is currently 1,170 officers short, 1,140 officers understaff Chicago P.D., and L.A.P.D. is down 470 positions.
Dr. Terry Anderson (2017) explains that some people in some professions, such as police officers or paramedics, are reluctant to admit personal stress. The very best stress prevention method is a well-designed and well-lived life that is not overloaded, one that is balanced and enjoyed.
Plantinga (2020) interviewed many law enforcement professionals and offered this bit of advice:
"While many police officers are people of substance and integrity, it is still good to spend time with someone not in law enforcement during your days off. It rounds you out and helps you keep perspective. When you hang out around cops, sometimes all you will do is sit around talking about how fucked up everything is" (p. 137).
As law enforcement leaders, we must be aware of resources we can direct our team members to if needed. Whether it be an Employee Assistance Program (EAP), peer-to-peer support, or other support offered by our agency. If an employee's job performance suddenly drops off, we must check to see if the underlying problem is a mental health issue such as stress, PTSD, or depression.
Dr. Anthony Normore (2017) spoke of this when he sagely noted that "A change in performance without any other explanation may be a clue to an underlying health problem… Other elements of inadequacy may include severe family stress, workplace bullying, burnout, PTSD, or vicarious trauma. These elements and others may lead to employee inadequacy that can affect work performance. If properly identified and appropriately dealt with, performance issues may be corrected."
Spiritual Wellness
Another aspect of officer wellness that oftentimes can go overlooked is Spiritual Wellness. Many agencies and administrations tend to overlook or shy away from the issue of spiritual wellness because they believe it has religious connections. While spiritual wellness is often connected to one’s religious beliefs, religion does not have exclusive access to the spirit of a person. A person’s spirit is the core of their belief system. It is where their morals, ethics, values, principals and beliefs are rooted. The French philosopher Pierre de Chardin once said, “We are not human beings having a spiritual experience. We are spiritual beings having a human experience.” (Chardin, n.d.)
More and more often we see the spirits of law enforcement officers broken. Having myself been involved in countless interviews for transfers within the department the one question we always ask is, “Why did you pick law enforcement?” The vast majority of the time the answers have been one of two things: “I want to help people” and “I have always wanted to be a police officer.” That is usually why we all get into the profession. However, that same question when rephrased and asked to veteran officers with 15 to 20 years plus experience and the answer is eye opening. When answering the question, “Why are you still in the profession?”, many veteran officers will cite financial stability, retirement benefits or simply, “I’m too old to start anything else.” Rarely do you hear they love helping people or this is their dream job anymore. Their spirits have been broken.
In March of 2010 I, Lt. Holyfield, was dangerously close to being spiritually broken. One of my good friends and co-workers, J.R. Searcy, was shot and killed by a subject he was attempting to arrest. The other deputy on scene was able to eliminate the suspect, call for assistance and begin rendering aid to J.R. I responded and assisted with CPR until paramedics arrived and transported him to the hospital. J.R. passed away from a single gunshot wound to the base of his neck. As other deputies came in on their off time to work calls and continue to “protect and serve”, word got out that the area the suspect was from was in an uproar and threatening more violence towards law enforcement. We had to double up on personnel and sometimes fight our way out of situations. Over the course of the next few days the truth of the incident came out and tensions calmed. I had so many thoughts during that time that went against the very core of who I am and what I believe. J.R. had put his life on the line to protect a community that was more upset about the death of a convicted felon than the life of a police officer. I asked my wife, “Is this job worth it? Why am I putting my life on the line every day for those who would rather see me dead?”
And that is where it usually starts. One traumatic event followed by another then another. One failed prosecution or unjust plea bargain followed by a judicial R.O.R. or dropped case on a technicality. Soon we begin to see those we have worked hard to get off the streets back on those same streets, victimizing those same citizens. We become jaded. We lose faith in the system. We lose faith in people. Before you know it the once proactive rookie who stopped every bicycle without a tail light, is now sitting in a parking lot watching YouTube videos hoping his number isn’t called for a report. Proactive policing has become reactive policing and not only does the officer suffer but the other officers on their shift, the organization and the community suffers alongside him.
I believe this is where the leaders of agencies and organizations must proactively focus on their officers and their mental, emotional, physical and spiritual wellness. Leadership is influence and inspiration. A good leader should be able to influence and inspire individuals to come together to complete a common objective, tasks or desired outcome. We, the leaders, must set the standard for spiritual wellness in our agencies. I believe the team takes on the personality of the coach. When the coach/leader sets their values in front of the team, the team will adopt or adapt those values or risk finding themselves on the outside of the organization looking in. If the leadership buys in to the spiritual wellness and health of the organization, the organization itself will change.
In Learning Area 2, Module 1 of the National Command and Staff College curriculum Lorraine Snyder discusses the differences in generations (Snyder, 2017). Her lecture brought to light the need for leaders to adapt their skills, thoughts and motives in order to relate, communicate and understand the individuals they will be tasked with leading. Leaders are going to have to be versatile in their approach to the topic of spiritual wellness. Many from Generation X or the Baby Boomer generation would scoff at the idea of spiritual wellness while Millennials and Gen Z would place this as one of their top priorities.
I do not agree with the one size fits all approach to leadership. I am a firm believer in situational leadership as discussed in Learning Area 1, Module 2 by Dr. Normore. Adapting to the situation is the trait of an effective leader (Normore, 2017). A department is made up of many different individuals with different levels of experience, different ages and different personalities. We can lead groups, teams or shifts while at the same time leading individuals. Effective leaders need to see the signs of the spiritually endangered or broken and take steps to address the issue immediately. Some of those signs could be decreased proactivity or productivity, less empathy when dealing with victims, darkened sense of humor (we all have that to an extent) or excessive absences.
Leaders must also address the stigma that goes with seeking help for officer wellness. Stigma and shame are likely the biggest hurdles between police officers and mental health services. The police culture has a significant influence on officers seeking mental health assistance. Many officers fear getting help will affect their career by being demoted, ostracized, distrusted, or even fired (Gibson, 2020). Many officers who would benefit from mental health assistance do not seek help because, simply stated, peer pressure. When leaders don’t create a culture of openness and encourage their officers to speak openly about mental health issues and suicide, it feeds into the stigma that mental health issues and suicidal thoughts are signs of weakness and not cries for help (US DOJ, 2017).
As stated earlier the LEMHWA was enacted and provides not only funding for law enforcement organizations but other resources as well. Anonymous counseling sessions with mental health professionals could be offered by the organization and encouraged by the leaders. Peer support groups, and crisis intervention teams for officers can be formed and used to combat not only mental and emotional breakdowns but spiritual ones as well. We have crisis intervention teams and protocols for dealing with emotionally disturbed persons in the community, why shouldn’t we have them within the department for our own blue line family. CIT doesn’t mean getting checked in to a mental ward at the local hospital. It simply means we should make resources available to help officers cope with the trauma, dysfunction and tragedies we send them into every day multiple times.
I also believe we need our officers engaged in more community events that show community support toward the police. One week after J.R. was shot we held his funeral. Our shift had not returned to work since the incident and I had struggled with the aforementioned issues. I contemplated my future in law enforcement and my faith in the community. As the department gathered at the church where the services were held I saw a lot of the citizens arriving as well. The church was full and less than half of that was law enforcement. This was the largest church in our community and held upwards of 3,000 people. The place was packed and many were standing in the back and aisles. The most impressive show of support came during the procession. As we drove to the cemetery thousands and thousands of people lined the route, waving flags, saluting and crying. I have to admit my eyes got a little misty as I drove that route. I looked at my best friend, who is also a deputy sheriff and was riding with me, and said, “This is why we do what we do.” From that moment on my spirit was restored and my passion for this job and my community has remained unshakeable. As leaders we need to connect our officers to the ones they protect. Maybe, just maybe, they will find the resolve to keep in the fight and their spiritual wellness will be restored.
Conclusion
Law enforcement is a wonderfully difficult profession. It is fulfilling and draining, rewarding and demanding, giving and taking. One day, we are the heroes. The next, we are the villains. One moment, we are saving lives, and in that exact moment, we are taking lives. This swinging of the pendulum from positive aspects to negative ones weighs heavily on the wearers of the badge. As we have discussed, officer wellness declines the longer one stays on the job. Some of the toughest individuals can break down physically, mentally, emotionally, and spiritually. Organizations must dismiss the stigmas associated with seeking help for officer wellness and encourage officers to reach out.
Dr. Sara Rhodes said in her lecture during the residency portion of the NCSC, “If your people are healthy, your organization is healthy” (Rhodes, 2024). An organization is only as healthy as the individuals it employs, and for that reason, it is incumbent upon us as leaders to take care of ourselves. When officers are not in good health, it can significantly impact their ability to perform at their best. This can lead to decreased productivity, increased risk of errors, and potential negative impacts on the officer's mental and physical well-being. Therefore, implementing comprehensive wellness programs, providing access to mental health resources, and promoting a supportive work environment are essential for ensuring that officers can perform their duties effectively.
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The Complexities of Effective Recruitment and Retention of
Qualified Personnel in Law Enforcement
Lieutenant Mick Gaglia, Hermosa Beach Police Department
Lieutenant Charles Lee, Jefferson Parish Sheriff’s Office
Sergeant Justin Gros, St Charles Parish Sheriff’s Office
Sergeant Alexis Agnelly, St Charles Parish Sheriff’s Office
National Command and Staff College
Session #026
October 2024
Abstract
Across the country, law enforcement agencies are struggling not only to recruit qualified personnel, but also to retain those after they have been recruited. With the increase of scrutiny of the police in the media and Hollywood, the unsatisfactory pay and benefits, and the overall mental toll of the job; becoming a law enforcement officer has become less and less appealing to the public. In this research paper, we will discuss the reasons for which law enforcement agencies struggle to recruit qualified personnel, which include, but are not limited to generational differences, public mistrust, and the tactics utilized in order to recruit new employees. We will further discuss the reasons for which we struggle to retain the personnel that we do successfully recruit, namely: toxic leadership, a failure to address declining mental and physical heath, a lack of growth opportunities, and overall dissatisfaction with the job. Lastly, in this paper we will discuss opportunities for improvement. We will discuss suggested ways in which to reform the public’s view of law enforcement, recruitment tactics, and ways we can strive to better retain our employees through improving leadership, providing opportunities, and increasing overall employee satisfaction.
Introduction
It is no secret that the image of law enforcement officers has changed drastically over the years, influenced by the general public’s perception, which has recently succumbed to negativity. This public perception has led to a negative impact on law enforcement agencies’ ability to recruit and retain current officers (Bureau of Justice Assistance and Office of Community Oriented Policing Services, 2023). Candidates for policing are no longer interested in becoming law enforcement officers, as the career path is no longer attractive. Additionally, existing officers are quickly resigning due to burnout. This burnout is the result of various factors including, but not limited to internal and external stressors, mistrust, public perception, lack of growth opportunities, and insufficient salaries. In order to address this recruitment and retention crisis within the nation, law enforcement leaders must recognize the problem, take responsibility for it, and work strategically to rehabilitate the image and culture of the profession.
Agencies struggle to recruit new officers due to the decrease in appeal of the profession thanks to both commercial and social media painting officers and their efforts in a negative light (Bureau of Justice Assistance and Office of Community Oriented Policing Services, 2023). Campaigns, such as Defund the Police, are spread throughout communities, causing distain and distaste toward the police as a whole (Hoang & Benjamin, 2024). If agencies are not actively seeking new ways to repair this viewpoint by humanizing the police through community relations and out-of-the-box recruitment techniques, the struggle to recruit will prevail. In 2024, New Orleans Police Department successfully graduated only seven officers after starting with twenty-five cadets, due largely in part to cadets dropping out of the academy (Wilkinson & Simerman, 2024). With this, not only are agencies struggling to maintain their full-time officers, but agencies even struggle to keep the academy cadets who have yet to truly begin their careers.
The struggle of the law enforcement personnel shortage will not be solved simply by a successful increase in recruitment. The next step of the process focuses on the efforts of the leadership in law enforcement agencies to sustain their personnel through incentives, opportunity, and efforts to improve the overall well-being of the officers within the department. As expected, human factors play a large role in the retention of officers. This tends to cause a never-ending cycle in which officers are burnt-out; a direct result of personnel shortages. This burnout leads to resignations, and the cycle starts all over again as a result.
This research paper is composed of the collaborative efforts of four current, sworn law enforcement officers ranging from approximately 10 years’ experience to 30 years’ experience. The members of this team of consist of a Patrol Sergeant, Corrections Sergeant, Patrol Lieutenant, and Community Resources Lieutenant with experience stemming from Louisiana to California. Collectively, the members of this team have recognized and agreed that, across the country, law enforcement agencies are suffering from a recruitment crisis, as well as a crisis to retain current employees due to a multitude of complexities that will be discussed within.
Why is Police Work Unappealing?
Years of negative branding, a shrinking labor pool, extended adolescence, and massive resignations have had an impact on those considering law enforcement as a viable career choice. As reported by Vargas (2022), “a survey by Calibre Press and Police1 of over 10,000 officers found that only 7 percent would recommend the profession to their children.” In other words, most police officers do not support their children getting into the profession.
As Swain (2022) relates, “working as a police officer isn't easy, especially in today's world, where law enforcement is under intense scrutiny. Numerous stressors come with this job, including danger, public scrutiny, shifts, and high-intensity situations.” The profession has become increasingly dangerous, leading to an influx in numbers of police officers murdered in the line of duty. The Federal Bureau of Investigations reported that in 2021 through 2023, 194 Police Officers were feloniously killed in the line of duty during this period, which is more than any other three-year period in the past 20 years. Per Reynolds (2024), “when asked if they (Police Officers) were optimistic about the future of law enforcement, 70% of the respondents said that they were not optimistic about the future of law enforcement.”
Today’s younger workforce is not prepared, and is mostly unwilling, to work long hours or sacrifice their weekends, nights, and holidays (Langham, 2017). A career in law enforcement does not allow flexibility or a work from home atmosphere due to the high demands of the job. The job is hands-on and involves dealing face-to-face with the public who can quickly become violent, uncooperative, and oftentimes dangerous.
In the digital age of social media, most young adults have lost their ability to carry on an in-person conversation (Davis, 2024). Interviewing, communication, and speaking in public are skills that many people struggle with. Many new officers are unfamiliar with talking to others with a purpose or providing a command presence to acquire information from others. Forced contact with the public and uncooperative subjects requires social skills that are not found on a computer or cell phone text (Davis, 2024).
The pressure performing police work while others record every action on a cell phone and being verbally harassed is simply not appealing to people looking for a career (Davis, 2024). The addition of a mandatory body worn camera feels intrusive and magnifies the feeling of anxiety and stress that most people never experience in common lines of work.
Policing and the Media
The news media routinely promotes negative stories or information regarding Police Officers and their actions. Positive stories are boring, uninteresting, and will not grab the viewer’s attention. Scandal, excessive force, and pursuits gain attention and hold onto the audience. As stated by Gauthier (2018), “Examination of news coverage of police and its impact on news consumers rests upon a simple hypothesis: greater exposure to negative news coverage of police will result in more negative attitudes toward police.” The thought of being humiliated or embarrassed is an overwhelming deterrent to many people when considering a law enforcement career.
Defund the Police
Support for Black Lives Matter, George Floyd riots and anti-police rhetoric supported by celebrities, and television news channels all contributed to the negative outlook on law enforcement (Hoang & Benjamin, 2024). The optics of the investigation regarding the Michael Brown Shooting placed the public against the police as the coverage was filled with inaccurate reporting and media sensationalism (Hoang & Benjamin, 2024). Michael Brown’s friend and associate during the incident made false statements that Brown had his hands up and stated, “Don’t Shoot”. The phrase “Hands Up, Don’t Shoot” became a national slogan and was chanted during many protests and riots throughout Ferguson and the country (Ye Hee Lee, 2015). The grand jury did not indict Officer Wilson upon review of the case. Unfortunately, this fueled continued attacks on law enforcement and repeated the narrative that police officers are the enemy (Macdonald, 2016). What was once a desirable career with endless men and women seeking to spend 30 years or more helping their communities, has now dwindled to an almost non-existent pool of quality applicants. Obama left no doubt that he believed the narrative of the mainstream media and race activists about Ferguson (Macdonald, 2016). That narrative held that the shooting of Brown was a symbol of nationwide police misbehavior and that the August riots were an "understandable" reaction to widespread societal injustice (Macdonald, 2016). The pool for competent, educated, and healthy people looking for careers in law enforcement is shallow. Some agencies are now allowing non-citizens to become Police Officers to fill the void of open positions.
Education
Police work requires hands-on work, exposure to others, tangible skills, and a strong work ethic. A career in law enforcement used to require only a valid driver's license and a high school diploma. The modern world of policing today now generally requires a college associate or bachelor's degree or is highly desirable (Gardiner, 2017). Some agencies that offer higher compensation and opportunities will require education minimums to help select a perceived higher quality applicant (Gardiner, 2017). Although desirable, a highly educated applicant may not always provide the best examples of police officers. The emphasis on education is being prioritized and many agencies are now looking for higher education as a standard (Gardiner, 2017). Many departments will now offer reimbursement for college courses that are applicable to law enforcement for current officers to pursue their degrees (Gardiner, 2017). This is beneficial for the department and officer as they both see value in continued professional development.
Risk vs. Reward
Officers risk their lives, mental health, friendships and time with family to work and provide public safety (Langham, 2017). The risk of losing relationships is extremely common as the demands of working events, holidays, weekends and nights removes the societal norms for socializing and finding time for people close to officers (Haar, 2005). The longer an officer works in his/her career, the circle of friends outside of their law enforcement peers shrinks and becomes limited (Haar, 2005). With this, officers tend to gravitate toward connections that are work related and eventually this alienates others that are close to them.
Financial Literacy
New officers that are suddenly introduced to law enforcement need mentoring on many levels. Financial literacy is often lacking and understanding their pay, benefits, deferred compensation and the retirement system is confusing and difficult to grasp when the reward is 30 years away. The number of years before a new Officer will appreciate strong financial success is typically farther away from their current age.
Most young Officers have no comprehension of finances and cannot balance a checkbook. Reading, writing, and interviewing skills are all routine practices, and training courses are available to assist with efficiency. However, there is no accountant or official guide to managing money or retirement systems. Each agency should implement a competent member of the agency to provide a short course of action to invest properly, start a deferred compensation account, and thoroughly explain taxes, union dues, and the structure of their benefits and deductions. It’s important that a member of the agency is hands-on for the financial literacy overview and can explain real world experiences and examples of practical finances. As Anderson (2017) states, “Anyone at any rank can initiate change by doing a feasibility study to determine how much change is needed". This needs to become standard as our team grows and becomes more efficient. Preventing our new Officers from the burden of financial calamity is not the profession’s responsibility but should be factored into the long-term benefit of a healthy officer. Finances are ranked as one of the top stressors for law enforcement, minimizing and or potentially eliminated financial burdens will pay off for the employee and the organization.
A new officer will generally have a limited amount of financial experience and is most likely earning more as a police officer than in their previous employment. With the ability to earn more, Officers will spend more and quickly find that the expenses are outpacing their income. This will result in a vicious cycle of working overtime to cover expenses and subsequently becoming burned out. Job satisfaction and providing quality law enforcement diminishes along with mental and physical health. Although not mandatory, a financial mentor should encourage officers to participate in a deferred compensation plan that can help their retirement situation immensely, allowing them to potentially retire much earlier than they otherwise could have.
Officers need to become versatile and expand their leadership and ability to understand the newer generation of applicants and how they learn. Communication is the key to success, and this requires patience and slowing down to effectively provide direction and guidance.
Recruiting Qualified Personnel
One of the greatest challenges that law enforcement agencies around the country face is the ability to implement effective recruiting techniques and programs. In the face of these challenges, law enforcement agencies are constantly searching for new techniques and avenues of advertisement to reach a broad range of prospects to fill the needs within each individual department. Jane Wiseman (2021) spoke of a tactic, which she found effective, described as the “fisherman” concept of recruiting. As Wiseman (2021) explained, when a fisherman is not meeting the demands of the market by bringing in too few fish, he must cast a much wider net and at the same time, find a new area of water to fish to get a higher quality of catch. Similarly, attracting a larger volume of high quality recruits to law enforcement will require a wider net and new talent pools.
Enhancing Traditional Pipelines
In order for the “widening of the net” to be effective in recruiting, the agency’s leaders and those tasked with the recruiting must think out-of-the-box to target these quality applicants. Many law enforcement agencies have partnerships with many of their local universities. Those universities that offer areas of study in criminal justice are often in partnerships with law enforcement agencies. This presents an opportunity to the university student to begin a career in law enforcement while still in the process of obtaining their degree in their chosen field. Many law enforcement agencies offer incentive pay for those who have earned a college degree, and this information should be stressed during the recruiting phase. Furthermore, law enforcement agencies often offer some type of internship such as patrol ride-alongs, job shadowing for specialized units, or a Citizen’s Police Academy. These programs are a useful tool for recruiting in the sense that they expose those interested to what it is like to have a law enforcement career and the day-to-day tasks that a police officer may be faced with.
The “widening of the net” can also include students who are still attending high school. For example, The Saint Charles Parish Sheriff’s Office has recently implemented a Criminal Justice Course to the local high schools for Juniors and Seniors. This course teaches the students how the Sheriff’s Office operates. The students are given the opportunity to interact with several members of the department, and they are able to participate in several tasks that a full time Police Officer performs as part of their normal duties. In addition to the exposure of the police work, these students earn high school credits for successful completion of the Criminal Justice Course. This program has proven to be a useful tool in aiding in the recruiting issues. Since the program has launched, there have been several high school graduates that join the Sheriff’s Office full time immediately following their graduation.
Reaching Younger Age Groups
It is important to reach out to today’s younger generations, even if they are not yet of age to begin a career in law enforcement. Jane Wiseman (2021) states, “Most recruiting programs focus on those age-eligible to apply, few reach out to those still considering a profession to choose.” In addition to targeting those who are still attending high school, Wiseman (2021) states that the recruiting process should extend to children, even as young as elementary aged to help build a relationship with law enforcement. Many agencies have programs where Officers are sent to Elementary schools to do K9 demonstrations, display equipment, and tour police cruisers. These agencies can enhance the youth programs in order for the children to better understand a career in law enforcement. These presentations can be held more frequently and include more hands on activities based on real-life police work, such as latent fingerprinting, investigating, directing traffic, etc. All of these tasks can be demonstrated and intertwined with fun-based activities for elementary-aged children. Making the youth program more robust could be a useful tool for recruiting by informing children at an early age and providing them more exposure to the career to shed a better light on law enforcement as a whole.
Streamlining the Hiring Process
One of the struggles of recruiting that seems to be an issue with applicants is the amount of time some agencies require to complete the hiring process (Langham, 2017). While informally interviewing deputies in regards to their agency, it was found that the hiring process time can range from two months to approximately eight months or more. For someone who is not familiar with the current law enforcement hiring culture, this can be discouraging and possibly give the agency a bad reputation in the eyes of those affected (Langham, 2017). Some applicants can simply give up on the agency and seek other employment in the meantime. By implementing a total transparency and notification policy, the chances of retaining the interest of the applicant can be immensely increased. As Langham (2017) suggests, applicants should be advised during the first steps of the process that the agency will notify them on the progress with their process of being hired, and remain in touch with them throughout the process. Recruiting staff can notify applicants of the steps completed and the next steps required via text messages or emails. These notifications can give approximate timeframes for these steps so that the applicant will not lose interest (Langham, 2017).
Leadership in Recruiting
Many recruiting divisions within law enforcement agencies have had to shift gears in order to target certain generations. Lieutenant Ben Langham (2017) explains that most recruiters today are Baby Boomers and Generation Xers and must educate themselves on the target generation. By educating themselves, this ensures that they are meeting the needs of the target generation, as well as ensuring they meets the needs of the agency. The Administration should be prepared to create and implement reasonable change to recruiting to meet the needs of the generation groups and new societal norms (Spain, 2017). This is where adaptive leadership is key. Adjustment of the policies and procedures by the leadership staff and creating buy-in is necessary for modern recruiting. Making the adjustments to fit trends and the many facets of modern society could be challenging, but those skilled in adaptive leadership can create the atmosphere needed for law enforcement recruiting to excel (Spain, 2017).
The Complexities of Retention of Qualified Personnel
Recruiting a sufficient number of qualified personnel to meet the overwhelming staffing needs of an agency is one of the most fundamental human resource processes within an agency (Orrick, 2007). After successful recruitment, law enforcement agencies must realize that the recruitment process is not where the struggle ends. At this juncture, law enforcement agencies must now manage the complexities of retaining the qualified personnel. As explained by the Bureau of Justice Assistance and Office of Community Oriented Policing Services (2023), “In addition to attracting new recruits, benefits and incentives play a key role in retaining existing employees; may dissuade them from seeking employment elsewhere; and can demonstrate the agency’s commitment to the employee’s health, happiness, and overall well-being.” In other words, to retain qualified personnel within the agency, the agency must invest in their careers, personal interests, well-being, and overall happiness. Law enforcement agencies must recognize the reasons for which qualified personnel are seeking employment elsewhere and strive to discover and implement new and effective methods of retention.
According to a “Best Practices Guide” released by the Internal Association of Chiefs of Police, several states have determined that at least 25 percent of their law enforcement officers leave the department within their first 18-36 months on the job (Orrick, 2007). For new hires set to begin their careers, law enforcement agencies must take responsibility and recognize the reasons in which these new hires are cutting their careers short, deciding to transfer to a different agencies, one in which they did not originally intend to be at, or leave the profession altogether.
Incentives to Retain Personnel
One of the most common reason in which law enforcement officers leave their departments is due to their salary (Orrick, 2007). Although money is likely not the most influential factor in this career choice, the lack of money is when officers struggle and begin to seek different career paths, or better paying agencies. Often, and what is seen in departments across the country, officers are leaving to go to departments that are next door to their current agencies just because they are being offered a slightly higher salary. Orrick (2007) explains that, “the issue of compensation is more inclusive than just salary and includes a number of benefits such as health insurance, vacation, retirement, schedules, and equipment.” If agencies are unable to compete with the salaries offered by the agencies in neighboring jurisdictions, their officers will quickly leave to those agencies who are actively competing.
It is no secret that law enforcement is not the most glamourous career choice. Once the choice has been made to enter this path via successful recruitment, employees tend to make the decision to leave after realizing there is no incentive, drive, or motivation to keep them coming back to work each day. Law enforcement agencies struggle to retain qualified personnel due a lack of financial incentives, benefits, and opportunities. To combat this particular piece of the puzzle, agencies must offer their employees reasons to stay. Incentives come in a multitude of shapes and forms, including but not limited to stipends, training opportunities, and raises throughout the year. For example, the St. Charles Parish Sheriff’s Office offers Longevity Pay in which employees earn an additional fifteen dollars a check for each year of service. Although this does not seem extensive, it gradually builds over the years and directly affects the employee’s overtime rate. Although it seems like a small incentive, it is a simple tactic in rewarding the employees for their loyalty within the agency.
According to Orrick (2007), “officers often cite limited opportunities to grow or ‘move up’ as a reason for leaving their current position.” Orrick (2007) continues by explaining that this is a common mindset of millennial employees. When these employees are unable to envision a future for themselves and their career, and a path to get there, they are likely to seek these opportunities elsewhere. As Korch (2024) explains, because of this, “younger officers have left the criminal justice field in pursuit of more lucrative, less scrutinized and less dangerous occupations.” The work environment of a police officer is constantly changing which means that the police officer is expected to constantly evolve in his training, skillset, and knowledge of the law. Today’s police officers view training as an essential method and opportunity to improve skills and make them more effective, affording the officer the opportunity to achieve their personal career objectives (Orrick, 2007). When training opportunities are denied or are simply not offered, officers seem to lose their purpose within the agency and their own personal futures.
Officer Wellness and Retention
In direct correlation with a lack of incentives, officer wellness comes into play when employees factor in the risk of the job versus what they are earning or achieving. With the stress of this job choice, tragic scenes encountered each day, and hours worked versus time at home, many employees break and determine that it is simply not worth it. Unfortunately, a huge factor in this portion of retention issues is the employer’s failure to recognize when their employee’s human factors are affecting their demeanor, work ethic, and even home life. Harrington (2017) describes human factors as the way in which “our brain interacts with our body and decision-making abilities during stressful incidents” which include physical fitness, fatigue, and stress. Policing is a profession in which physical fitness can be the difference between life and death. Physical fitness, in itself, is directly impacted by stress and fatigue, which are caused by the demands of this career. When peers, supervisors, and even command staff are unable to recognize those working alongside and under them, the behavior only worsens, leading to resignations due to sheer unhappiness with the job they once wanted to do. In short, many people simply do not find the mental toll of the job to be worth what they are getting out of it.
Officer wellness and the overall ability to prioritize work-life balance is essential to the development of passionate, hard-working officers. Policing takes both a mental and physical toll on police officers, requiring an overwhelming need for appropriate and adequate support from the agency to promote overall well-being (Bureau of Justice Assistance and Office of Community Oriented Policing Services, 2023). This struggle in the law enforcement community stems from the overall stress of the job and stress at home because of the job. Unfortunately, there is still an overwhelming stigma among the law enforcement community relative to seeking mental health support (Bureau of Justice Assistance and Office of Community Oriented Policing Services, 2023). Law enforcement agencies tend to discourage seeking mental health help, which leads to fostering officers with untreated mental health issues, substance abuse issues, sleep deprivation, and other various difficulties that lead to overall burnout and dispassion, ultimately leading to an increase in resignations.
Leadership and Retention
According to Skaggs et al. (2022), “The primary major concern shared across all interviewees was a lack of perceived support.” In a report released by the International Association of Chiefs of Police, Orrick (2007) confidently states that “the number one internal factor affecting an employee’s decision to stay or leave a job is the relationship with their immediate supervisor,” further explaining that the department’s failure to prepare new leaders leads to a reduction in retention. According to Robinson (2017), “people don’t leave bad companies, they leave bad bosses.” The concept of toxic leadership is one that is seen to pollute law enforcement agencies across the nation. Toxic leaders are described as leaders who infringe on their leader-follower relationship, abusing their power to the direct detriment of their followers, generally leaving them in a worse condition than when they first started (Watt, 2017). Due to these toxic environments, employees tend to lose their drive and interest for their jobs, seeking employment elsewhere in an attempt to escape the toxicity. With the poor relationships between the employee and their immediate supervisor being one of the leading reasons for employee attrition, it is critical that supervisor selection and development be a top priority of the agency (Orrick, 2007).
In terms of officer wellness and leadership, servant leaders must have the ability to exercise empathy toward their officers in order to assist them through any challenges they may face. When officers are faced with administration that are incapable of empathy, ignoring their needs, officers suffer greatly and often leave the profession altogether. In order to maintain trusting, motivated officers, leaders must be able to exercise emotional intelligence and foster an environment in which emotional intelligence is utilized daily. Leaders in these agencies must have self-awareness, manage their emotions, motivate themselves and others, exhibit proper social skills, and exhibit empathy in order to develop and maintain successful agencies (Robinson, 2017). Leaders lacking these skills exhibit an obvious inability to retain qualified personnel due to officers seeking this form of leadership elsewhere. Authentic leaders should be able to recognize that these issues are affecting their officers and do what they can to lead them toward the assistance they may need.
Retaining Qualified Personnel
With the increasingly number of mid to upper level management retiring as the Baby Boomer generation ages, in combination with the increased pressure and demands of society, and the ongoing trend of diminishing interest in the younger generations in becoming police officers, it has become increasingly imperative for agencies to find innovative ways to increase the probability of retaining its good officers (Meade, 2016). According to Dr. Davis (2024), long gone are the days when a police leader could simply demand compliance content in the knowledge that there were plenty of replacements available. Dr. Davis (2024) further suggested that a new model is necessary based on clearly defined growth strategies that focus on organizational culture. Dr. Davis (2024) indicates that as a leader, one must be willing to consider innovative solutions that focus on the successful retention of quality people.
A review of the available research in retention in law enforcement reveals that the early model for understanding voluntary resignations was based on image theory and was broken down into three categories: value image which is comprised of individually held principles, trajectory image which includes desired personal or organizational goals, and strategic image which is the plan to achieve the desired goals (Skaggs et al., 2022). In 2005, a study was conducted by the Arizona State University, which focused primarily on the individual value image along with the organizational goals and methods. The university, in a cooperative effort with the Phoenix Reginal Police Training Acacemy, focused on the use of telephonic interviews with those who did not remain in the profession due to self-initiated resignation and academy-initiated or department-initiated terminations (Haar, 2005).
According to Haar, (2005) "Recruits who self-initiated resignation experienced a conflict between the version of policing embodied in their ideal and the reality of policing in practice." Dr. Haar suggests that in the early part of an officer's career, both lower job satisfaction and resignations from police work may stem from the cognitive dissonance experienced by new hires when the reality of policing clashes with his or her expectations or self-perception (Haar, 2005). In a more recent qualitative case study that examined a similar sample size of new recruits and used a more in-depth interview process with those who had self-initiated resignation, the reasons provided researchers for leaving was within the three categories of support, departmental operations and compensation, and transparency (Skaggs et al., 2022).
The critical need for further research is underscored by the finding that of the over 2,000 studies conducted on job satisfaction since 1994 only 34 of these studies have examined job satisfaction within the context of law enforcement (Julseth et al., 2011). In further findings, it is recommended that police leaders take proactive measures to reduce stress when possible and to invest in training that teaches officers how to cope with stress in a healthy manner (Julseth et al., 2011).
Perceived lack of Support
Dr. Davis suggested that the Authentic Leader must have the insight to recognize and to develop a respectful relationship with those within the media and to recruit them as partners within the community(Davis, 2024). It is further suggested that it could be advantageous to an agency to develop a community-based improvement board and to invite such media partners to sit on the board, and to take an active interest in soliciting input in future endeavors by the agency in order to obtain buy-in that will be reflected in the tone of potential coverage (Davis, 2024).
Some of the ways that is suggested in other research to increase this perception of Community Support is to obtain buy-in for community policing and to assign those officers who find this type of community partnership valuable as a means of enhancing those individual officer's job satisfaction (Crowl, 2017). In addition, Dr. Davis (2024) further suggested the use of a citizen's academy as well as regular public civic meetings to enhance interaction with the community in order to build or enhance the partnership between the agency and the community.
The perception from the respondents who both voluntarily and involuntarily resigned from the Agencies was that although they felt initially supported by the leaders in the department during the training process, but that they were quickly isolated and felt targeted due to what they believed to be minor infractions (Skaggs et al., 2022). The primary concern regarding support from fellow officers that was shared by the interviewees was that as a new officer, they felt isolated from various groups that had formed cliques and were looked down on by veteran officers (Skaggs et al., 2022).
A way that an authentic leader could address this potential issue is to assign a veteran officer as a mentor and to clearly express expectations regarding the treatment and integration of the new officers throughout their probationary period (Davis, 2024). In regard to the local city or parish officials, the interviewees presented the perception that these individuals were more concerned about their political career than the police and that they are too willing to sacrifice a good officer as a scapegoat to safe their personal career (Skaggs et al., 2022). A common refrain from the respondents was that the city or parish leaders were believed to be out of touch, and that their administration are not informed as to what was occurring in policing on a day to day basis (Skaggs et al., 2022).
Operational Standards and Compensation
Two main categories raised by the interviewees was regarding pay and benefits as well as what was perceived as overtly restrictive facial hair and tattoo policies (Skaggs et al., 2022). In regard the pay and compensation, the researchers generally found that new recruits were generally satisfied with the pay and benefits, but that this was repeated concern with more senior
officers who expressed the personal importance for these benefits to the point of being willing to consider changing agencies (Skaggs et al., 2022). Both new and experienced officers who voluntarily resigned expressed the perspective that restrictive facial hair and tattoo policies are simply behind the times and are not reflective of a modern society (Skaggs et al., 2022).
Transparency
According to Skaggs et al. (2022), "All participant groups felt that transparency of information was needed to clearly expose more people to the reality of the day-to-day operations of police work." These respondents argued that better support could be obtained if potential recruits were given more transparent information regarding what the job would actually be like, and expressed numerous personal experiences where they faced culture shock when exposed to the realities of policing (Skaggs et al., 2022). This particular finding by this second study closely resembles the findings presented by Dr. Haar who suggested that one of the primary obstacles to
retention was that of the cognitive dissonance experienced when the personal expectations or self-narrative was contradicted by the realities of policing (Haar, 2005).
Increasing the Perception of Support
The research suggests that a need for an onboarding process exists where a new hire would be assigned a mentor that would assist the new recruit in navigating the new and challenging environment that the recruit faces throughout his or her Academy training and into the transition into the duty assignment. Once assigned to a division, a mentorship program in connection with the FTO program should be considered by rank that increases team development through the use of individualized career planning from their first day that is dependent on their personal desires and goals. It is important for the modern conscientious to understand that a work-life balance is typically viewed by the younger generations as having the opportunity to
choose how he or she contributes to an organization and to have opportunities to work with projects he or she is passionate about (Skaggs et al., 2022).
Career Planning
In light of the importance to is expressed need by new officers to feel supported, a transformational officer who seeks to leave a legacy should make time with these individuals early in order to gain the necessary feedback to create an individualized career plan. Being transparent regarding both the qualifications necessary for desired promotions or transfers to a specialized unit and necessary experience will allow the leader to motivate the officer in a long-term manner while preventing unrealistic expectations.
It is also imperative for the Transformational Leader to remain cognizant that these career plans and goals should be updated regularly. As with the need for additional transparency with recruitment, it is further suggested that if manpower allows for the opportunity, a brief temporary reassignment to the desired division could be beneficial to allow the officer the opportunity to observe and experience first-hand the realities of the position.
Conclusion
The results of this research have concluded that law enforcement is currently struggling to attract competent qualified people for long-term careers. The overwhelming majority of law enforcement officers no longer feel valued, trusted, and respected. They do not recommend law enforcement to their friends or family and are looking to retire sooner rather than later. The overall outlook on the police has been drastically attacked for years from the media and leaders of our country. Less enforcement on crime and a spike in the physical attacks on police officers has become the norm and widely accepted by many. The pay and benefits simply do not outweigh the negatives and most young adults would rather seek a higher paying career that does not impact their personal freedoms and desire to do less for more.
The number of open positions within most organizations across America seem to be outpacing the quality candidates applying. To attract more applicants, leaders within these agencies must be capable of versatility, and “become more responsible to the unique and changing characteristics of individuals, teams, and organizations” (Anderson, 2017). With this, leaders must be able to adapt to the changes brought about by incoming generations, societal norms, and ever-changing needs therein. Finding the best people for the future requires a dedicated team, comprised of dedicated leaders; from each agency to consistently seek new areas for potential candidates rather than waiting for them to walk through the door.
References
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Bureau of Justice Assistance and Office of Community Oriented Policing Services. (2023). Recruitment and retention for the modern law enforcement agency. Office of Community Oriented Policing Services.
Davis, K.W. (2024). Addressing recruiting and retention trends in public safety: The leadership key. Residency Week #1, Day #4. National Command and Staff College.
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Harrington, R. (2017). Human factors and leadership. Module 1, Learning Area 3. National Command and Staff College.
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Recruitment and Retention in Law Enforcement
Lieutenant Eric Wikstrom, Bossier Parish Sheriff's Office, LA
Sergeant Matthew Franco, Hermosa Beach Police Department, CA
Lieutenant Nicki Garnier, Jefferson Parish Sheriff's Office, LA
Major Ginny Higgins, St. Martin Parish Sheriff's Office, LA
Lieutenant Frank Renaudin, Jefferson Parish Sheriff's Office, LA
National Command and Staff College
Session #026
October 2024
Abstract
Law enforcement agencies in the 21st century face significant challenges in recruiting and retaining qualified personnel. Numerous factors including high turnover rates, combined with a declining interest in law enforcement careers, jeopardize public safety and community trust. Our research aims to identify effective strategies for improving recruitment and retention within law enforcement agencies such as analyzing current recruitment practices and their effectiveness across various jurisdictions, identify factors influencing retention, including job satisfaction, organizational culture, and career development opportunities. We will also explore community perceptions of law enforcement and how these perceptions impact recruitment utilizing research and personal experiences with our own agencies. Addressing recruitment and retention challenges is vital for the future of law enforcement. Our research aims to provide actionable recommendations for law enforcement agencies to enhance their recruitment and retention efforts. By understanding the underlying factors that influence these areas, agencies can develop strategies and tactics that foster a more conducive workplace for potential applicants and retention of current employees. Thereby creating a motivated workforce and ultimately improving community relations and public safety.
Introduction
The efficacy of law enforcement agencies significantly impacts public safety and trust in the criminal justice system. Consequently, recruitment and retention of qualified personnel have emerged as critical challenges confronting these agencies. Our research reviews the current literature regarding recruitment and retention strategies in law enforcement, explores the factors influencing these processes, and provides recommendations to enhance the effectiveness of recruitment and retention efforts. The research identifies that a multifaceted approach that includes improved working conditions, community engagement, and training opportunities is essential to build a sustainable workforce in law enforcement (Baebenroth 2023).
However, the increasing complexity of crime, public scrutiny, and evolving societal expectations complicate the challenges of attracting and retaining qualified officers. High turnover rates, recruitment challenges, and the eroding public perception of law enforcement necessitate comprehensive strategies for improvement. The Bureau of Justice Assistance and Office of Community Oriented Policing Services (2023) indicates, "Shifting the narrative of policing will require work on several different fronts, but an intentional, public-facing campaign (beyond recruitment materials) to change the way the community views law enforcement is a key strategy. Messaging should prominently feature officers’ relationships with their communities and the positive impact policing can make. Governments can also assist in this effort by spearheading and funding campaigns designed to engender positive police-community relationships. This effort could also involve allocating resources to create training and toolkits for community engagement and to evaluate the effectiveness of these materials." This paper aims to analyze the current state of recruitment and retention in law enforcement and propose actionable recommendations to address existing challenges.
Background of Law Enforcement Recruitment and Retention
The recruitment and retention of law enforcement personnel have emerged as critical issues affecting the quality of policing in communities across the United States. Recent years have witnessed growing scrutiny of police agencies, fueled by social movements, economic challenges, and high-profile incidents of police misconduct. By examining both successful initiatives and those that failed, we can better understand the evolving landscape of police recruitment and retention. The importance of effective recruitment and retention strategies cannot be overstated, especially in an era when public trust in law enforcement is fragile. Recruitment encompasses the processes employed to attract qualified candidates to police agencies, while retention focuses on the strategies to keep these individuals engaged and
satisfied in their roles.
Recruitment and retention have emerged as pressing challenges for law enforcement such agencies. Effective strategies, such as community-based recruitment approaches, enhanced marketing, comprehensive training, and competitive compensation, have demonstrated positive results in increasing both recruitment and retention rates. Conversely, traditional recruitment practices, negative agency reputations, inadequate support systems, and lack of advancement opportunities have proven to be detrimental. As societal views toward policing evolve, law enforcement agencies must adapt their approaches to meet the challenges of a changing landscape. Developing innovative and responsive strategies will be critical for ensuring that agencies can recruit and retain the skilled personnel necessary for effective community policing (Wilson et al., 2010).
Current Recruitment Practices Across The Nation
In a profession such as law enforcement that operates in seemingly chaotic world, our leaders must adapt and discover that they must thrive in disequilibrium. Conventional and stable conditions in law enforcement have become a seemingly indestructible moving target. It is advantageous for us to think about disequilibrium as a necessary part of leadership. It helps us grow and adapt as we manage change. For example, an area in law enforcement that has seen an overwhelming amount of change is recruitment, retention and retirement before traditional retirement ages. The current generation of police leaders are offering different perspectives and different leadership techniques. A shift from a traditional paramilitary authoritative style to a more inclusive approach that seeks to enable and empower members of service is sweeping the nation. Leaders in recruiting are shifting their focus to attract more non-traditional recruits to police the 21st century.
Traditional recruitment strategies are no longer effective in hiring today’s law enforcement personnel. As Shaw (1992, para. 1) states, “In the beginning, the typical recruit was a white male, high school graduate, recently discharged from the military. By 1975, the profile became more diverse consisting of females and minorities as well as college graduates.” Law enforcement agencies are now facing an unprecedented decline in applicants, and existing employees are leaving in record numbers. They are faced with having to find creative new ways of attracting new recruits. Implementation of techniques such as cash incentives, promises of being placed on a specialty team, high-tech recruitment videos, and utilizing various social media platforms to draw in applicants are becoming the norm. Others are utilizing grassroot efforts by surveying members of their departments to act as recruiters by sharing what they love about the department and what drew them to enter the law enforcement profession. As Dietzman (2023, para. 22) states, “By telling the stories of the agency’s people and the work they do, others can see themselves working there. Look into sharing diversity of experience and lifestyle, as well, to help people envision themselves working for the agency.” Additionally, to attract Gen Z applicants, agencies are swapping the traditional long application form for an employment interest form based on research that showed that they are reluctant to fill out an application that takes longer than 15 minutes (Dietzman, 2023). Others are tapping into technology by offering QR codes for potential applicants to apply. Recently, many agencies have abandoned the no-tattoo or facial hair rule as a way to draw in potential recruits. Some are lowering or re-evaluating their eligibility standards to see if that increases the number of applicants. Two other unique ways of retaining officers as Dias (2020, para. 8) states, is “Another department, where commutes are long and housing is expensive, acquired a bunkhouse for commuting officers. A conventional perk for one agency is simply to provide the best equipment and vehicles for their officers including take home cars.”
Agency leaders must determine what strategies work best to find the most qualified applicants for their agencies and communities. Although most law enforcement agencies are struggling with recruitment issues, rural law enforcement agencies are hit the hardest due to limited budgets leaving them incapable of competing with larger neighboring departments. As Dias (2020, para. 5) states, “Generally the top reason rural officers give when leaving for other agencies is better pay and benefits.” With pay being a strong factor in attracting and retaining employees, several other determining factors are major contributors such as job satisfaction, trends, and toxic environments.
Retention, Job Satisfaction, Trends, and Toxic Environments in American Policing
In recent years, the landscape of policing in America has faced numerous challenges, particularly regarding the retention of qualified personnel and the overall job satisfaction of law enforcement officers. At the heart of these issues lies a critical connection between job satisfaction and retention rates. It's paramount to comprehend the factors contributing to job satisfaction, particularly the impact of toxic environments and leadership. The role of leadership in fostering a healthy organizational culture within police departments is crucial. This understanding is beneficial and essential for leaders to take action to improve the situation.
Job satisfaction in policing is a complex issue influenced by a variety of factors. These include organizational culture, management practices, and peer relationships, which often play an underestimated but significant role. When officers feel supported, valued, and engaged in their work, they are more likely to remain in their positions, contributing to lower turnover rates. Conversely, dissatisfaction can lead to early retirement and a desire to leave the profession altogether.
Research indicates that when officers experience high levels of job satisfaction, they are more committed to their agencies and less likely to seek employment elsewhere. As leaders, we must ensure these employees feel recognized for their hard work and know that they matter. This commitment is vital, as a stable workforce enhances the effectiveness and credibility of law enforcement agencies. Lewis (2012) states, "People do not work their hardest and treat people they interact with professionally when their morale is in the toilet. It’s more likely that those are the times when they will do dumb things, slough off calls and conduct inadequate investigations, as opposed to when they are feeling supported and inspired. It’s simply human nature to be more productive and professional when you go to work feeling good about yourself and your organization." Retaining experienced officers is urgent to preserve institutional knowledge and foster community trust, which is increasingly crucial in today’s policing environment.
One of the most significant contributors to low job satisfaction and high turnover in policing is the presence of toxic environments. As Watt (2017) states, “Toxic leadership can and does result in the loss of our best employees.” The urgency of addressing this issue cannot be overstated. Toxic leadership can create a hostile work atmosphere characterized by poor communication, lack of support, and an absence of recognition for officer contributions. Such environments can lead to decreased morale, increased stress, and ultimately, a higher likelihood of officers choosing to retire early or leave the profession altogether.
Toxic leadership manifests in various ways, including micromanagement, favoritism, and a lack of accountability. These practices can create an atmosphere of fear and distrust, where officers feel undervalued and unsupported. When officers perceive their leaders as ineffective or uncaring, it diminishes their sense of purpose and belonging within the agency, leading to disengagement and dissatisfaction.
Organizational culture plays a pivotal role in shaping the experiences of officers within a department. A positive culture that emphasizes teamwork, collaboration, and mutual respect can significantly enhance job satisfaction and retention. In contrast, a culture that tolerates toxic behaviors, such as bullying or harassment, can create an environment where officers feel isolated and unsupported.
Peer relationships also significantly impact job satisfaction. The strength of camaraderie among officers can provide a support system that helps mitigate the stresses of the job. However, in toxic environments where competition and negativity prevail, peer relationships may deteriorate, further contributing to dissatisfaction and a desire to leave the profession.
Moreover, workplace culture significantly affects recruitment efforts, particularly when attracting new talent. Potential candidates may be deterred from pursuing a career in law enforcement if they hear rumors of a toxic work environment or witness a lack of support for existing officers. In this way, an agency's culture can have long-lasting effects on its ability to recruit and retain qualified personnel. As Ellis (2017) states, “Five positive interactions make up for one bad interaction.”
Community Perceptions of Law Enforcement and Their Impact on Recruitment
Community perceptions of law enforcement play a crucial role in shaping the effectiveness and efficiency of police agencies. Negative perceptions can hinder recruitment efforts, limiting the pool of qualified candidates and intensifying issues of diversity and community trust. This research explores the dynamics of community perceptions concerning law enforcement, particularly focusing on how these perceptions impact recruitment processes. The New Orleans Police Department (NOPD) serves as a key case study, illustrating the challenges and strategies that law enforcement agencies face in addressing community concerns and improving recruitment outcomes.
The historical relationship between law enforcement and communities is critical in shaping public perception. The NOPD, like many police agencies, has faced scrutiny due to past incidents of misconduct and systemic issues such as racial profiling. For example, the aftermath of Hurricane Katrina in 2005 revealed significant flaws in policing practices, resulting in widespread criticism of the NOPD. Such historical events contribute to a legacy
of trust, particularly in marginalized communities.
Media representation significantly impacts community perceptions of law enforcement. Coverage of police misconduct often overshadows positive interactions, creating a biased narrative that influences public opinion. Negative media portrayals correlate with lower trust in law enforcement agencies. In cities like New Orleans, where crime and violence are frequently highlighted, the media plays a pivotal role in shaping community sentiments toward the police.
Individual experiences with law enforcement are paramount in shaping perceptions. Studies indicate that people who have had negative interactions with police are more likely to distrust law enforcement. For instance, in New Orleans, many residents cite experiences of perceived racial profiling or excessive force as reasons for their mistrust (Friedman, 2021). Conversely, positive experiences, such as community policing initiatives, can enhance trust and improve perceptions.
Demographic factors significantly influence community perceptions of law enforcement. Research indicates that minority communities often report higher levels of distrust toward police compared to predominantly white communities (Harris, 2021). In New Orleans, the historical context of racial tensions and socio-economic disparities has created a challenging environment for the NOPD in terms of building trust with various communities.
Negative community perceptions create significant barriers to recruitment for law enforcement agencies. The NOPD has faced ongoing challenges in attracting qualified candidates due to the public's perception of police work as dangerous and untrustworthy. According to the NOPD's recruitment statistics, the department has struggled to meet hiring goals, with many potential candidates citing community hostility as a deterrent (NOPD, 2022).
The perception of law enforcement as an adversarial force limits the pool of potential candidates. Individuals from communities that harbor distrust toward police may feel dissuaded from pursuing careers in law enforcement, believing they would not be welcomed or supported. This shrinking candidate pool creates significant recruitment challenges, as agencies are compelled to lower standards or hire less qualified individuals.
Negative perceptions also impact officer retention. Officers who feel unsupported by their communities may experience burnout or dissatisfaction, leading them to leave the profession. A study by Police Executive Research Forum indicated that high turnover rates are prevalent in police departments with poor community relations (PERF, 2021). The NOPD has experienced a similar trend, with many officers citing community hostility as a reason for leaving.
Conversely, positive community perceptions can enhance recruitment efforts. When communities view law enforcement as a partner in public safety, they are more likely to encourage individuals to pursue careers in policing.
Agencies that foster positive community relations can enhance their reputation, making them more attractive to potential recruits. A favorable image encourages candidates to apply, as individuals often seek careers in environments where they feel their contributions will be valued.
Law enforcement agencies that actively engage with their communities can improve public perceptions and recruitment outcomes. Programs that focus on community outreach—such as neighborhood policing, youth engagement initiatives, and public safety forums—can create a more favorable view of law enforcement. In New Orleans, initiatives like "Cops and Kids" have aimed to foster positive interactions between officers and community youth, thus improving perceptions.
Case Study: New Orleans Police Department
An example of community perceptions of law enforcement and their impact on recruitment is this case study regarding what NOPD has experienced. NOPD has faced significant scrutiny due to its historical issues, including allegations of corruption, abuse, and systemic racism. The fallout from Hurricane Katrina particularly highlighted these problems, as reports of police misconduct during the crisis led to widespread criticism and calls for reform (United States Department of Justice, 2011). These historical challenges have fostered a legacy of distrust, complicating recruitment efforts.
As a result of negative community perceptions, the NOPD has struggled to attract and retain qualified personnel. According to NOPD's 2022 recruitment statistics, the department has consistently fallen short of its hiring goals. Many applicants cite concerns about community hostility and the potential for negative public perception as significant deterrents (NOPD, 2022). Additionally, the department faces a demographic gap, with a lack of diversity among recruits compared to the communities they serve.
To address these challenges, the NOPD has implemented various strategies aimed at improving community perceptions and enhancing recruitment efforts:
- Community Policing Initiatives: The NOPD has adopted community policing strategies that emphasize building relationships with residents. Programs that focus on engagement and collaboration can help bridge the gap between police and community members.
- Transparency and Accountability: Increasing transparency regarding police actions is essential for rebuilding trust. The NOPD has initiated measures to enhance accountability, including public reporting on use-of-force incidents and community forums to address concerns (Friedman, 2021).
- Youth Engagement Programs: Initiatives targeting youth, such as mentoring programs and school resource officers, aim to improve perceptions among younger community members. Positive interactions with law enforcement at a young age can foster a more favorable view of policing.
- Positive Media Engagement: The NOPD has begun to proactively engage with media outlets to highlight positive stories and community successes. This strategy aims to counterbalance negative portrayals and foster a more accurate public image of law enforcement.
Community perceptions of law enforcement significantly impact recruitment efforts for police agencies. Negative perceptions can hinder recruitment, limit the candidate pool, and exacerbate retention issues. In contrast, positive perceptions can enhance an agency’s reputation and attract qualified candidates. The case of the New Orleans Police Department illustrates the complex interplay between community trust and recruitment, emphasizing the need for proactive strategies to foster positive relationships to incorporate deep change in an organization. Deep change demands strong leadership commitment and vision. According to Long, (2017) “Deep change requires us to look inside at our core and learn about ourselves”. By investing in community engagement, transparency, and targeted outreach efforts, law enforcement agencies can improve their image and recruitment outcomes, ultimately leading to more effective policing into the future.
The Future of Law Enforcement
Without question, the future of law enforcement is directly tied to the recruiting and retention efforts of every agency in the country. As the previous sections in this paper have discussed, there are many reasons that have affected the ability for agencies to retain and recruit officers in the past. While there have been significant strides made to improve retention efforts and create environments that attract new applicants, there are boilerplate changes that need to be made. Many would consider these to be organizational changes that will in turn create an environment that is desirable to work in and is attractive to new people. Most importantly, it is a system change that is communicated to the members of the organization and the public.
As Harrington (2017) states, “A system change establishes that no single thing can change without influencing every part of the system to which it belongs.” By working under the framework of a system change, organizations are forced to answer significant and relevant questions pertaining to the who, what, where, why, when, and how this changes or changes will affect the organization and the community. The entire process and workings of the organization and the more “global” police industry need to change from the ground up. While using this framework and looking at how it applies to retention and recruiting, agencies are forced to look at themselves to identify and eradicate the cultures, practices, and beliefs that have led them and the industry to this crisis. That is not to say that there is no hope for a brighter and encouraging future.
In conjunction with the system change and moving towards the future, agencies need to put more of an emphasis on communicating and developing a relationship with their communities. What we must understand is that by endearing ourselves to our communities, we are generating trust and communication as well as developing future applicants. As Harrington (2017) stated, “Agencies should take steps to educate the public and continually publicize the many compassionate and selfless acts that officers routinely do to show their true humanity and commitment to public service.” By sharing the many good and often rarely reported good deeds that officers do daily, law enforcement agencies can make significant strides in their ability to connect with and display these attributes to the public. Many agencies have begun this process by being more involved with the use of social media, community forums, and community outreach events that are all directed at developing the relationship with the community.
The President’s Task Force on 21st Century Policing
In addition to approaching retention in recruitment by addressing law enforcements standing within the community, agencies can look to the 2015 Task Force on 21st Century Policing that was directed by President Obama. In this study, researchers identified 6 areas or “Pillars” of recommendation to address current issues in law enforcement. One of the many topics addressed is Pillar Six- Officer Wellness & Safety. With the various requirements of the job, police officers are inherently more exposed to significant stresses which in turn make some susceptible to many physical and mental health issues which lead them away from their careers in law enforcement.
When addressing causes of why officers leave their agencies, work environment, leadership, and stress appear as common themes. According to The President’s Task Force on 21st Century Policing (2015), “An agency work environment in which officers do not feel they are respected, supported, or treated fairly is one of the most common sources of stress.” This highlights the need for agencies to focus on officer wellbeing and creating a healthy work environment. Stress can be brought on by many factors but two such factors are the daily “grind” of the job and the other being the constant exposure to critical incidents and many situations no one should have to see.
In a recent article Siriporn (2020, para. 6) states, “When compared to the general population, police personnel have approximately twice the prevalence of PTSD and depression (20% vs 7% to 9%) and are associated with a lower quality of life”. This implies that because of the stresses and traumatic events officers face, they are significantly more likely to be affected by traumatic stress issues. Today’s generation is more cognizant of their mental health and a workplace that can show that mental and physical wellness is importance, can do a much better job at retaining and recruiting officers.
By creating the relationships and understanding that officer well-being and mental health is of the utmost importance, current officers will have a greater sense of belonging, community, and support. Potential officers and community members will be encouraged to build stronger relationships with the police and in turn, develop a stronger interest in serving their communities in a law enforcement capacity. By developing these potential future officers through community engagement, a greater connection and understanding of the community can be had. According to The President’s Task Force on 21st Century Policing (2015), “Hiring officers who reflect the community they serve is also important not only to external relations but also to increasing understanding within the agency.” This will create a bond and connection between the community and the police that will lead to a more positive and desirable place to work. This will also help retain more officers and encourage more community members to apply as outlined below:
Recommendations-How to Change and Improve Retention and Recruitment
- Competitive Compensation and Benefits: Review and adjust salary structures to ensure they are competitive with other professions. Comprehensive benefits, including health care, retirement plans, and educational incentives, can attract and retain talent.
- Enhanced Recruitment Strategies: Implement targeted outreach programs in diverse communities. Partner with schools, colleges, and community organizations to engage potential recruits and raise awareness about career opportunities.
- Focus on Diversity and Inclusion: Actively recruit individuals from underrepresented groups to reflect the community served. Foster an inclusive workplace culture where all employees feel valued and supported.
- Improve Training and Development: Offer ongoing professional development and training programs. This investment shows officers that the department is committed to their growth, which can enhance job satisfaction and retention.
- Work-Life Balance Initiatives: Promote policies that support a healthy work-life balance, such as flexible scheduling, mental health days, and family leave options.
- Mentorship Programs: Establish mentorship opportunities where experienced officers guide new recruits. This can help newcomers acclimate to the department and develop their skills more effectively.
- Feedback Mechanisms: Create channels for officers to provide feedback about their experiences and the workplace environment. Actively responding to this feedback can improve morale and retention.
- Recognition and Reward Programs: Implement programs to recognize and reward outstanding performance. Celebrating achievements can boost morale and motivate officers to remain with the department.
- Community Engagement: Strengthen community relations through outreach programs, fostering trust and collaboration. When officers feel connected to the community, their job satisfaction can increase.
- Exit Interviews: Conduct a candid exit interview with a contemporary to get open and honest feedback to understand why officers are really leaving.
These ten recommendations not only help with retention and recruitment but also build credibility and an upstanding reputation.
Reputation and Credibility of Law Enforcement Leaders
The reputation and credibility of law enforcement leaders play a critical role in shaping the public's perception of law enforcement agencies, which subsequently influences recruitment and retention within these organizations.
Agencies with leaders who have a history of ethical behavior and positive community interaction are more likely to attract candidates who value a trustworthy work environment. The perception of an agency's culture profoundly influences prospective recruits. In contrast, agencies led by individuals with tarnished reputations may struggle to present themselves as attractive workplaces, as potential recruits might associate the agency's leadership with systemic issues or poor morale.
The credibility of law enforcement leaders is directly related to officer job satisfaction. Low morale resulting from poor leadership can lead to increases in turnover, thereby straining agency resources and undermining public safety efforts. Agencies that prioritize leadership development programs can enhance the credibility of their leaders over time. This, in turn, contributes to greater retention rates as officers feel aligned with their leaders' values.
The reputation and credibility of law enforcement leaders are paramount in influencing both the recruitment and retention of personnel within law enforcement agencies. As public scrutiny increases, it is imperative for leaders to foster positive community relations and promote ethical, transparent practices. Through active engagement, effective communication, and a commitment to ethical leadership, law enforcement agencies can enhance their appeal to potential recruits and maintain their current workforce. In an organization the leaders must display authentic leadership. When leaders display this type of leadership in the recruitment process as an agency they must remember the most important quality of an authentic leader is integrity. When providing the description and duties of the job to applicants we must remain truthful and keep the expectations reasonable to the reality of the position. Just as Anthony Normore (2017) states, “When leaders act with integrity, they model ethical behavior and set a standard for others to follow.”
Conclusion
As leaders we should always be aware of the legacy we leave, one with a lasting, positive impact that extends beyond us. Doing so shapes an enduring culture and sets standards that future leaders will follow by inspiring and mentoring others to reach their full potential. In his lesson on Legacy Leadership, Chief Gary Blankenship echoes that when leaving our own legacy we should strive for excellence and inspire excellence in others (Anderson, 2017). As leaders today we must promote an environment that values the vision we uphold and continue to protect the future of the agency through positive influence. Leaders must be able to seek and be brought candid feedback on what is right, what could be better.
The interplay between job satisfaction, retention, and the impact of toxic environments is critical for understanding the current challenges facing policing in America. As agencies strive to improve their retention rates and foster a more positive work culture, addressing toxic leadership and creating supportive environments will be essential. By prioritizing job satisfaction and fostering an organizational culture that values officers' well-being, law enforcement agencies can retain talented personnel and enhance the overall effectiveness and trustworthiness of policing in their communities. Ultimately, a commitment to improving job satisfaction will lead to a more resilient and capable police force better equipped to serve and protect the communities they represent.
References
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Baebenroth, P. (2023). Understanding wellness in law enforcement: A crisis (Doctoral dissertation, Concordia University, St. Paul).
Bureau of Justice Assistance and Office of Community Oriented Policing Services (2023. Recruitment and retention for the modern law enforcement agency. Washington, DC: Office of Community Oriented Policing Services. Retrieved October 9, 2024, from https://bja.ojp.gov/doc/recruitment-retention-modern-le-agency.pdf
Dias, K. (2020). The challenge of hiring and keeping officers in small rural agencies. Retrieved on October 6, 2024, from https://www.police1.com/rural-law-enforcement/articles/the-challenge-of-hiring-and-keeping-officers-in-small-and-rural-agencies-jh1LIu6KiqjKoYJm/
Dietzman, B. (2023). Developing your brand on social media. Retrieved on October 2, 2024, from https://www.policechiefmagazine.org/developing-brand-social-media/
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Friedman, S. (2021). Rebuilding trust: The NOPD’s efforts to engage with the community. Retrieved Oct. 2, 2024, from https://www.policeforum.org
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Harris, A. (2021). Race, perception, and policing. Retrieved Oct. 2, 2024, from https://doi.org/10.1111/josi.12420
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Long. L (2017). Deep change and positive emotional intelligence. Module #7. Learning Area #3. National Command and Staff College.
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Identifying and Confronting Toxic Leadership in Law Enforcement
Deputy Chief Jason Woodruff, Owasso Police Department, OK
Captain Charles Gant, St. John the Baptist Parish Sheriff, LA
Lt. Steve Abadie, Jefferson Parish Sheriff, LA
Sgt. Holly Laurent, St. Charles Parish Sheriff, LA
National Command and Staff College
Session #026
October 2024
Abstract
In a law enforcement organization, toxic Leadership can have far-reaching negative effects, impacting not just the internal culture and morale but also the quality of service provided to the community and the public's perception of the profession. It is crucial to recognize and address toxic Leadership to foster an environment that nurtures future leaders, promotes positivity, safety, accountability, and motivation among employees, and ensures a professional department that collaborates effectively with the community it serves. Our research approach will involve a multi-faceted methodology to investigate this issue comprehensively. We will begin by collecting and scrutinizing department policies and relevant articles from the field of law enforcement to gain a comprehensive understanding of existing perspectives and practices. Additionally, we plan to engage in brief discussions with colleagues and gather personal experiences from diverse law enforcement agencies to gain insights from a broad spectrum of experiences and viewpoints. To further enrich our findings, we will draw upon the personal experiences of team members, leveraging both positive and negative examples to illustrate the impact of Leadership on team members at various stages of their careers.
Introduction
Toxic leaders abuse their power and disrupt the leader-follower relationship, often leaving their subordinates worse off when they move on. Their actions can have a lasting negative impact on those they lead.
Some effects of a toxic leader on the organization’s personnel include an erosion of trust, reduced effectiveness, breakdowns in essential communications, diminished follower well-being, excessive turnover, and reduced commitment and retention.
Leaders who possess a well-defined and articulated vision for achieving organizational objectives play a pivotal role in boosting the performance and productivity of their employees and the overall organization. Their clear vision serves as a guiding light, aligning the team's efforts toward common goals and inspiring confidence and commitment. On the other hand, toxic or counterproductive leadership, characterized by a lack of clarity, inconsistent direction, or destructive behavior, can have detrimental effects on the morale, motivation, and performance of team members and the organization. This kind of Leadership can lead to increased stress and decreased job satisfaction, ultimately hindering the organization's success.
To solve a problem, an organization must identify the problem, confront that problem, and clearly outline the alternative action or acceptable behavior needed to eliminate that problem. In the case of toxic Leadership, an organization needs to show what good Leadership looks like and allow leaders to model that behavior, with the expectation of accountability for failure to meet that standard. This project will outline the characteristics of a good leader, discuss leadership approaches, the importance of character and competence, dynamic communication, and the importance of mentoring to leave a lasting legacy within the organization.
Identifying Toxic Leadership
Toxic Leadership is a harmful combination of self-centered attitudes, motivations, and behaviors that have a pervasive negative impact on subordinates, the organization, and mission
performance. These leaders consistently employ dysfunctional behaviors such as deception, intimidation, coercion, and unfair punishment to achieve their personal goals. It's important to note that toxic leaders can also exhibit toxic traits as team members and colleagues despite being diligent and dedicated to the organization. The issue lies not in their work ethic but in their skewed leadership priorities, where their focus is primarily on self-promotion, often at the expense of others.
Toxic Leadership is a detrimental combination of self-centered attitudes, motivations, and behaviors that have a pervasive adverse impact on subordinates, the organization, and the overall mission performance. “Toxic Leadership is described as when the leader infringes on the leader/follower relationship, abusing their power as leaders to the detriment of followers. Toxic Leadership can be defined as Leadership brought about by a lack of self-awareness, lack of self-control and confidence, all of which are seeded by self-interest” (Watt, 2017). While reading an article about eight toxic leadership traits, the writer gave the following examples. “Frequent lying or inconsistent expectations: Dishonesty in the workplace is toxic because it is difficult to understand one's place of work when one does not have access to the truth. Does not listen to feedback: Everyone has room to learn, but toxic leaders are unwilling to hear constructive criticism. Arrogance: Toxic leaders believe they are always right, which is one reason they have difficulty listening to feedback. Places importance on hierarchy: Hierarchy (people's ranks and roles within the business) gives toxic leaders control over their team. Discriminates against employees: Toxic leaders often have their own biases against people on their team, whether positive or negative. Lacks Confidence: Toxic leaders typically lack self-confidence. This is often where toxic behavior stems from, as an attempt to overcompensate. Incompetent at their job: This is hardly true, even if toxic leaders believe they are always right. They tend to make bad decisions and will struggle to do their job effectively. Self-interested: Toxic managers often focus on their careers and advancement over those of others” (Perry 2021). Toxic leaders prioritizing their own feelings often resort to aggressive behavior, such as intimidating their subordinates to maintain control. The repercussions of toxic Leadership are far-reaching, leading to a decline in trust, reduced effectiveness, commitment, and retention, a breakdown in communication, and a decrease in overall performance. Furthermore, such behavior can negatively impact organizational function and cooperation, ultimately leading to decreased job satisfaction and counterproductive work behavior. In my extensive work experience, I have unfortunately encountered a profoundly toxic work environment where upper management flagrantly abused their authority, played favorites, demanded unquestioning loyalty, and used fear as a tool for motivation. Consequently, the department experienced significant declines in community policing, arrests, morale, and a high employee turnover rate. The departure of numerous highly skilled employees had a detrimental impact on the community. However, the newly appointed sheriff is currently implementing measures to transform the department's overall atmosphere. Abrashoff (2012) stated: “While the image of the navy captain conjures up gold braid and firmly barked orders, neither makes a leader.
A leader will never accomplish what they want by ordering it done. Real Leadership must be done by example, not precept. Whether you like it or not, your people follow your example. They look to you for signals, and you have enormous influence over them” (p.42). In 2001, an officer joined the Oklahoma Department of Corrections as a probation and parole officer, attracted by the attractive salary increase and the seamless transfer of his pension and seniority. However, it became evident shortly thereafter that the financial benefits were overshadowed by the loss of the supportive work environment he had previously enjoyed. The department's hierarchy included Probation Officers (PO), Senior Probation Officers, Team Supervisors (TS), Assistant District Supervisors (ADS), and a District Director (DD). The District Director reported to the DOC Director, who reported directly to the Governor. The Governor's stance on crime put immense pressure on the DOC director to execute his agenda, leading to a trickle-down effect within the organization. In an effort to demonstrate effective supervision of parolees, the District Director introduced the theory that a lack of misconduct reports from the POs indicated inadequate supervision.
Consequently, a new policy was enacted, mandating that supervisors must document at least one subordinate per month, with the consequence of facing disciplinary action if they failed to comply. This resulted in a frantic period at the end of each month as team supervisors scoured paperwork in search of grounds to counsel their employees. A passage from Lincoln on Leadership (2009) referenced this. “The first dictionary definition of a leader describes a primary shoot of a plant, the main artery through which the organism lives and thrives. In much the same way, organizations prosper or die due to their leader’s ability to embody and communicate the company’s vision. How a manager or professional influences others very much dictates the health of the department, region, and ultimately the entire organization (p 162)”. Abrashoff (2008) said “In business today, there can be no hiding places. And neither can there be lone rangers who refuse to collaborate with the rest of the team. Unity, respect, and collaboration are the watchwords in the modern business community. Success in a rapid-fire, globalized world demands that everyone pull together, and when they do, performance skyrockets” (p.80). Leaders who use open dialogue and mutual respect and have clear and concise directions will overcome most obstacles put in their way.
St. Charles Parish Sheriff’s Office recently had a situation where three former officers were arrested for payroll fraud and theft, a clear example of toxic Leadership. This spurred public outrage, created chaos on social media, and widened distrust between some community members and law enforcement. This negative publicity had the power to hinder our short-run, intermediate, and long-run goals. The actions of these toxic leaders had a ripple effect on the perception of law enforcement in general. This incident, coupled with the prevalent anti-police propaganda in the media, raised several questions. How can we continue to inspire our personnel to maintain high standards? How can we progress if our community no longer believes in our integrity?
Our Administration, part of the Managerial subsystem, used multiple communication contexts to effectively communicate information throughout our organization from the top down and across all of our subsystems (Long, 2017). Our Sheriff, who was out of town then, sent a message to all personnel addressing the issue. He could have just let us all read the news releases, but he chose to be transparent and address the issue. He acknowledged the investigators' hard work because it’s never easy to investigate one of your own. Our Sheriff talked about how this shows courage, integrity, and ability to “clean our own house.” Our Sheriff even worked with our Public Information Officer to communicate our stance to the public by interacting with the technological environment, such as posting on our social media pages (Long, 2017). Lastly, our sheriff encouraged everyone to keep their heads up and be proud despite adversity. He ensured we would move forward and be an even more robust, more ethical law enforcement organization.
Because of the transparency our Sheriff shared with the media regarding these toxic leaders, the community actively communicated by sharing their perceptions of our practices. We received comments that appreciated our efforts and transparency. While some expressed distrust, the majority were grateful to see our agency taking action and not hiding the situation from the community. In conclusion, our organizational communication is critical to our operations, goals, and relevance as a law enforcement organization.
Confronting a Toxic Leader
Once a toxic leader has been identified within an agency, that leader has to be confronted so that the leadership standard can be addressed and improvements can be made. In order to address the leader's negative behaviors, ideally, a co-worker should find ways to find mutual ground with a toxic supervisor, and take a collaborative approach with the toxic leader to resolve conflict. A toxic leader should be approached in a calm, nonaggressive manner. Explain what you’ve found and how you can support them with change. Once the two parties agree to work together, the source(s) of the toxicity have to be assessed. The diagnosis of that toxic leader could be one of the following: Narcissism, manic depression, passive-aggressive, or emotionally disconnected.
Sometimes, becoming a coach or hiring one externally helps these individuals deal with their emotional battles. In other cases, appropriate conflict training helps resolve conflict issues in the workplace, reducing the risk of toxic leadership practices. Other times, knowing when to fire a leader when you are no longer able to help that toxic individual due to the continuance of toxicity in the workplace may be the only available option.
Behaviors better describe toxic Leadership than by definition (Watt, 2017). The first cause of a toxic leader is narcissism. Everyone possesses narcissistic characteristics to a degree. It enables us to feel good about ourselves and to impose ourselves a little. But too much narcissism is harmful to the workplace. A narcissist lacks self-awareness. Driven by grandiose fantasies about themselves, narcissists are selfish and inconsiderate, demand excessive attention, feel entitled, and pursue power and prestige at all costs. This style of Leadership is generally known as the shakedown style. Dr. Larry Long (2017) states, "It's built on the exercise of power over others." The first rule when dealing with narcissists is to avoid anything that might upset their delicate sense of self. Narcissists may seem very confident, but that confidence conceals a deep vulnerability. The way to treat a toxic leader who's narcissistic is to focus on your own well-being and behaviors and to set and maintain healthy boundaries. Don't take it personally and either become a coach, or seek one externally. The coach’s first goal, then, must be to place the narcissist’s self-esteem on firm foundations, not destroy it. You must convey respect and acknowledge their need to be recognized. Though you shouldn’t reinforce grandiose self-perceptions (which would constitute a denial that anything was wrong with the leader’s way of dealing with others), neither should you draw attention to weaknesses (which could frighten the narcissist). Show empathy initially to gain trust, so you can begin to try minor confrontations of individual dysfunctional behaviors.
The coach should attempt to establish a more secure working relationship that allows them to begin to confront the toxic leader about their short comings, pointing out how they're limiting them. The toxic leader will soon see you as an authority figure, and allow you to make mild suggestions about what actions might or might not improve his standing in the agency. A narcissists’ ambitions can be used to motivate them. The coach has to go about it pointing out how it would benefit them as a leader to continue up the ladder. The challenge is to avoid fueling the narcissist/toxic leader's grandiosity. It helps to keep conversations tactical. Tacitly accept the ambition and discuss how likely possible actions are to help or hinder the realization of the leader's goal. This improves the actual behavior and strengthens the subordinate's credibility. Building self-confidence takes time. Gradually you should see the toxic leader become less needy and more prepared to share the limelight. They will begin to empathize with their co-workers and become an effective mentor. The goal is to have that leader's behavior to be more grounded in reality and better in line with the values of the agency. Unfortunately, narcissists all too commonly regress into their old ways, especially once they’ve achieved their ambition. For this reason, it’s important to follow up with more engagement.
Another trait of a toxic leader is manic depression. Like most disorders, it varies in intensity, but even relatively mild forms can derail careers and alienate friends and colleagues. You'll find that a lot of the time you're constantly running behind that toxic leader putting out emotional blazes. Despite this, some of the upper-level superiors notice how contagious the leader's energy can be. Sometimes, they have a knack for drawing people in. They often suffer from substance abuse as well. Utilizing the performance management process (P.M.P.) would be very beneficial when dealing with this example of toxic leadership. Step 9 of the P.M.P. process would greatly assist this form of toxic leadership, with the use of the Employee Assistance Programs within the organization. It is incumbent upon the agency to connect an employee suffering from manic depression with the appropriate assistance to assist them in these matters (Normore 2017). Even though manic depression can be treated, they are rarely receptive to treatment. They have poor insight into how they are perceived by and act toward others. Getting them to admit that they have a problem is a main challenge. Here, the best approach is the opposite of what you would do with narcissists: Make manic-depressives confront the reality of their relationships with others and work with the people they affect to create a new structure in which they can operate safely. In this kind of situation, a coach would do well to draw on the help of others. After letting the toxic leader know that a query would be taken place in reference to how their co-workers are receiving them, I would then speak to the co-workers and bring the toxic leader into the discussion. Their day-to-day activities were causing them to micromanage. To help elevate that, that leader can appoint someone to help with their responsibilities. They can then put more of their energy into their greatest contributions to the agency. Even though they have trouble admitting it, manic-depressives (unlike narcissists) are at some level aware that they have a problem, which is why you can more easily confront them with the truth and work with them.
A third characteristic of a toxic leader is passive-aggressiveness. This type of leader lacks confidence. This type of leader could be coached, but more importantly, could benefit from leadership training. Training that teaches that great leaders are creditable leaders. They must have the knowledge and information to make decisions and, steer their people in the right direction and effectively motivate their followers (Long, 2017).
This type of toxic leader expresses negative feelings indirectly and shies away from confrontation. The behavior arises in childhood, where the child's wishes are forbidden and they quickly learn to repress their emotions and are reluctant to be assertive. The subject soon becomes accommodating on the surface but becomes uncooperative in a shady way. The passive-aggressive person's feelings may be so repressed that they don’t consciously realize that they’re being uncooperative. When others get upset by their behavior, they take offense because, in their minds, whatever caused the irritation was someone else’s fault. Passive-aggressive leaders often agree to requests, then express their resentment of them by missing deadlines, showing up late for meetings, making excuses, or even undermining goals. Although they can become dysfunctional when pushed, they can produce high-quality work if they’re not feeling pressured.
Passive-aggressive' s have low self-esteem, and the coach has to help them build it up. This is best done by getting them to practice directness and asking them to explain how they would resolve or improve situations they find themselves in. This type of leader needs to be assigned specific tasks and put them in writing. If they didn’t deliver, disappointment must be expressed directly, factually, and unemotionally. If they want continue the coaching, such behavior needed to stop. At the same time, their strengths need to be acknowledged. By getting them to see the coach as an authority figure, the coach can attract their anger, which would allow the coach to work on helping them express it in a healthier, direct manner. When they feel a sense of accomplishment, the leader gains the assurance to continue down the right path. Eventually, the coach should express confidence that the leader can go on without their help.
The last trait in a toxic leader would be emotionally disconnected. This leader needs more self-control. Shows a lack of feeling rather than an excess of it gives rise to difficulties. No emotions. They lack imagination, and typically are unable to describe or even recognize their feelings. This inability makes it difficult for them to interpret the many and often complex emotional signals they receive from others, which they perceive as dangerous, potentially uncontrollable forces. This trait in a toxic leader can lead to the leader being dismissed from their agency. A profound change needs to take effect. Deep change is much more difficult to achieve and requires entirely new ways of thinking and behaving. Deep change efforts distort the existing patterns of action and involves taking risk and is major in scope which breaks with the past and it's often irreversible (Long, 2017). That doesn’t mean that they cannot be successful in larger organizations. But in other kinds of organizations, they provide entirely the wrong role models for others. Since this form of toxic leader doesn't radiate inspiration or vision that a high-performing organization needs, it's hard for them to motivate others. The emotionally disconnected leaders have poor communication skills and being hard to read; they don’t get the best out of people. Because they have difficulty dealing with the unpredictable, they may get in
the way of progress. Their emotional absence puts a negative stamp on an organization’s culture, discouraging creativity and innovation. At times, they feel physically unwell (headaches, muscle tension, stomach pains) when under stress rather than recognize emotional reactions.
Despite their physical complaints, you should resist any temptation to recommend medical interventions to the emotionally disconnected. Because they're not the most engaging subjects, their coaches will get bored, which may undermine their effectiveness. Although antidepressants can help, there are not direct medications for this disorder. Individuals with it focus on feelings and interpret inner experiences. The best way to deal with this toxic leader, is to get them to gradually recognize and react appropriately to emotions. What works best is to first explore and find solutions to their immediate interpersonal problems. To build a trusting relationship with them, therefore, helping them become more effective in their day-to-day work environment. Once this toxic leader's confidence is built and they describe the problematic encounters at work, this will help them express what difficult work experiences cause them pain. Group therapy can help recognize, tolerate, and verbalize the emotional spectrum. The proper treatment gives people with this disorder a sense of control over stressful responses, which increases their awareness of the relationship between bodily sensations and the events around them. When they do, the change in how they relate to others goes a long way toward inspiring the best from their people, raising morale, and making their organizations more exciting places to work.
Setting the Standard
In order to eliminate toxic Leadership, an organization must define the standard for what is considered good Leadership and hold leaders accountable for meeting that standard. Leadership is simply a process whereby an individual influences a group of individuals or groups to achieve a common goal (Normore, 2017). A leader can be assigned, gaining power through positional authority or a leader can be emergent, gaining influence acquired from the other members of the group, regardless of rank or positional authority (Normore, 2017). There are 5 bases of power; Referent Power based on followers’ identification and liking of a leader, Expert Power based on follower’s perception of competence, Legitimate Power, which is having status or formal job authority, Reward Power derived from having the capacity to provide rewards, and Coercive Power derived from having the capacity to punish (Normore, 2017). A good leader must be authentic, credible, and effective, possessing both character and competence. A good leader must also possess a servant’s heart and intentionally build up others to leave a legacy within those who will one day lead the organization in their place.
There are several approaches to Leadership, all having benefits and weakness. The Skills Approach to Leadership is a leader centered perspective that emphasizes competency related to technical, human, and conceptual matters. In order to be effective as a skills-based leadership approach, you must possess competencies, individual attributes, leadership outcomes, career experiences, and environmental influences consistent with the leadership position, especially related to problem-solving, social judgment, and knowledge. Similarly, the Style Approach to Leadership focuses on what leaders do instead of who they are as a person. Style approaches include Authority-Compliance, Country Club Management, Middle of the Road and Team Management. The Situational Approach to Leadership is a prescriptive approach to Leadership that suggests leaders can become effective in numerous types of organizational settings involving a wide variety of managerial tasks. It indicates to leaders how they should behave based on the demands of a particular situation. Transformational leaders empower followers to meet high standards, establish trust and give meaning to organizational life. Transformational Leadership goes beyond transactional Leadership and grows the followers, placing a strong emphasis on moral and values. Authentic Leadership Approach is being a true, ethical, and genuine leader. An authentic leader must be intrapersonal, developmental, and interpersonal. Authentic Leadership is a collective process created by leaders and followers together. Situational Leadership is recognized by many as the standard for how we should train leaders because it is a practical approach that is easily understood and easily applied. Situational Leadership recognizes that there is not one best style of Leadership, instead leaders need to be flexible and adapt their style to the situation (Normore, 2017). Transformational Approach to Leadership is concerned with the process for how certain leaders can inspire followers to accomplish great things. Leaders must recognize and adapt to the needs and motives of the followers, being good change agents and role models who can create and articulate clear vision for improving an organization.
As ranking members of a department, the employees we directly supervise may be tenured leaders themselves. Still, we also have daily interactions with employees ranging from civilian staff to inexperienced line-level officers, all of whom look to us as leaders. A tenured leader only sometimes translates to a person of high emotional intelligence, which may require further adjustment to your leadership approach. Emotional Intelligence is identifying, assessing, and controlling your emotions (Robinson, 2017). The five components of emotional intelligence are self-awareness, managing your emotions, motivation, empathy, and social skill (Robinson, 2017).
With every individual employee and situation, it is necessary to adopt the style of Leadership. Therefore, the Situational Leadership Approach may be best suited. The Situational Approach to Leadership is a prescriptive approach to Leadership that suggests leaders can become effective in numerous types of organizational settings involving a wide variety of organizational tasks (Normore, 2017). When dealing with an emotionally intelligent tenured captain on day-to-day issues, the leader’s approach would generally lean more heavily toward the Skills Approach to Leadership or even border on management instead of Leadership. When interacting with a less experienced officer, a senior leader would likely lean more towards Transformational Approach to Leadership. A senior leader would not likely need to micromanage how that officer writes a citation or responds to a call for service, but would be better served by inspiring that employee to see the broader vision for the department and how we can best serve the community. Of course, this all changes depending on the specific situation. A rapidly evolving emergency situation doesn’t allow for questioning each decision made by officers at the scene. The time prior to that situation becomes important, during which I must ensure that the officers receive the proper training and equipment to be ready for an emergency event. When such a situation occurs, a leader should always make sure that they are available but out of the way, trusting that the people under their command act in accordance with their training and the overall mission of the organization.
According to author Donald T. Phillips in his book Lincoln on Leadership (1992), President Lincoln spent the majority of his time during his presidency “amongst the troops” (p. 13). The troops were his number one priority; they were the people who would get the job done. President Lincoln valued loyalty and encouraged his subordinates to take risks in solving problems. In his book It’s Your Ship (2002), Captain Abrashoff stated that he considered Secretary of Defense William Perry the “finest leader he has ever served” (p.30). Captain Abrashoff viewed Secretary Perry as a mentor, who showed him how to be an incredible leader by watching how Perry lead and how he viewed the world. Captain Abrashoff considered it his job to take care of everything so Perry could give his full attention to his duties. Abrashoff expressed that if a subordinate does their job correctly, their bosses trust them and don’t worry about them, which gives the subordinates flexibility to lead and grow. In his book It’s Our Ship (2008), Captain Abrashoff identified best practices initiated by leaders that bolstered the accountability and productivity of their employees, including: take the helm but stay in the channel, train people to go full speed ahead, give your people roots and wings, let great players be great, dig deep and pull up, spend time in the sewage system, mind the gap, set your people up to succeed, help people over hurdles, change the way the crew looks at hurdles, make employees proud of what they do, put people in charge of their destiny, sprinkle a bit of seasoning (p.27 - 56). Captain Abrashoff warns in It’s Your Ship (2002) that although subordinates should be free to do their work, they should also be monitored (Benthin, 2017). The three human factors that most influence public safely are physical conditioning, fatigue, and stress (Harrington, 2017). Integrating human factors into law enforcement means paying attention to how humans perform under stress and making thoughtful adjustments to specific activities to make the officers’ jobs safer (Harrington, 2017). It requires active involvement by personnel at all levels of the organization; from leaders recognizing the risks and creating policies to address them to line officers recognizing the risks in themselves and accepting why the policies are in place.
As leaders, we have many opportunities to interact with others through coaching, counseling, and mentoring. Coaching is similar to short term learning, like the field training program for new officers and teaching them the basic tasks of the job. Counseling is providing support for change in difficult performance areas, such as when an employee is already established in how to do the job itself but is having difficulty in their overall performance. Mentoring is a longer-term interaction and generally a mutual agreement between a more experienced person to take a less experienced person under their wing to help them succeed in the culture (Anderson, 2017).
The Golden Circle is comprised of the “why”, the “how”, and the “what”, used to illustrate the workings of organizations (Sinek, 2009) . The why is what the organization believes, the how is the actions they take to accomplish what they think, and the what is the end result (Scott, 2017). For an organization to achieve lasting success, it must start with the “why” and work their way out to the what, with the goal of selling a product through inspiration to people who believe what you believe, not just to people who need what you have. In the book Speed of Trust by Stephan Covey, he discussed viewing trust as a bank account in which you make deposits with good deeds and withdrawals with mistakes (Covey, 2006). No organization, or leader, is perfect and mistakes will happen, often being far more impactful than the good things you have accomplished. An organization must work to make sure deposits are continually made in the trust account in preparation for a potentially costly withdrawal, whether it is a why, how, or what issue, and trust is essential. A department must work diligently to instill trust that our expressed beliefs are true, our methods are sound (and rooted in our core beliefs), and we are telling the truth about the end results of reduced crime. When a violation of that trust occurs, such as a spike in crime or an inappropriate act by an officer, we should hope that we have enough trust banked in our account to cover it.
To be a successful leader, you must cultivate, empower, and encourage excellence in the members of your organization (Therwanger, 2017). Communication serves as the foundation for these efforts. We communicate through our words, our body language and our actions and there
are three types of communication: poor, basic, and dynamic. Dynamic communication is meant to empower people. Dynamic communication focuses on the cultivation of leaders. Dynamic communication is timely, relevant, concise, positive, encourages collaboration, tactful, complete, encourages feedback, and encourages follow-up.
A law enforcement leader must create high-performance, high-morale teams to help create a better place to work, resulting in enhanced public safety. The skills include informal assessment, formal assessment, problem-management facilitation, clarification for change, readiness checking, value alignment, vision/mission/purpose consensus, strategy consensus, implementation planning, strategic plan/team performance, continuous learning, and building accountability (Anderson, 2017).
Implementing Change
One way to implement change with Toxic Leadership is to manage personal performance. As society evolves, there is a demand for a shift in how we measure employee performance to ensure consistency, fairness, and accountability and to protect our agency against unnecessary litigation (Normore, 2017). Dr. Anthony Normore recommends using the S.M.A.R.T Goal method, a ten-step Personnel Management Process. Most evaluations are done by a supervisor on a subordinate, but at what point does the subordinate get to evaluate their supervisor?
Implementing 360 evaluations allows the subordinate to evaluate their supervisor and gives them a voice to speak up and make the department aware of a toxic leader so it can be addressed and handled accordingly. As supervisors, you are held to a higher standard. This would be a great way to ensure supervisors maintain and exceed those expectations. For example, suppose a subordinate does an evaluation on their supervisor, and it doesn’t meet expectations, or there are some concerning issues noted. In that case, an action plan can be created to guide that supervisor back on track. First, a formal meeting needs to occur with that subordinate to ensure this is an accurate complaint and not just a subordinate who doesn’t like their supervisor. This would be done to analyze the situation and clear up any ambiguity (Long, 2017). Once it is determined that the subordinate had a legitimate evaluation, the supervisor will be given a time frame to establish goals, use motivation, and, most importantly, correct their behavior. Allowing evaluations to be completed on supervisors will enable the administration to become more aware of toxic leaders and how to address the situation before it's too late.
Another way to implement change is by using a platform that allows officers a safe space to discuss the issues surrounding a toxic leader. Too often, toxic leaders overstay their welcome because of the fear of retaliation by their subordinates or the label of being a “snitch.” Offering resources to allow officers to discuss toxic leaders without the fear of retaliation can increase morale and improve work culture and awareness of the problem sooner rather than later so it can be handled accordingly. For example, St. Charles Parish Sheriff’s Office has been using an application called MAGNUSWorx. This application posts videos regarding different areas in law enforcement to help officers improve their performance and well-being. There is also an area called “Pulses,” where it will ask multiple-choice questions specifically for you, like whether your ideas are welcomed at work and whether my manager makes me feel like my job matters. The best part about this application is that it is Anonymous, and only certain administrators can access the feedback. It is also labeled all over the application, stating that your anonymity is guaranteed.
Another essential feature of the application is the Anonymous Suggestion Box. This box is broken up into seven categories (culture, policy, physical environment, Leadership, training, communication, and other). The officer is allowed to pick whatever category fits their suggestion or concern, and then they can type in the suggestion box freely. This is also an excellent tool for officers to express their concern for a toxic supervisor safely and honestly. From my own experience, I have seen how this application truly affects a department. Seeing some of the suggestions taken seriously is rewarding as your voice matters.
Finally, as leaders, we must hold toxic leaders accountable. This is not just about addressing the issue at hand but also about giving the entire organization reassurance and confidence in our commitment to change. Instead of ignoring the problem or moving that toxic leader to another shift or department, we need to address it directly. We should give them the opportunity and tools to succeed, and if they cannot course-correct their toxic behavior, then they should receive disciplinary action. If that doesn’t solve the issue, terminating them may have to be the next step. This clear and decisive action sends a strong message about our intolerance towards toxic Leadership.
An essential way to prepare for replacing a toxic leader is succession planning. Succession planning is needed to prepare personnel for future leadership roles when those leaders retire, or an unforeseen circumstance arises, like replacing a toxic leader. It’s also essential to ensure those toxic leaders aren’t planting seeds into their subordinates and creating more toxic leaders. Not only is succession planning essential, agencies need to foster a leadership program that goes hand in hand with a succession plan. It’s critical to prepare for the unexpected. "In law enforcement, the only constant is change" (Scott, 2017). Implementing succession planning steps through information sharing, cross-training employees, and empowering our leaders with opportunities for growth helps ensure our agency's survival.
Conclusion
In order to eliminate toxic Leadership, an organization must define good Leadership to set the standard and hold leaders accountable for meeting that standard. A good leader must be authentic, flexible, credible, and effective, possessing both character and competence in order for others to be inspired to follow them. A good leader must have a servant’s heart and intentionally build up those around them. A good leader must spend time amongst the troops, building relationships and trust; allowing subordinates to do the work, while still ensuring guardrails are in place to prevent them from going too far off course. A good leader must cultivate, empower, and encourage members of the organization through dynamic communication. Leaders have many opportunities to interact with others through coaching, counseling, and mentoring to leave a legacy within those who will one day lead the organization in his or her place.
There is no room for toxic Leadership in any organization, especially in law enforcement. As leaders, we must be held accountable and uphold high standards. Our decisions shape the direction of our agencies and reflect how we are perceived, both internally and by the public. Addressing the repercussions of toxic leadership transitions is essential for safeguarding the welfare of employees and preserving the organization's operational effectiveness.
In conclusion, toxic leaders are visible to subordinates because of their self-interest and coercive behaviors. Adhering to the S.M.A.R.T goal method can help the agency manage personnel performance effectively by documenting those toxic leaders. Furthermore, allowing these subordinates a tool to use their voices helps administrators become aware of this toxic environment with the fear of retaliation.
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