You Won’t Be Their Leader Forever, So, Give Your People Your Best

File photo - Tim Olk

By Dave Kryger

Set the bar high and keep it raised there. As a leader, you are contagious. A lot of what you do sets the example for your staff, the other supervisors, and members of your organization. Consider the following:

  • If you are unkempt, the messaging is everyone can be unkempt.
  • If you are disrespectful to others, the messaging is everyone can be disrespectful to others.
  • If you are continuously late, the messaging is everyone can be late.
  • If you don’t follow the policies and procedures of your organization, the messaging is it is OK to not follow the rules.

As the leader, your people expect and want more from you. You should want to be a leader they emulate. Give that to them. Create the right atmosphere, they will not only reach for the bar, but they too may look to raise it. Equally important, they will also teach others who come after them to do the same. This all plays tremendously into organizational success.  

If people can’t talk to you because of the boulder on your shoulder

Some people supervise with a chip on their shoulder, some with a boulder. Do yourself and your organization a favor, blast that rock to pieces.

There are several reasons leaders carry this rock, but the number one reason is insecurity. While there may be multiple reasons this insecurity has landed on their shoulders, as a leader, you cannot operate this way.

When you walk around with a boulder on your shoulder, your outward messaging to your staff is that you’re unapproachable. They may think you have unresolved anger issues; that you aren’t open to anyone’s ideas, thoughts, methods; and you think only YOU have the answers. Whatever they perceive, you wind up pushing your staff away.

The fallout to this is your staff will eventually avoid you, go around you, or go over your head when they want to accomplish something for the organization. Yes, they may be forced to operate under you because you are the supervisor, but you’re no leader. 

Stay grounded

Getting promoted doesn’t mean getting disconnected. In fact, effective leadership is just the opposite, it’s remaining in touch with your staff/members and effecting positive change for your organization.

You now have an opportunity to lift your organization’s culture for the better. Don’t complain about how bad things are, ACT; it’s time for you to take the steps that will make things better. You don’t get to just complain about how bad it was before you, how bad the leader(s) were before you, now it’s on YOU to change that. Anything short of fixing those problems from before, makes you a part of those problems.

  • Was the previous leader a problem? If so, it doesn’t matter, you can be part of the solution.
  • Was the training lousy? If it was, now you have the opportunity to change it.
  • Was the morale of your team members at an all-time low? Good, now you know what not to do because you know it doesn’t work.
  • Was there a lack of communication from the previous leaders? Great, now make sure there is no lack of communication.
  • Did the leader before you say one thing yet do another? Great, be consistent, and do what you say.

You can complain about the past, or you can change things to make a better present and future.

How do you lead in a crisis?

Be calm and decisive in the middle of a storm. There will always be time after an emergency to reflect, breath, cry, etc., but get your staff through the storm first.

When crises arise, and inevitably they will, it is your responsibility as the leader to step up. It is these times where your people will need you most.

This is where you will offer guidance, make both tough and easy decisions, and be physically and mentally present. This is not a time for weakness; your job as the leader is to step up. You can rely on your most confident subordinates, but don’t shortchange your introverts. Often in times of crisis introverts shine.

Be present, not just physically, but mentally as well

Be present for your organization, be communicative, and be available. Set the precedent on how leaders should be there for their members and staff. Here are a few simple things that go a long way.

Be there When you tell your staff members that you will address an issue of their concern, then make sure you address it. When you say you will be somewhere, then be there. Do what you say you will do; do not make empty promises. Your word is your credibility, and when you fail to do what you say, then your credibility is lost.

Listen more than you speak – In meetings, let your staff members have their say. This may be one of the few times where they get to share their thoughts, methods, etc. with other leaders of the team. If they request to speak to you in private, afford them that opportunity. This may be them needing to tell you they have a personal issue they need guidance with. Thank them for their input, contributions, and time where applicable, but be genuine. If you say it just to say it each time, then it will lose its value and people will see right through you.

𝗥𝗲𝘀𝗽𝗼𝗻𝗱 𝘁𝗼 𝗽𝗵𝗼𝗻𝗲 𝗺𝗲𝘀𝘀𝗮𝗴𝗲𝘀 𝗮𝗻𝗱 𝗲𝗺𝗮𝗶𝗹𝘀 𝗽𝗿𝗼𝗺𝗽𝘁𝗹𝘆 – You do not have to respond immediately, but 24 hours is respectful. Even if you just acknowledge the message or call, sometimes all that’s required is a simple text of “I saw that I missed your call, I’m tied up at the moment, but I will get back to you within 24 hours.” Nobody likes to be ignored. It makes the mind spin in different directions, and it may create anxiety where none previously existed. 

𝗕𝗲 𝗼𝗻 𝘁𝗶𝗺𝗲 (𝗼𝗿 𝗯𝗲𝘁𝘁𝗲𝗿 𝘆𝗲𝘁, 𝗲𝗮𝗿𝗹𝘆!) 𝗮𝗻𝗱 be 𝗽𝗿𝗲𝗽𝗮𝗿𝗲𝗱 Nothing says you’re not important to me more clearly than being late to a meeting or appointment without advising, or walking in and not being ready to meet or discuss the issues at hand.

A Few Words About Discipline

One goal of every leader should be to get through their career/term and not have to take disciplinary measures. But the reality is we are human, issues occur, and on rare occasion you may have to start a disciplinary action. Effective leaders do not like to discipline staff.

Effective leaders generally only move to discipline as a last resort. If you are taking a disciplinary action, the issue must have been building up for quite some time. You’ve probably taken several steps prior, such as creating teachable moments, having co-workers speak to the staff member in question, and trying to implement corrective measures all before coming to official disciplinary action.

After being in the volunteer fire service for almost 37 years, law enforcement for 29 years, and over 15 in the private sector, I am not naïve. I have seen supervisors abuse the issuance of discipline and use it as a regular part of their authority. I don’t agree with this, and I won’t get into why some supervisors feel the need to throw discipline around like it is candy on Halloween.

I will, however, try to explain how discipline should be used. Discipline is not exactly universal, in neither its written form nor its implementation, and why is that? In part it’s because of the discretion afforded to managers, and in part it’s because each organization operates in its own fashion.

What may constitute a policy violation in your organization, may not in another. Where one organization permits discretion, another may not. But most importantly, the need for discipline in some organizations is greatly reduced because of the organization culture. Some organizations have cultivated an environment in which members pull their weight and don’t want to let the other members or leaders in that organization down.

Discipline, if necessary, should be measured, balanced, reasonable, and only be used as a last resort.

There are many variables that come into play when deciding to discipline based on your organization’s policies, but there are a few measures that leaders could exercise to help reduce incidents requiring discipline. Be consistent, be fair, establish clear expectations and take the time to get to know your members or staff. What makes them tick, their strengths, their weaknesses.

Some organizations allow for discretion, and it is occasionally prudent to use discretion for minor violations. When I talk about minor violations I refer to tardiness to work, verbal disputes, minor property damage accident with no injuries, uniform/gear unkempt, etc. But what happens when these minor violations are regularly repeated by the same individual(s)?

If you must resort to discipline, then I’m a big fan of two strikes for minor violations. In minor violations, the member is spoken to verbally first. I believe everyone is entitled to explain why they violated the policy (overslept, illness, death in the family, blind spot in mirror, stress at home, etc.). These are all things that occur. Remember, everyone has a bad day, and you should always lead with compassion.

Now, should that member or employee violate the same policy a second time, one more verbal warning is in order. But now you should dig deeper. Often a recurring violation is a sign of problems at home, a possible medical/mental health issue, or you may be dealing with someone who is just be in a rut. (I know ruts, because that happened to me.)

One on one conversations and follow-ups can be very effective in getting a member back on track. Always try to work with members or staff instead of going on the offensive. I was late twice to work for no other reason than being stuck in a rut, my supervisor spoke with me, and I got it back together, I cannot tell you how much I appreciated that. At this juncture, your member or employee will know a third violation will end up as a written violation in their file. That knowledge can help motivate them to address the underlying issues that are hindering them.

Let’s look at the major violations, such as an act that would constitute a crime, an accident with injuries that could have been prevented, illegal drug use, alcohol abuse while on the job, insubordination that causes injury, intentional malice, death, or property damage as a result, etc.

These are acts that will require disciplinary action but may also extend beyond your department’s policies and procedures. Often, these leave little discretion and may be subject to hearings, suspension, etc.

I am not listing every single scenario that could require discipline, the point is to differentiate. Not every single policy violation requires a heavy-handed response. What is required, though, as a leader who has to mete out discipline is you must be even-handed and consistent. Inconsistency divides a house, causes tension and resentment among the members or employees. One of the more difficult scenarios leaders face is when the leader and subordinate are friends. If a leader chooses to be lenient as a result of that friendship, that’s a bad precedent. A good friend would not put you in a position where you must discipline them, so that shouldn’t be an issue.

In the end, the goal is to not have to use discipline. So how do you help make that happen? You do this by creating a culture where success is the norm, where your members want to participate, step up, and not let the team down.

Bio:

Dave Kryger – Think Leadership Consulting Inc.

Volunteer Hose Co. 2, West Haverstraw, NY, 1988 – Present

  • Vice-President – 1991- 1992
  • Lieutenant – Chief, 1992 – 2004
  • Fire Warden – 2004 – 2018
  • Treasurer – 2023 – Present

NYPD – 1994 -1999 – Police Officer

Haverstraw New York Police Dept. 1999 – Present

  • Police Officer 1999 – 2010
  • Sergeant – Patrol & Special Operations, 2010 – 2019 (Retired Full Time &
  • Rehired Part Time)
  • Police Officer 2019 – Present

Rockland County Swat

Hostage Negotiations Team Member & Commanding Officer (2007–2019)

Author – Supervise From Center, Lead by Example, Published, May 2022

Founder/CEO – Think Leadership Consulting Inc. – 2022 – Present

Leadership Conference Presenter For,

  • New York Tactical Officers Association, (NYTOA)
  • New York State Office of Emergency Management Association, (NYSEMA)
  • New York State Association of Fire Chiefs, (NYSAFE)
  • Multiple Emergency Service Agencies Throughout New York State

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