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ON THE JOB


DEMAND “THE WHY”

Scott Sterland Published March 5, 2021 @ 5:00 pm PST


iStock.com/Lalocracio

We’ve all done it, telling people what to do instead of explaining why they need
to do it. It’s in our nature as cops. It’s efficient, direct and achieves the
required (if not simply the desired) result.

As cops, we fall into the trap of ordering people around. And, to be sure, there
is a time and place for that. You may be at a scene and yell at someone to,
“Move and sit over there next to that wall!” This is the what. The why might be
because Timmy’s off his meds again and has been taking pot shots at people all
over the neighborhood and you want the person you just yelled at to get out of
the line of fire. But you might not have the luxury of taking the time to
explain all of this to your unwitting citizen.

The problem is we either get too used to this or so comfortable with demanding
compliance that we tend to fall into that groove with all our interpersonal
interactions – whether it be peer-to-peer, supervisor-to-subordinate, or even
with our family and friends.


YOU, THE EMPLOYEE

Our supervisors, peers and the public expect and deserve to be told the why of
things. But I’ll take this theory one step further. You should be demanding the
why from your supervisors also. If you are given an assignment, task or order to
do something and you don’t understand what’s being asked, you should always be
told why you’re doing it. You won’t always agree with it, but at least you’ll
understand what your supposed to do.

If a leader is not willing to tell you why you need to do something, then their
motives become suspect. I’ve had leaders who have told me that the reason
they’re ordering me to do something is simply because they can. This instills
little confidence in their decision-making and makes me wonder if they are doing
this more for their own selfish reasoning or to perhaps gain some sort of clout
with their supervisors at my expense. Let’s face it, cops are a suspicious group
of people. But you don’t have to be in police work to know when you’re being
manipulated.

The why is a gut feeling as to our motivation for why we show up to work
everyday and why we care about what we do. Deep down, we want to make a
difference. Or maybe we want to make sure the victim we’re dealing with doesn’t
have the same crappy interaction with emergency services that you’ve seen or
experienced yourself in the past. Maybe you want to come to work because it
stimulates your mind, it’s interesting or the work fascinates you in some way.
These are all legitimate reasons for your why.


YOU, THE LEADER

As a leader “you must talk about why you believe,” according to Simon Sinek
(2010). This is true if you want others in your organization to follow you, or
if you want community members to follow your organization and comply with laws
and other societal expectations. Simply stating that people need to obey the
laws will work for most people because of their internal moral beliefs and
feelings of community. But for others, they need to feel the reason why it needs
to be followed.

This goes to the heart of police legitimacy around the world. If people don’t
believe in the why of an organization, they won’t follow or comply when
requested to do so. And, as an emergency services organization, if you can’t
explain the why, the community will be suspect and sometimes assume that the
actions are self-serving and not in their best interest.

Sinek also says, “We follow those who lead, not because we have to, but because
we want to” (2014). Isn’t that the truth in any free society? We have the choice
to follow or not follow. But, here’s the problem in police work. So many get
into this line of work, gain a great deal of skill and talent, then loose their
love of the job. When you have this scenario, you have either an unwilling
employee or a toxic employee (Gallagher-Westfall, 2020).

If you’re not leading people, I would submit that you’re simply manipulating
people to achieve a goal. Unwilling or toxic employees will not be pulled or
pushed into compliance in cases like this and your organization will fall into
disarray.

So, in any interaction where you’re trying to gain compliance from another, you
need to be honest in the why. Only then, will you be followed and gain that
compliance.

If people are not willing to follow you or your organization, you need to ask
yourself: “Are we explaining the why?” If they are not following you as a
leader, you need to ask the same question: “Am I explaining the why?” And, if
the why is because it benefits you at the expense of others, you will not be
followed.

Finally, if your supervisor asks something of you or gives you direction to do
something, you should always know why. You may already know the answer without
having to ask, but if the direction or answer is ambiguous, demand the why —
respectfully.


REFERENCES:

Gallagher-Westfall Group, Inc. (2020). Gallagher-Westfall Group. Q6 Performance
Leadership. Retrieved from http://www.gallagher-westfall.com/q6.html.

Sinek, Simon, (2010). TED talk, Pacific Northwest. How Great Leaders Inspire
Action. Retrieved from Youtube Video https://youtu.be/qp0HIF3SfI4.

Sinek, Simon, (2014). TED talk, Pacific Northwest. Why Good Leaders Make You
Feel Safe. Retrieved from Youtube Video https://youtu.be/lmyZMtPVodo.

SCOTT STERLAND

Scott Sterland is a sworn law enforcement officer with 30 years’ experience in
the criminal justice system. Scott began his career with the King County
Sheriff’s Office in Seattle. He served as a deputy, sergeant and eventually the
head of the training unit for 730 sworn deputies and administrative staff and a
contract police chief. Scott then took a position as the chief of police in
Mount Horeb, Wisconsin. He was subsequently asked to run the police academy at
Madison Area Technical College. After successfully completing that contract, he
spent 15 months in Afghanistan as a contracted police advisor, ultimately
writing curriculum for the Afghanistan National Police Academy. He then returned
to the State of Washington and served as a police chief for the city of Kettle
Falls. Scott is now an agent and instructor for the Montana Law Enforcement
Academy in Helena. He has two master’s degrees — one in organizational
management and the other in criminal justice.

View articles by Scott Sterland
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