This article is part of an ongoing series on leadership development for new law enforcement leaders. Each article addresses a specific area of leadership competency offering learning points, strategies and tips. Click here to access the entire Leadership Development Series.
“A problem well stated is a problem half solved.” — John Dewey
All leaders must deal with work-related problems. A simple definition of a problem is the difference between where the organization is and where leaders want it to be. It can be wanting to decrease the percentage of faulty products, needing to improve the morale in a department, or addressing anything that needs to be changed.
The ability to solve problems is a highly valued trait and often a prerequisite for leadership roles. Ideally, leaders are experienced problem solvers, but they should also seek coaching when needed. Leaders must take ownership of problems and commit to resolving them. Clear communication throughout the process is essential to set the team up for success. As mentors, leaders should cultivate problem-solving skills in their team members.
To effectively guide their team through challenges, leaders need a structured plan. Most models are based on John Dewey’s “How We Think,” which provides a foundational model for structured problem-solving, guiding leaders through a logical process to define challenges, analyze causes and implement solutions. Let’s apply this framework to analyze a current issue in law enforcement. One pressing challenge many agencies face is officer retention. By using a structured problem-solving approach, leaders can systematically identify root causes and implement targeted solutions.
Define the problem
Your police department is facing challenges in recruiting and retaining officers. Instead of framing this as a single, broad issue, consider breaking it down — recruitment and retention are distinct problems with different root causes. Focusing on officer retention, common reasons for departures may include negative public perception of law enforcement, safety concerns, job-related violence, government-imposed restrictions, lack of community support, low morale and more competitive opportunities elsewhere. To address the issue effectively, it’s beneficial to narrow the focus further. Here, we will examine low morale. Clearly stated, the core problem to solve is: What are the primary causes of low morale within our department?
Brainstorm about methodology
As a team, identify reliable and valid methods for determining the reasons behind low morale in the department. Leaders should empower team members to propose practical solutions and guide them through the process. Potential approaches may include requesting feedback from human resources or the civil service commission (if applicable) on reasons officers have cited for leaving, ensuring exit interviewers document officers’ departure reasons, conducting anonymous surveys to assess current officers’ job satisfaction, and reviewing data from employee assistance programs. To ensure accuracy and effectiveness, team members must clearly understand the chosen methodology and remain committed to its implementation.
Have team members collect information
Guide team members as they prepare to gather information using the resources identified during brainstorming. Emphasize the importance of guaranteeing officer anonymity, as trust concerns may impact participation. Ensure that the data collection methods align with department policies and receive proper authorization. Discuss strategies to minimize bias in both data collection and interpretation while addressing potential resistance from participants. Before launching any survey, review it with the team to confirm clarity, relevance, and commitment to its use. Once all preparations are in place, proceed with data collection.
Evaluate the findings
Once all data has been collected, analyze the findings to identify patterns and key contributors to low officer morale. Common factors may include a lack of transparency from leadership regarding promotions and special assignments, insufficient training for job requirements and career advancement (such as leadership or technology training), government and community-imposed restrictions on policing, and the fear of criminal prosecution for performing expected duties. Identifying these trends will help inform targeted strategies for improvement.
Implement countermeasures to address problems
After a thorough discussion, determine which causes of low morale to prioritize, recognizing that some issues may need to be set aside while others are addressed. Develop a strategic plan to implement solutions, which may include contracting with leadership trainers to enhance executive officer development, expanding training programs to meet officers’ needs, forming partnerships with external organizations to strengthen community policing efforts, and improving policies and procedures to enhance officer safety and job security. Once the countermeasures are established, implement them with a focus on transparency and accountability. As a leader, remain humble and open to feedback from all ranks, ensuring that credible suggestions are considered throughout the process.
Evaluate your solution
After allowing sufficient time for your countermeasures to take effect, evaluate their impact to determine whether they are making a meaningful difference. If the measures prove successful, you have a foundation to build on for future problem-solving efforts. However, if the results are unsatisfactory, reassess the situation and consider alternative approaches.
Be cautious about assuming that a positive outcome means the problem is fully resolved. Issues like morale are often ongoing and require continuous monitoring and adaptation. As a leader, maintain clarity throughout the process and foster a culture of problem ownership among your team, ensuring that challenges are proactively addressed as they evolve.
Conclusion
Effective leadership requires not just recognizing problems, but actively solving them through a structured, strategic approach. By applying this problem-solving framework, leaders can address challenges like officer retention with clarity and confidence, fostering a culture of continuous improvement and team ownership.
Suggested reading
Braga AA. (2008.) Problem-oriented policing and crime prevention. Monsey, NY: Criminal Justice Press.
Dewey J. (1910.) The analysis of a complete act of thought. How we think. Boston:D. C. Heath & Company.
Martin K. (2018.) Clarity first: How smart leaders and organizations achieve outstanding performance. New York: McGraw-Hill.
Willink J, Babin L. (2018.) The dichotomy of leadership: Balancing the challenges of extreme ownership to lead and win. New York: St. Martin’s Press.
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