The following content is part of a new Police1 initiative – the Police Leader Playbook – aimed at helping new law enforcement leaders move beyond basic management and supervision skills and become inspirational leaders with integrity and passion. Through a handful of questions presented by Police1, veteran leaders reflect on their early days in leadership roles and offer advice, while newer leaders detail their experiences taking on a new position. Email editor@police1.com to offer your insights for the Police Leader Playbook.
Chief Kelly Bakken was sworn in as chief of the Altoona (Wisconsin) Police Department in March 2019. The agency has 16 full-time officers serving a population of approximately 9,600, with an annual call volume of just under 4,000 calls.
What was the incident or person in your career that put you on the path to becoming a chief?
It was a combination of things that happened at the right time in my life. But my husband, also in law enforcement, encouraged me and supported me to take the next step in my career. It meant leaving a position in a department I was familiar with, good at and very comfortable in. I needed the extra encouragement to step outside my comfort zone, into a new department and role. He has supported me the entire way and has always been there when I needed someone to lean on, and for that, I will always be grateful.
We welcome Chief Kelly Bakken to the Altoona Police Department! Chief Bakken was sworn in today officially becoming Police Chief for @AltoonaWI!!!!! pic.twitter.com/bk5Exj4SqZ
— Altoona Police (@AltoonaPolice) March 4, 2019
What do you (or did you) want to accomplish, improve or make better in your first 30 days as chief, 6 months as chief and year as chief?
Being hired from the outside into a department that I was largely unfamiliar with, I didn’t have expectations of making any changes within the 30 days but what I wanted to accomplish was learning about the staff, the department and the city. In my first 30 days, I took the time to converse with my staff — sworn and civilian — and met with other city departments, community stakeholders and regional partners. I knew I had a lot of work ahead to build relationships, but not just any relationships, relationships that were built with trust and transparency.
To be an effective leader, I understood I needed to get buy-in and commitment from my staff. During this time, I was able to identify poor morale, which was a direct result of the department’s internal culture. There was a “them versus us” type of mentality within the department that was not healthy. I worked over the next six months to gain the trust and respect of my staff, ultimately changing the entire culture of the department within the first year.
The relationships I built with my staff were through trust and transparency. Within the first year, I made some staff changes, set reasonable expectations and held people accountable for their actions. I had conversations and listened with an open mind to staff and the community. I valued the feedback and information provided and showed staff they were valued. I empowered and trusted them to make daily decisions and lead projects, encouraged them to participate in community activities, supported them, and guided them.
Throughout the first year, while working on morale within the department, I also identified several areas where equipment was not to standards; I worked with my staff to determine a replacement plan and encouraged and allowed them to do research and select products that would work best for them. I implemented a body camera program and transitioned some department-aged equipment with better equipment.
I also started to develop a new PTO program, a training program that was focused on teaching rather than evaluation. This training program was tailored to individual officers, allowing for flexibility and allowing the trainee to focus on learning. Our PTO program is based on community policing and collaborative problem-solving. Each new hire is expected to complete a community project that is impactful for the community.
During this first year, there were many moving parts, but the most important thing I did was actively listen. Active listening allowed me to build relationships and empower my staff to embrace challenges and do the right thing. The culture is no longer an “us versus them” mentality but, instead, a cohesive team dedicated to public service.
How are you creating an organizational culture that people want to be a part of, to join and to stay?
The first step in creating a culture that people want to be part of is understanding that organizational culture significantly impacts individual and team morale, ultimately affecting productivity and job satisfaction. Creating a culture that people want to be part of is a priority of mine; today, more than ever, when hiring law enforcement officers is difficult, having every staff member advocate for the department and encourage others to join the team is essential.
“Setting standards and creating core values and objectives while being inclusive has allowed every team member to have a seat at the table to feel valued and involved.”
I took the position of chief with the mindset that I would never expect respect because of my title as chief, but I would gain respect because of who I am. Gaining respect starts with emotional intelligence; having self-awareness, self-control, empathy, motivation and communication skills. Managing conflict and communicating with a positive attitude from the top was a vital piece of the equation. I maintain my sense of humor while working hard to accomplish the tasks. I don’t allow negative behaviors and toxic attitudes to fester within my agency. I address the negative attitudes with empathy and care. I set expectations and follow through, holding staff accountable for their actions fairly and respectfully. I provide the support and resources necessary for staff to succeed.
I built a culture people want to be part of through communication, accountability and transparency. Communication was the foundation of the culture I built within my department; the most critical communication was active listening and providing staff a seat at the table and a sense of value within the agency. We developed our core values, objectives and standards as a team. The team is all held to the same level of accountability. I lead with transparency; I share necessary information and keep my employees in the loop of department and city activities. I ask their opinions and value their feedback.
Setting standards and creating core values and objectives while being inclusive has allowed every team member to have a seat at the table to feel valued and involved. This sense of value and involvement has empowered the team to be their best. I have taken all the opportunities available to build and foster meaningful relationships, I largely have a department of employees who are confident, productive and happy to come to work.
I continue to support the culture I created through resources, opportunities for professional development and mentorship, and community engagement opportunities. I believe in the well-being of my team and continue to work toward ensuring each team member is valued.
What’s your process for making major decisions?
Whenever making a major decision, I always take a step back and look at the big picture of how my decision will affect the department, the city and individuals. I ensure the decision fits within our values, goals and objectives.
Whenever possible, I solicit input from my staff on major decisions, especially those that don’t need rushed decisions. When making a major product purchase, I implement a trial or test process and allow my staff to test different products. I then rely on their feedback and opinions regarding what product will work best for them. If it is a major purchase that a team member is suggesting, I ask them to do the research and present the information. I listen, support them and give them feedback to allow them to succeed with their request.
“As a leader, I surround myself with people who may be smarter than me or maybe better at one thing or another than I am.”
When implementing a new policy or initiative that is a major change or might have a negative reaction, I take the time to explain why. On occasion, I have to spend some of my personal capital that I have built to get the buy-in I need from the natural leaders in my department. I then use those natural leaders to help sell the change to the rest of the staff.
How do you show your personnel that you are leading with these value-based behaviors?
Value-based leadership starts with emotional intelligence and humility. Understanding your own emotions, being able to self-reflect and being selfless are all part of value-based leadership. I always try to do the right thing all the time.
I have taken the time necessary to get to know my staff and understand their strengths and weaknesses. I always make time to ask them about their time off, vacations, family, kids, or whatever is important to them, and I genuinely listen to what they are saying and care about their well-being.
I admit I have strengths and weaknesses and that I’m not perfect. I never put my integrity into question. As a leader, I surround myself with people who may be smarter than me or maybe better at one thing or another than I am. I am willing to step outside of my comfort zone and take on difficult challenges. It’s always about what’s best for the team, not what’s best for myself.
As a leader, my team’s failures are my failures, and my team’s successes are theirs. As a leader and part of the overall team, I will always take responsibility for the failure of a project but let my staff take credit for the success of a project. I encourage them, support them and mentor them.
Leadership lightning round
What is a leadership book, podcast or seminar you’ve found invaluable?
“Start with Why: How Great Leaders Inspire Everyone to Take Action” by Simon Sinek.
How do you organize your day and stay on schedule?
With a busy work schedule and personal schedule, I must prioritize and delegate to stay on schedule and ensure I check my calendar every morning.
If you knew the budget request would be approved, what’s a big purchase you’d make for your department today?
Without hesitation, I would always invest in hiring more staff.
What is one way leaders can show they care about their people?
Active listening is the best way a leader can show they care about their people.
At the end of the workday, how do you recharge?
At the end of the workday, I recharge by working out; my team is only going to be healthy if I, too, am healthy.
