I have worked in Law Enforcement for the past 15 years. The past 12 have been spent in Corrections. I am currently a first-line Supervisor and have focused a lot on observing trends and changes in staff morale.
As with many law enforcement and corrections agencies, my department has been plagued by everything over the past few years, from bad press to outrageous overtime hours. Just given the clients we deal with can make this a very negative environment, but the addition of these other stressors has a devastating effect on the department morale as a whole.
And, of course, every organization has those individuals who 'wouldn't be happy if they won a million dollars'. But why and how does the negative attitude of 'a few' turn into 'the majority'? How did it get that far? Where can we go from here?
From the date I began my career, I have been proud to don my uniform and wear the badge I was given. Although there have been serious valleys along the way, I have always kept my head high, trudging through with a
positive attitude, regardless of those times. The reason: I am in a career that I enjoy, doing my part to make a positive difference. That's the secret ingredient, 'making a positive difference'. We all 'make a difference' to those we serve, to those we work with and to those we supervise. Unfortunately, the 'difference' we sometimes choose to make is not always positive.
Avoiding the Complaint Wagon
You see there is a powerful vehicle out there called the 'complaint wagon'. As it drives around it attracts a lot of people because it's so easy to jump on. But I think another thing that makes it so appealing to staff is the personwho is usually driving it. The higher the rank of the driver, the more people perceive that it is acceptable to 'jump on'. The complaint wagon isn't there to make things better, no one on it is out to 'make a positive difference'. It's sole purpose is to drag down the morale of as many as it can. And it can be very effective, if not stopped.
As I stated, the appeal of 'jumping on' grows as the rank of the driver increases. I don't think that most supervisors or managers realize how much their on-duty attitude affects the people they supervise. I have had the opportunity to observe many supervisors and managers in action. Additionally, I think we all can attest to how our own supervisor's comments and attitudes have affected our own.
I can remember two supervisors that I looked to as role models early in my career. I never heard either complain about anything in front of Staff. Even though there was turmoil around them, they always displayed a positive attitude and I enjoyed working for them, and because they represented 'the department', I enjoyed working for the department, as well. Their positive attitude was contagious among the staff they supervised. Then in contrast, there were the other supervisors who complained about everything. They let staff throw complaints out and feed off each other, often times throwing their own negative thoughts on matters into the fire. Needless to say, it was never as enjoyable to work with them. Their negative attitude was equally contagious among the staff working with them. Since my promotion to supervisor, I realize that managers' attitudes have just as great an influence on supervisors, just as their attitudes have an effect on their staff.
In looking back at the major peaks of discontent, it was very evident that supervisors' and managers' reactions to these incidents played a great role in the breakdown of morale. Whether it was a statement of frustration made in front of a group or continual negative comments about department management and issues, all have fed the negativity and taken morale to its deepest levels.
Making a Positive Difference
The ability to make a positive difference as a supervisor is the secret ingredient to staff morale. We all, as supervisors and managers, have a responsibility to make our work environment a positive place, to make it an enjoyable atmosphere to work in for all staff. It cannot be argued that our attitudes do not affect each other and that both positivity and negativity are contagious. We must stop the 'complaint wagon' as it drives up and not get in the driver's seat. Whenever a complaint arises about a new policy or operation, acknowledge the complaint, but don't 'feed' it. Ask the complainant for their solution. Get them involved in seeking a better way or method. It is never as easy to complain if you cannot show that you are at least trying to make a change or make a difference.
By no means should anyone be denied the ability to voice their frustration or discontent, but it should be curbed constructively. And, if it is a supervisor or manager with the complaint, it should only be voiced amongst peers or addressed with whom the complaint is with. In the eyes of those we supervise, it must be okay to be negative and complain if our supervisors are.
The answer to the question of staff morale is as simple as looking back to what we were all taught in any basic academy. We have a 'personal face' at home and a 'professional face' when we deal with the public and inmates. As supervisors and managers, that professional, 'positive' face should be extended to when we deal with those we supervise and manage.
D.C. House is a Correctional Sergeant with a corrections agency in the western United States. He has been a member of his department's Specialized Emergency Response Team (S.E.R.T.) since 1994 and is currently one of two sergeants on the team. He began his career when he joined the United States Army in 1987. He spent three years as an M.P. during his service.
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