"HOW SOON WE FORGET!"

By: Peter J. Pranzo, Ret. Lt., NYPD

So, you wanted to be a Sergeant! You went to school, studied, and bought up as much material as you could. You felt you could make it; pass that test. You think that's it? Pass the Sergeant's exam and now you're a boss! Pay, prestige, power. Well, think again. As far as civil service regulations say - yes, you're a Sergeant; but there's more. Now the real test begins, and it takes a lot longer than the time you spent studying for that written test. It also takes perseverance, and a will to be fair. It means never forget from where you came. You were a cop, and you're still a cop, but with new responsibilities.

As a retired Lieutenant from the New York City Police Department, many years ago I had the unique privilege of supervising and working with thousands of police officers. Each one of them had a vital aspect of their talents to offer. It was my job and the function of all lower, middle and upper managers, to bring out those talents and utilize them to the ultimate.

You've heard the saying, "It takes all kinds to make up the world;" well, that's true of today's police departments, both large and small. We are not composed of robots or plastic molds. We consist of different personalities, traits, and God-given talent.

All police and law enforcement officers have something good to offer their department or agency. Give each one the opportunity to prove themselves.

Beginning as a young sergeant and first line supervisor, I created within myself a policy of the following: "Don't play on personalities or favorites." It is management's responsibility to use all of their officers, not some. The easy way is to push aside the weakest and allow the strongest to accomplish all. This is a sure ticket to failure.

For example, a segment of our police departments today that is grossly under-utilized is our senior, tenured officers. How often have we discarded these members and unknowingly sent them to an unproductive, low-morale, recluse finish to their careers. Do not push them into far corners of the precinct station houses and allow them to deteriorate. These people are our strength, knowledge and courage. They have seen it all before. Use them as your advisors, ask for their opinions, and include them in your daily operations as a necessary part of your organization.

The real challenge is not only to improve performance of competent, super-efficient officers, but to also start both the older and the younger, less aggressive officers on a path of achievement and productivity. Find their strong points and capabilities. Develop them into self-motivated and contributing members of your team. Clog up the holes, strengthen the weaker ranks, and you will have a well-balanced, productive agency with high morale.

You may, at this point, say to yourself: "How and where do I begin?" That’s easy. Training and leadership. The level of proficiency in subordinates is directly related to the amount of training they receive. A large portion of the supervisor's time must be allotted for teaching. Artful instruction must override inefficient, careless methods. Sink-or-swim, trial-and-error modes should be avoided. Common sense, imagination and independent job knowledge must be used. Training should also be achieved through repetition and the completion of everyday tasks and functions. Teach one-on-one, or by group sessions. Participation is of the utmost importance. The feeling of accomplishment by an officer after successfully completing an assignment that he was properly trained for is refreshing and rewarding to both himself and you, his supervisor.

Another, and probably most important aspect of subordinate development is accomplished through leadership. Leadership is the guiding, directing and influencing of police personnel into the achievement of a common goal or objective. This is an art or skill that is not an automatic grant of authority through a promotional process, but a right and privilege that is earned through respect. Stripes or bars are the distinction of a boss, but not necessarily a leader. A true leader must possess and maintain certain traits. He must have a friendly attitude, moral and physical courage, personal integrity, honor, insight, a strong desire for truth, a desire to teach, and the ability to listen. The most effective and efficient supervisors motivate their officers through a unique system of positive incentives.

They almost always deliver appropriate recognition and praise when it is merited and deserved. They also provide opportunities for personal development advancement and promotion. A good supervisor will try to avoid negative factors that induce performance through fear and intimidation.

Have patience and tolerance for your people, even when you believe them to have shortcomings, because we all have some, including yourself, maybe even the same ones, only yours are now masked by your Sergeant stripes! Remember, look in the mirror once in a while and think back. Treat your officers like human beings, and the men and women that they are, the way you always wanted to be treated, and possibly, on many occasions, were not!

The supervisor's number one objective is to motivate all his officers, including marginal and senior members. Placing them back into the mainstream of effective police work and participation will be your triumph. Share in their happiness and success. Relish in their achievements, and derive pleasure from this new outlook on their profession and daily lives.

Until you have absorbed this meaning of supervision through leadership, training, understanding, compassion, and job development; have turned less capable officers into highly productive ones; and have rekindled and rechanneled the expertise of one with so many years of experience to offer, will you have properly earned the right to call yourself a Sergeant. Your fellow workers may even call you, "Boss!"

Peter J. Pranzo, Ret. Lt., NYPD

Peter Pranzo is a retired New York City Police Department Lieutenant, with over 21 years of service, receiving over 60 awards, department commendations, and community awards, including some of the Police Department's highest:  The Police Combat Cross, the Award for Valor, and the Honor Legion Medal for Valor. He has written for many law enforcement newspapers and magazines across America, and authored the book, Stress Management for Law Enforcement (Gould Publications: 1999), which has been placed into the FBI Library. Retired Lt. Pranzo assists officers countrywide offering police promotional exam products at www.pjpinfo.com.