WATERTOWN POLICE DEPARTMENT CAREER SURVIVAL TRAINING FOR SUPERVISORS Presented By: Capt. Mark Meddaugh & Sgt. Robert Kaminski.

WATERTOWN POLICE WATERTOWN POLICE DEPARTMENTDEPARTMENT

CAREER SURVIVAL TRAINING CAREER SURVIVAL TRAINING FOR SUPERVISORSFOR SUPERVISORS

Presented By: Capt. Mark Meddaugh & Sgt. Robert KaminskiPresented By: Capt. Mark Meddaugh & Sgt. Robert Kaminski

CAREER SURVIVAL TRAININGCAREER SURVIVAL TRAINING

The goal of career survival training is to The goal of career survival training is to discuss ethics and ethical behavior.discuss ethics and ethical behavior.

Street SurvivalStreet Survival

vsvs..

Career SurvivalCareer Survival

ETHICS & VALUESETHICS & VALUES

Ethics- a code of values that guide our Ethics- a code of values that guide our actions and choices that determines our actions and choices that determines our purpose and course of our lives.purpose and course of our lives.

Values- beliefs upon which our actions Values- beliefs upon which our actions and decisions our based. and decisions our based.

Ethics is a mindset that should permeate every aspect of supervision Ethics is a mindset that should permeate every aspect of supervision and training. and training.

Trautman 2008Trautman 2008

ETHICS PRETESTETHICS PRETEST

ETHICAL NEEDS ASSESSMENTETHICAL NEEDS ASSESSMENT

An ethic needs assessment is the collecting of a An ethic needs assessment is the collecting of a wide assortment of information concerning the wide assortment of information concerning the needs of an organization.needs of an organization.


Four ways to collect informationFour ways to collect information• Records-discipline records, internal audits, Records-discipline records, internal audits,

evaluations, and professional standards evaluations, and professional standards reports.reports.

• Interviews- group or private conversationsInterviews- group or private conversations• Surveys- confidentialSurveys- confidential• ExaminationsExaminations


Nationwide research shows that the focus Nationwide research shows that the focus of ethics training should be for officers with of ethics training should be for officers with 5-10 years of experience. 5-10 years of experience.

Our own needs assessment confirms this, Our own needs assessment confirms this, as the majority of disciplinary actions as the majority of disciplinary actions against officers of the Watertown Police against officers of the Watertown Police Department falls in this same experience Department falls in this same experience range. range.

ETHICSETHICS

Where do supervisors fit in. Where do supervisors fit in.

First line supervisors are vital to the future First line supervisors are vital to the future of any agency.of any agency.

Sergeants serve as the first line of defense Sergeants serve as the first line of defense against wrongdoing- they either condone against wrongdoing- they either condone or ignore minor transgressions, or they or ignore minor transgressions, or they confront and stop them.confront and stop them.

LEADERSHIP: LEADERSHIP: THE FOUNDATION THE FOUNDATION UPON WHICH INTEGRITY GROWSUPON WHICH INTEGRITY GROWS

Leadership- the process through which Leadership- the process through which people motivate, direct, influence and people motivate, direct, influence and communicate with those they work with to communicate with those they work with to get them to perform in ways that will help get them to perform in ways that will help the organization achieve it’s goals.the organization achieve it’s goals.

As a supervisor you assume the responsibility to do the right As a supervisor you assume the responsibility to do the right thing, to get involved, and to make a difference.thing, to get involved, and to make a difference.

THE COMMANDMENTS OF THE COMMANDMENTS OF LEADERSHIPLEADERSHIP

If you do good, people will accuse you of ulterior motives. If you do good, people will accuse you of ulterior motives.

Do good anywayDo good anyway

If you are successful, you win false friends and true enemies. If you are successful, you win false friends and true enemies.

Succeed anywaySucceed anyway

Honesty will make you vulnerable. Honesty will make you vulnerable.

Be honest anywayBe honest anyway

The biggest men with the biggest ideas can be shot down by the smallest men with The biggest men with the biggest ideas can be shot down by the smallest men with the smallest minds. the smallest minds.

Think big anywayThink big anyway

What you spend years building maybe destroyed overnight. What you spend years building maybe destroyed overnight.

Build anywayBuild anyway

People really need help, but may attack you if you help them. People really need help, but may attack you if you help them.

Help them anywayHelp them anyway

Give the world the best you’ve got, knowing you may get kicked in the teeth. Give the world the best you’ve got, knowing you may get kicked in the teeth.

Give the world the best you’ve got Give the world the best you’ve got anywayanyway

LEADERSHIPLEADERSHIP

You serve your officers by being able to confront You serve your officers by being able to confront them when they have a problem and hold them them when they have a problem and hold them accountable for there actions. accountable for there actions.

You are not their friend, you are their sergeant.You are not their friend, you are their sergeant.

WIIFMWIIFM

““What’s in it for me” What’s in it for me” Malcom Knowles, the father of adult learning.Malcom Knowles, the father of adult learning.

How do you benefit from this training?How do you benefit from this training?

--Civil / Vicarious liabilityCivil / Vicarious liability

-More ethical officers make your job -More ethical officers make your job easier.easier.

-Your officers are a reflection on you-Your officers are a reflection on you..

-Fair and consistent leadership-Fair and consistent leadership

CAUSES OF MISCONDUCTCAUSES OF MISCONDUCT

The four most common causes of The four most common causes of misconduct. misconduct. (ranked highest to lowest)(ranked highest to lowest)

-Greed-Greed

-Anger-Anger

-Lust-Lust

-Peer Pressure-Peer Pressure

NATIONAL INSTITUTE 0F ETHICS NATIONAL INSTITUTE 0F ETHICS STATISTICAL ANAYSISSTATISTICAL ANAYSIS

How many officers across the United States How many officers across the United States were decertified between 1990 and 1995?were decertified between 1990 and 1995?

-2,296 -2,296 (this does not include officers who were (this does not include officers who were allowed to allowed to resign and several states including resign and several states including Wisconsin do not decertify officers)Wisconsin do not decertify officers)

The average age of decertified officer was?The average age of decertified officer was?

--3232NATIONAL INSTITUTE OF ETHICSNATIONAL INSTITUTE OF ETHICS


Decertified officers worked at an average of how Decertified officers worked at an average of how many departments?many departments?

-2.16-2.16


Other statisticsOther statistics

-56% were city officers- 66% of work force-56% were city officers- 66% of work force

-33% were county deputies- 25% of work force-33% were county deputies- 25% of work force

-11% were state officers- 8% of work force-11% were state officers- 8% of work force


Rank of decertified officersRank of decertified officers

-Patrolman-59%-Patrolman-59%

-Deputy-22%-Deputy-22%

-Sergeant-5%-Sergeant-5%

-Trooper-4%-Trooper-4%

-Detective-3%-Detective-3%

-Special Agent-3%-Special Agent-3%


What was the average years of service for What was the average years of service for decertified officers?decertified officers?

-7.2 years-7.2 years


The four most common acts of unethical The four most common acts of unethical misconduct are?misconduct are?

1. False reports / statements1. False reports / statements

2. Theft2. Theft

3. Sex offense other than rape3. Sex offense other than rape

4. Battery4. Battery

CORRUPTION CONTINUUMCORRUPTION CONTINUUM

1. LEADERSHIP INDIFFERENCE TOWARD INTEGRITY

2. IGNORING OBVIOUS ETHICAL PROBLEMS

3. HYPOCRISY AND FEAR

4. HOPELESSNESS

AND

SURVIVAL

COROPTION CONTINUUMCOROPTION CONTINUUM

Phase 1- Phase 1- Leadership indifference towards integrityLeadership indifference towards integrity

- Administrators say they want an ethical - Administrators say they want an ethical workplace, but their actions don’t mirror that workplace, but their actions don’t mirror that sentiment.sentiment.


Phase 2- Phase 2- Ignoring obvious ethical problemsIgnoring obvious ethical problems

-Lack of knowledge- Administrators don’t know -Lack of knowledge- Administrators don’t know what they can do to prevent or stop unethical what they can do to prevent or stop unethical behavior.behavior.

- Self-centeredness- Administrators believe that - Self-centeredness- Administrators believe that if they bring attention to their integrity needs it if they bring attention to their integrity needs it could hurt them personally.could hurt them personally.


Phase 3- Phase 3- Hypocrisy and fearHypocrisy and fear

-This phase is only possible after an -This phase is only possible after an administration has ignored the ethical needs of administration has ignored the ethical needs of their organization for years.their organization for years.


Phase 4- Hopelessness and survivalPhase 4- Hopelessness and survival

- - Employees will do whatever it takes to survive Employees will do whatever it takes to survive in a corrupt environmentin a corrupt environment

- Honest employees fear corrupt employees- Honest employees fear corrupt employees

- FTO’s are resentful and bitter- FTO’s are resentful and bitter

- Officers that should be fired are allowed to - Officers that should be fired are allowed to resignresign

- Officers don’t believe the situation will improve- Officers don’t believe the situation will improve

SIGNS OF MISCONDUCTSIGNS OF MISCONDUCT

Red flags to watch forRed flags to watch for

-Anger-Anger

-Bitterness-Bitterness

-Poor performance-Poor performance

-Change in behavior-Change in behavior

-Cynicism-Cynicism

-Withdrawal-Withdrawal

COMMON ETHICAL PROBLEMS COMMON ETHICAL PROBLEMS

Supervisors may encounterSupervisors may encounter-Lying-Lying-Time theft-Time theft-Excessive force-Excessive force-Insubordination-Insubordination-False reporting-False reporting-Favoritism-Favoritism-Code of Silence-Code of Silence-Sexual Harassment-Sexual Harassment

SELF ACCOUNTABILITYSELF ACCOUNTABILITY

The five requirements for self accountabilityThe five requirements for self accountability1.1. Administrators acknowledge and correct flaws of the Administrators acknowledge and correct flaws of the

current discipline system.current discipline system.2.2. Administrators openly hold themselves accountable Administrators openly hold themselves accountable

for addressing ethical problems.for addressing ethical problems.3.3. Track levels of integrity and hold meetings to Track levels of integrity and hold meetings to

address data.address data.4.4. Establish a training program on corruption and Establish a training program on corruption and

consequences of misconduct.consequences of misconduct.5.5. Transform view of administrators so employees Transform view of administrators so employees

want to hold themselves and others accountable for want to hold themselves and others accountable for their actions.their actions.


Correct the flaws of your current Correct the flaws of your current disciplinary systemdisciplinary system

-Use progressive discipline-Use progressive discipline

-Clear expectations-Clear expectations-Fair rules and regulations-Fair rules and regulations-Employee ability to voice -Employee ability to voice

dissatisfaction with policydissatisfaction with policy-Clear understanding of consequences -Clear understanding of consequences of policy violationsof policy violations-Employees opinions on policy are welcome-Employees opinions on policy are welcome


Administrators hold themselves Administrators hold themselves accountable for addressing obvious ethical accountable for addressing obvious ethical problemsproblems

-Integrity needs assessment-Integrity needs assessment

- Role models for self accountability- Role models for self accountability


Leaders held accountable by tracking Leaders held accountable by tracking statistical indicators of integritystatistical indicators of integrity

-CAT -CAT (Constant Accountability Tracking(Constant Accountability Tracking))


Education as an element of accountabilityEducation as an element of accountability

-Research findings -Research findings

-Case studies-Case studies


Steps to transform an adversarial culture Steps to transform an adversarial culture into one of self accountabilityinto one of self accountability

-Address obvious internal problems-Address obvious internal problems

-Demand honorable, respectful -Demand honorable, respectful leadershipleadership

-Promote self-accountability rather then -Promote self-accountability rather then disciplinediscipline

-Conduct powerful career survival -Conduct powerful career survival trainingtraining

CONTINUM OF COMPROMISECONTINUM OF COMPROMISE

The progression towards compromise or The progression towards compromise or becoming embroiled in compromising becoming embroiled in compromising events.events.

-Sense of victimization-Sense of victimization

-Acts of Omission-Acts of Omission

-Acts of commission-administrative-Acts of commission-administrative

-Acts of commission-criminal-Acts of commission-criminal


Sense of victimizationSense of victimization

-Officers frequently develop a perceived sense -Officers frequently develop a perceived sense of victimization over timeof victimization over time

-Officers whose jobs become their lives are at -Officers whose jobs become their lives are at greatest risk (over invested)greatest risk (over invested)

-Officers see the world with an “-Officers see the world with an “Us vs. ThemUs vs. Them perception”perception”

-Over invested officers believe the only people -Over invested officers believe the only people you can trust is another cop, “a real cop”you can trust is another cop, “a real cop”


Acts of OmissionActs of Omission

-Officers rationalize and justify not doing things -Officers rationalize and justify not doing things they are responsible for doingthey are responsible for doing

- “If they don’t care about us, why should we care about - “If they don’t care about us, why should we care about them?”them?”

-”You will never get in trouble for the stop you don’t make”-”You will never get in trouble for the stop you don’t make”

-This results in decreased productivity and -This results in decreased productivity and passive resistance to organizational mandates.passive resistance to organizational mandates.


Acts of Commission-AdministrativeActs of Commission-Administrative

--Officers commit administrative violations, Officers commit administrative violations, breaking small rules which stand in the way of breaking small rules which stand in the way of “real police work”“real police work”

-Carrying unauthorized equipment-Carrying unauthorized equipment

-engaging in prohibited pursuits-engaging in prohibited pursuits

-drinking on-duty-drinking on-duty

-romantic interludes at work-romantic interludes at work

-not reporting accidents, etc.-not reporting accidents, etc.


Acts of Commission-CriminalActs of Commission-Criminal-Evidence destruction-Evidence destruction

-Embellished overtime records-Embellished overtime records

-Payoffs from businesses-Payoffs from businesses

-”What the hell, we put our lives on the line and -”What the hell, we put our lives on the line and they owe us.”they owe us.”

-Officers face criminal charges when caught -Officers face criminal charges when caught committing illegal acts. committing illegal acts.


What Supervisors Must DoWhat Supervisors Must Do

- - They must recognize and proactively address They must recognize and proactively address potential ethical violations before major potential ethical violations before major problems develop.problems develop.

- Supervisory acts of omission occur frequently. - Supervisory acts of omission occur frequently. Not taking care of the “little things” can ultimately Not taking care of the “little things” can ultimately be devastating to individual officers and be devastating to individual officers and organizations as well.organizations as well.


What Supervisors Must Do Cont.What Supervisors Must Do Cont.

- Supervisors need practical skills, a willingness to use - Supervisors need practical skills, a willingness to use these skills and they have to be held accountable for these skills and they have to be held accountable for fulfilling their own vulnerabilities along with the mixed fulfilling their own vulnerabilities along with the mixed messages they sometimes send. messages they sometimes send.

- They do not have the luxury of simply talking about - They do not have the luxury of simply talking about ethics they have to “walk the talk” and be day- to-day ethics they have to “walk the talk” and be day- to-day role models. Unethical behavior by supervisory and role models. Unethical behavior by supervisory and command personnel only models unethical behavior. command personnel only models unethical behavior.

OATH OF HONOROATH OF HONOR

VIDEOVIDEO

LAW ENFORCEMENT LAW ENFORCEMENT OATH OF HONOROATH OF HONOR

On my honor, I will neverOn my honor, I will neverbetray my badge, my integrity,betray my badge, my integrity,

my character or the public trust.my character or the public trust.I will always have the courage to holdI will always have the courage to hold

myself and others accountable for our actions.myself and others accountable for our actions.I will always uphold theI will always uphold the

constitution, my community, and theconstitution, my community, and the agency I serve agency I serve

International Association of Chiefs of Police

Questions?Questions?

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CommentsComments

WATERTOWN POLICE DEPARTMENT CAREER SURVIVAL TRAINING FOR SUPERVISORS Presented By: Capt. Mark Meddaugh & Sgt. Robert Kaminski.

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