I always ask myself, why do people you have known for a long time change when their circumstances change? I recently spoke to an officer who will likely be promoted in the near future and was asked for some advice on how to navigate the line between supervisor and subordinate. I advised this person to make sure they listen and show an interest in their officers’ lives, getting to know them as people. In other words, treat them the way you want to be treated.

I have had the pleasure of watching a large number of people get promoted, and some of them have been really good supervisors. What amazes me is seeing someone who was substandard as an officer suddenly transform into the all-knowing guru of policy upon promotion. As a supervisor, you should strive to treat everyone with equal fairness. I understand that sometimes you have to treat officers differently based on their circumstances and, quite frankly, their mindsets.

I recently ran into a sergeant whom I have known throughout their entire career. As an officer, we were friends, and no one was happier than I was when he was promoted. Recently, this individual walked past me in the hallway, and when I paused to speak, he kept going. Fortunately, I have very thick skin and am comfortable with what I do.

However, there seems to be a group of supervisors who have the uneducated gall to advise officers under their command not to be members of the LVPPA. I once stood at an office door and listened to a lieutenant and a sergeant make snide comments and question why we even need a union. Of course, when I made my presence known, they had nothing to say. When a supervisor advises an officer not to be a member of their collective bargaining unit, it is apparent that the supervisor does not care about that officer’s career. I have taken calls from officers in the middle of night and have gotten out of my bed at 2 a.m. to sit with an officer in a 7-Eleven parking lot, just listening to what was going on. The officer kept apologizing for bothering me, but I reassured him that it was no bother and reminded him that we were in this together.

How many of these supervisors have this type of relationship or trust with their subordinates? The word I am looking for is trust. As a supervisor, ask yourself: Does my officer trust me? Do I really have their best interest at heart? A majority of the supervisors were substandard officers, and I can point out a few who only cared about themselves.

One night, a female officer walked into a module where a group of officers were having a conversation. She stated to the group, “Well, I get promoted next week, and I will no longer have to do the crap work you guys are doing.” Please tell me how these officers are supposed to have trust in this type of leadership.

My advice to those looking to become leaders is this: First, learn how to follow. Next, understand that you are not always correct. Finally, be willing to listen. Becoming a supervisor is an honor, and if you are doing it for the money or the status, you will make a lousy supervisor. If your people don’t trust you, then you have no chance of succeeding. I once heard a supervisor say, “The Department gave me the power to be a supervisor.” My response to this is that if they gave you power, then you have nothing; real power is earned, not given.

Nothing is more annoying than having to sit through a discipline board and then have three captains come back with their ruling in less than 30 minutes and give you that lecture about not letting this define you and learning from this experience. I don’t need to be hit by a car to learn that it hurts. Nothing can be more disingenuous than having someone give you a fake speech about how much they care when it is obvious they don’t. The major problem these days is everyone is interested in what is good for them. It is easy to judge when you have not done the job in years. A wise man once said, “If you have not been where I have been, then how can you know where I am coming from?”