Engagement that Meets the Mission

The focus and level of engagement of an organization’s members are key variables in separating highly-effective agencies from failing ones. In any department with more than one member, no police executive can know all that goes on, at all times, within their organization. Even in smaller agencies, having one or two top-performing members is not enough for the organization overall to meet its mission. Two interrelated engagement factors are key in establishing a highly-effective organization. First, fostering excellence among the agency’s supervisors. Second, establishing internal assessment approaches that continually measure and build the organization’s core performance capabilities.

The Eight Levels of Supervisory Engagement

A fundamental truth of organizations, including law enforcement agencies, is that underperforming and problem employees exist. When the underperforming or problem employee is a supervisor, the need for the organization to respond is elevated. Effectively addressing deficient and problematic supervisors is advanced with an understanding of the “Eight Levels of Supervisory Engagement.” These eight levels are identified by considering three key variables: (1) the level of technical knowledge and tactical skill; (2) the willingness of the supervisor to direct subordinates and proactively address performance issues; and (3) whether and the level to which the supervisor has come to reject (deviate) from the organization’s values, goals, and strategies. Once the eight engagement levels are understood, 19 separate response strategies can either improve supervisory performance or mitigate the harm from problem supervisors. Learn more here about the “Eight Levels of Supervisory Engagement.”

Why Highly-Effective Organizations Measure Performance

There are two key reasons for an organization to measure its performance, which is a composite of the performance levels of all of its members. First, standards provide the pathway to excellence. Only through measuring can an agency know how well it is meeting its mission. Second, you can be sure that someone outside the organization will be measuring. This is particularly the case when others believe your agency is not “measuring up.” Three “R” factors combine to identify a police agency’s performance level. They are: (1) “Readiness,” examining factors relating to preparedness; (2) “Response,” examining factors relating to the agency’s activities and operations; and (3) “Reach,” examining factors relating to staff utilization internally, as well as coordination with other agencies, and the community. Identifying the key measures for your department for each of the “Three Rs” is the first of three key performance assessment steps. The second is actually doing continual assessments. The third is having the courage and skill to address underperformance. Learn more here about measuring police performance.

Who Should Attend?

The Illinois Law Enforcement Training and Standards Board – Executive Institute (ILETSB-EI) is currently hosting this training for Illinois law enforcement executives, command staff and supervisory personnel the rank of lieutenant and above. This seminar is also of value to city and village managers, as well as other governmental officials with oversight responsibilities relating to public safety.

Learn More – Schedule a Training Session

To learn more about this course, or to start the scheduling process, please fill out the below form or email us at admin@Secure1776.us.



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