I work for an agency whose administrative tries very hard to encourage participation. They are always looking for ways to boost morale. And they like to encourage their employees to spread their wings, by going back to school for example, and allowing them to be on committees and boards that affect their profession. I love being busy and am always volunteering for extra duties and responsibilities. (My husband and kids hates this. I think it’s because they are usually included in whatever I have signed up for! But I think volunteering at work or in the community is a great example to set for my kids regardless.)

However, this has not always been the case with other agencies I have worked for. In the past, when I’ve tried to offer suggestions on how to do something more efficiently or more cost effectively, I was told, “This is how we’ve always done things, and it is working just fine.” At times, I was told, “I’ll send it up the chain of command.” Only I never heard anything back.

I would look for classes and training for us to take as a division. We were always told that there was no money and then watched the department send the SWAT team or other specialty team to the Law Enforcement Olympics or training out of state. It was very demoralizing and depressing for the staff in the communications center.

We were told that we were important, but actions speak louder than words. The workload would pile up with no increase in personnel. I guess we had managed for so long with what we had and adapted so well that folks thought everything was okay. No one saw the stress and morale going down the tubes.

I recently read the article by Dale Stockton in the May issue of Law Officer Magazine, titled “Let Them Shine.” As I was reading it, a realization came over me. During all the years of being turned down for training, having suggestions shot down and ideas being laughed at all of us were being held down and held back. Stockton said that someone he met had shared with him the 48 Laws of Power, and the first rule was “Never outshine the master.” After I left that previous agency, a lot of the suggestions I had made were implemented. I don’t know why I hadn’t thought of this myself. I now understand why some folks act the way they do. However it doesn’t make it any easier to swallow now that I’m 20 years into my career!

Now I try to concentrate on the future and not the past in regard to my career. I am fortunate and grateful to be working for an agency that cares about its employees and understands the importance of grooming those who shine and want to improve themselves. When you work hard to make a mark on your division, you want the people coming up behind you to follow in the tradition that made it great in the first place.

Supervisors and managers, look for those who show potential. Encourage them to get involved. Seek out their forte, and mentor them. Are they good trainers? Ask them to put together training materials for you. Are they good speakers? Ask them to present or represent the division at functions. Do you have potential leaders in your group? Have them shadow your supervisors, and give them a little extra responsibility.

Think of it this way: People want to feel important or at least needed. Sharing responsibility in the comm center gives your employees a feeling of motivation. Don’t be that person who shares all their knowledge and expertise except that one piece of information that you think makes you invaluable. It just makes you selfish.

Sharing knowledge is a sign of leadership and teamwork. If you have people in your center who have special skills or talent, encourage them to develop that talent. You shouldn’t feel threatened, but instead excited that you have people on your staff who can help your division shine!

My training coordinator has a knack for seeing the best in people. She is always trying to include folks in special projects and tasks. She encourages them to join in and get involved. “The more the merrier,” she always says. She has a way of looking into the future and putting things and people into place so that when something new comes along we are ready or have already accomplished the task required of us. She is smart enough to know that it is easy for our profession to outgrow us if we let it and keeps us abreast of new and upcoming applications in the public safety world.

I feel this is good advice for any agency or department. Appreciate your subordinates and what special talents they may have. Encourage them to feed that talent. If they are recognized, they will be happier employees and morale goes up. If morale is up, performance and attendance go up. And the results can be wonderful for all involved. Customer service gets better, your division looks great, and the department looks great. All because you let them shine!

One more thing I want to add before I sign off: Supervisors and managers, don’t forget to be thankful. That one little word can go a long way in a world where it is seldom heard. When your division or department looks good, so do you! Check out the story, “Meet the Challenge,” for an example of what can be accomplished with a little teamwork and good leadership.

Thanks for reading and stay safe my family.

About the Author
Cindra Dunaway is a 9-1-1 dispatcher for the Lee County (Fla.) Sheriff’s Office. Contact her via e-mail at [email protected].