LAW and 

By: James J. Scanlon

I would like you to search your memory banks and identify the best law enforcement officers you know…the overachievers.  While you have their names and faces visualized, I’d like you to select what you believe to be their primary motivation for doing their job.  Is it the pay?  Do they work for the prestige?  That could be part of their motivation, but is it their primary motivation?  I suggest that their primary motivation involves what I call the “Ownership Theory”. 

The “Ownership Theory” involves a headset and a job commitment that is possessed by the very best in our profession.  These individuals believe that they have ownership in the communities they serve, the agencies they work for, the units they work in and the missions in which they are involved.  They are not satisfied with merely performing a task, when ordered to do so.  These overachievers want to take an active role in making their agencies and units the very best.  They demand involvement in the planning, briefing, execution and debriefing of every mission.  They are committed to excellence and will settle for nothing less. 

“Owners” show up early, leave late and constantly strive to better prepare themselves mentally, physically and tactically for the next situation.  Because they are team players, they try to do the same for the other members of their agency and unit.  They don’t turn off the switch, after an eight-hour shift.  They recognize that being a law enforcement officer has more to do with who they are than what they do for a living.  During the most uncomfortable, long-term situations, they are more concerned about mission success than personal comfort or convenience.  They are heavily involved in team training, researching new equipment and planning every aspect of team enhancement.  To them, an attack on their agency or a fellow officer, whether physical or verbal, is an attack on them personally.  

“Ownership” has little to do with rank or seniority.  Some chiefs have it and some don’t.  Some 30-year veterans don’t have it and some new recruits do.  It’s all about headset and commitment.  Officers must demand it and then earn it!  That can only be accomplished by an unwavering commitment to their agency, their team, their fellow officers, and the mission. 

Having explained my “Ownership Theory”, I would suggest that 30% of all law enforcement officers possess ownership at all times.  These are the officers that refuse to be denied.  No matter how good or bad their supervision or how hard they are beaten down; they will never relinquish ownership.  I believe that 10% of our co-workers don’t have it and never will.  They neither want it nor deserve it.  They are satisfied with the title and will do only what is required of them.  They will follow, but never lead.  They will complain, but never exert the energy necessary to accomplish change.  That leaves us with 60%.  I believe this 60% are willing to take ownership, but they won’t demand it.  Their ownership can be activated and encouraged by confident and inclusive supervisors and co-workers, but they can be dissuaded by overbearing and arrogant supervision.  

If my “Ownership Theory” is correct, the overall success of a law enforcement agency hinges on it.  Our goal should be to provide ownership to every officer in our agency.  Law enforcement personnel should not be threatened by this concept.  Their authority is not at risk if they encourage their officers to take ownership in their agency.  The fact is; ownership qualities in officers breed pride, professionalism and productivity.  Obviously, these officers are more vocal than some, but they shouldn’t be mistaken for chronic complainers.  These officers may question policies and procedures, but not without suggesting ideas on how to improve them.  Some view these officers as “high maintenance”.  To some extent, they’re right!  They are extremely active and very vocal.  They are quick to point out needed changes, but just as quick to assist in securing these changes. Our time would be better spent tapping into the energy of these officers and channeling it properly, than spent breaking their spirit and shutting them down.  Supervisors, co-workers and subordinates play a crucial role in enabling others to take ownership in their agencies. 

Good supervisors have the ability to provide ownership to all those who work for them, with them and above them.  Most importantly, they lead by example.  They exhibit a level of energy that is contagious.  They are assertive, but not authoritarian.  They exude an air of professionalism that others will want to attain.  Their complete devotion to their job, their agency and their officers is obvious to everyone.  All of us understand that policies and procedures, within law enforcement agencies, can’t always be established by consensus.  All of us need bosses and they have the ultimate say in such matters.  Smart bosses, however, recognize the valuable resource they have in their personnel.  By permitting and encouraging subordinate input into the planning stages of policies, procedures and mission preparation, supervisors provide ownership to those under them and above them.  All of us have our individual strengths and weaknesses.  Smart bosses recognize this and assign officers to tasks that make them shine.  They create group projects and permit their subordinates to become innovative. They involve their supervisors in these innovative projects and allow them to take ownership in the success of these missions. Boredom and complacency are the enemies of our profession.  Smart bosses involve everyone below them and above them in exciting and innovative projects.  They involve them from the very beginning, allow them to participate in every phase and give them some freedom to put their mark on the project.  The establishment of “Function Groups”, “Task Forces” and “Committees” can help facilitate this goal.   Whether it involves a street gang problem or a change in policy, several views from various ranks of law enforcement are better than one.  If many people are involved in identifying the problem, suggesting the cure and implementing the solution, ownership is established.  Supervisors then reap the benefits of more professional missions, more acceptable policies, and a more satisfied and committed workforce.  

Co-workers, on a daily basis, can enable their peers and supervisors to take ownership in their agencies.  It’s all about spreading the “ownership headset” and making their co-workers, supervisors and agencies shine!  Energy, pride and work ethic are contagious.  Even the most “negative” among us respect these attributes.  Officers can encourage and enable ownership in others by simply being a good example.  Most will follow, if only grudgingly at first.  Eventually, they will follow willingly.  Finally, they will take the lead.  Keep in mind; we don’t want to establish “sole ownership”.  We want to always encourage “team ownership”.  There is no “I” in team. Therefore, officers who are only motivated by personal success, to the exclusion of their co-workers and agency, do little to enable ownership in others.  Officers who buy into the “Ownership Theory” are quick to include others in success and slow to take credit themselves.  When developing a plan of action, they encourage input from co-workers and supervisors alike.  When executing a plan, they want everyone present and on the same page.  When a valuable co-worker is in a jam, they offer their unconditional support.

The establishment of the “Ownership Theory” provides law enforcement personnel with the ability to control the destiny of their careers, their agencies and their units.  While this participation will never assure that they will get their way in every instance, it will assure their ownership in the agency they serve. 

All of us are approaching retirement, from this honorable profession, much too quickly.  As the very best among us contemplate this event, they view it as the fulfillment of a vocation, rather than the end of a job.  Those of you that subscribe to the “Ownership Theory”, and encourage others to do so, may “Pass the Torch” with the satisfaction that you left your profession and your agency in better shape then you found it. 

About the author:  Officer James J. Scanlon is a 26-year veteran of the Columbus Ohio Division of Police.  He has been assigned to their full-time S.W.A.T. Platoon for 12 of those years.  He is also a co-owner of North American SWAT Training Association, (NASTA), and has provided tactical training for law enforcement officers throughout the United States.  He can be reached through his web site, at www.nasta.ws