Train, Lead, Inspire, & Learn

Train, Lead, Inspire, & Learn
By: Chief Ron Camacho, DCJ

In today's world, life can be complex and demanding. There are so many distractions in our daily lives that concentration has become a full-contact sport. Try this simple experiment: Name all the different streaming platforms on your television, or list all the apps you use on your phone every day. I receive hundreds of emails daily. I'm checking emails when I'm eating, in the car, watching TV, before I go to bed or during any spare time I have. I know, I know, that is not a healthy habit, but it seems to be the only way to keep up with the tsunami of information I need to run my department. The problem becomes how to retain all this information and concentrate on what is required to perform our jobs effectively. I found that breaking down complicated or extensive tasks into their simplest forms is effective. Recently, while examining the numerous and complex concepts of leadership, I sought to simplify and get to the root of this crucial topic. I needed to find a concise way to illustrate to the officers, supervisors and executives in my department what authentic leadership is. After some thought and reflection on my own past experiences, training and education, I distilled the principles into four main, simple categories: train, lead, inspire and learn.

Train – Policing is now at its most technical level, and I do not see that changing anytime soon. Additionally, while some cities have experimented with reallocating non-traditional police roles to civilians, most officers continue to respond to non-law enforcement-type calls. We do our people a disservice if we're not training them to their fullest capabilities. We need to equip every individual with the training necessary to ensure their success in handling the myriad of calls they respond to. Once an officer completes field training, we should continue to provide them with ongoing training and support. Training is a valuable commodity in policing, and we cannot afford to be cheap or stingy in its dispersal.

As leaders, it is a core mandate that we train our people to the "standard.” You should be sharing your knowledge, training and experience daily to meet and exceed the standard. If you are not doing this, you are failing as a leader! Suppose you don't have the necessary skills your people need; you have several options. First, you can learn the skill well enough to teach it. This can be problematic at times, as specific skills require extensive use and training to master. Second, consider having another officer or supervisor with that skill teach your personnel. Internal department trainers are the most common and cost-effective way we obtain training. Finally, enroll them in a school or class that can teach them the specific skills they need to be confident in their roles. Doing nothing or letting your officers fend for themselves is not an option! Remember, well-trained units are safer, more productive, provide better service to the community, and have fewer disciplinary issues.

Lead-What do leaders do if not lead? Yet many currently in those positions are not doing that effectively. Some in the profession have adopted a "risk-averse" leadership approach. They believe that if their officers are only answering calls, doing the bare minimum and not being proactive, they can avoid any problems or liability. That is a falsehood and not a good practice to follow. To be blunt, it is a cowardly philosophy that does a great disservice to their officers and the community they serve. Officers grow through their experiences; a risk-averse leader's methods hold their people back. A lack of proactivity could, in many cases, make policing a community less effective and potentially more dangerous. If you are a risk-averse leader, I implore you to reconsider your approach, retire, or change your ways before you cause further harm to your personnel, community or agency.

Good leaders understand and successfully navigate the eternal balancing act between accomplishing the mission and taking care of their troops. They hold their personnel accountable for their actions, use mistakes as learning opportunities, look out for their welfare and mentor them to ensure they have fruitful careers. When I was a young sergeant, a veteran and well-respected lieutenant told me, "Welcome to the club, you are now your troops' father, uncle, brother, priest, pastor, coach, psychologist, drill instructor and at times friend. This is what you signed up for when you put on those stripes." He was absolutely right; throughout my career and to this day, I have filled every one of those roles. It is a privilege to be a leader; sometimes we forget that. Remember and reflect on why you chose to lead the men and women of your department. Respect that you made a willing choice to earn the title of leader every day; your troops, agency and community will greatly appreciate it.

Inspire-What separates a good leader from a great one? In my opinion, it is the ability to inspire, getting people to believe they can push themselves beyond their current capabilities. During my travels, crisscrossing the U.S. while teaching or presenting, I observed career stagnation throughout the ranks in many agencies. We often become comfortable and complacent in our positions and assignments. At times, we need that "spark" that stops the inertia that keeps us from getting out of our comfort zones. At specific periods in our lives, we may lack the internal motivation and mindset to push ourselves. When this occurs, we should look for individuals who are energizing, stimulating and successful to help us. Be one of those inspirational leaders who officers are searching for.

Inspire your troops to be great, to reach for heights they thought were untouchable. Rouse their curiosity to learn unfamiliar subjects and examine problems with fresh and novel perspectives. Show them the options available in their careers. Fully develop your officers so they can capitalize on opportunities when they arise. Teach your officers not to rest on their laurels; always encourage them to look forward to the challenges ahead. Make striving for excellence your team's mantra. Younger generations yearn to make a difference in the world and inspirational leaders show them how to achieve it.

Learn- First, Learn Your Job! While mastery of leadership and policing may not be possible, strive for proficiency and effectiveness in your duties. If there is a "hole in your game," obtain the necessary training or skills to fill it. Additionally, nothing bothers me more, especially at higher levels of leadership, than when a newly promoted person acts as if they have "made it." They stop progressing and improving, becoming stagnant. The proverbial "feet on the desk" syndrome sets in. Comfort with career stagnation is the wrong attitude to have, one that, unfortunately, has permeated the ranks of our proud profession.

Great leaders are constantly looking to improve themselves. Many become "students" for life, continuously searching for knowledge and opening their minds to new concepts and ideas. These "treks" for knowledge often evolve into challenges that drive the leader toward professional and personal improvement. The process of continually acquiring knowledge helps us transform into the best versions of ourselves. Become a knowledgeable and well-read professional. Present an opportunity for your team members to emulate you as they pursue their own paths of professional development.

We must also learn as much as we can about our officers. Dive into discovering what makes your personnel tick. Ask them for their goals, aspirations and hobbies. Take the time to get to know your officers on different levels. Is family their top priority? Is religion important in their life? Are they a dog or a cat person? Your genuine curiosity will open the door to stronger and meaningful connections with your team. Leaders who are engaged positively in their personnel's lives enjoy running teams that are well-functioning, cohesive and integrity-based.

Furthermore, cultivating familiarity with our personnel allows us to develop a baseline of their behavior. Leaders who are in tune with their officers can quickly identify and address any changes in said behavior. Quickly addressing changes in behavior, particularly negative ones, can prevent or mitigate problems before they escalate. Aren't the best leaders the ones who address and solve problems before they arise? Learn who your people are!

No matter the size of the agency, unit, platoon or squad, you want all your officers to be "traveling in the same direction." The trick is delivering your message (the direction) to your troops without it getting filtered, misunderstood, or ignored. As leaders, we must provide clear instructions on how, why and where we need to travel as a collective group. I needed my department to understand what I was looking for in leaders. By breaking down the numerous concepts of leadership into four main, simple parts, I was able to deliver that message loudly and clearly. Hanging posters with the words "Train, Lead, Inspire, & Learn" in the different precincts, along with the inclusion of the slogan at meetings, ceremonies, promotions and trainings will solidify the message. Remember, we are competing with many different elements for our personnel's attention. We need any advantage we can get. I chose simplicity.

Chief Ron Camacho is an accomplished law-enforcement executive with 30 years of experience who is currently the chief of the North Charleston Police Department in South Carolina. He holds a Master’s and Doctorate in Criminal Justice from Liberty University and Penn West University. He’s a highly requested speaker and nationally published author and in 2023, he was honored as one of Police magazines, innovative law-enforcement leaders. Chief Camacho is a graduate of the FBI National Academy 239th session and is an experienced international trainer/advisor. He owns Camacho Consulting, a company specializing in developing leadership, management, and security solutions. https://www.camachoconsulting.net/