Law Enforcement Strengths And Weaknesses

Throughout my almost 22 year career in law enforcement I have developed numerous strengths that have helped me attain success. Listed below are some of my most important strengths. They are in no particular order since their importance varies based on each unique situation.

I am always trying to improve myself. When I conduct evaluations of the officers I work with twice each year, I always ask them for feedback on my performance. They are also welcome to give me feedback at any time throughout the year, not just during evaluations. I find this to be particularly important to my personal development. Possibly more important, though, it allows the officers to know that I take an active interest in what they think of me and what they think

If officers are failing to meet expectations or goals, I don’t immediately drop the carrot and go to the stick. I check in with them to see why their performance is lacking and find out if there is any support needed. I’ve found on numerous occasions that underperforming officers have had major negative events in their personal life: one officer had a wife with very advanced cancer; another had a child diagnosed with severe autism. I can’t imagine the impact that would have on my work, but I am able to feel how it might. There wasn’t much direct support I could give those officers, but I was able to connect both with resources through our Employee Assistance Program. One of my newer officers, who was a sergeant with the Ohio State Highway Patrol before transferring to EPD, and I had a conversation a week or so ago and his comments made me quite proud. He mentioned that he really likes working on my platoon because, unlike the other two platoons, I communicate my expectations and I make sure that the sergeants’ are aligned with mine. He said that officers know that if they don’t meet expectations they will be held accountable, but they will also have my support in any issues they might be

I can change my leadership style based on the situation at hand or based on the officer(s) in the situation. In almost a decade as a leader, I have learned that not every officer is alike, and no two situations are the same; they all respond to and require different styles. That is not to say that I treat any officer differently (I believe in treating all officers fairly and equitably), I simply use different tactics. The most senior officer on my shift has told me, "You don't under-supervise, you don't over-supervise, you seem to get it just right." Now, I don't know if I’m the Goldilocks of leadership, but that comment, I think, summarizes my ability to change my leadership based on the situation at hand. I am willing to take charge and make those life and death decisions with little information when that is required. I am also willing and able, though, to take the input of other supervisors and officers, especially when they are more knowledgeable than me, into account when a more measured decision-making approach is at hand. It is this ability to operate on sort of a leadership continuum that helps to make me