I have taught the effect of both acute and cumulative trauma to first responder organizations around the country. I speak about the things that both aggravate and mitigate the impact trauma, and ways to process through it to have a long and healthy career.
We ask our police officers to see the worst society has to offer and expect them to stay mentally healthy and maintain exceptional work performance. There is one phenomenon that will derail a career faster than anything else.
Organizational betrayal.
Organizational betrayal in policing is when an agency violates the trust of an employee that relies on it. It can take many forms. Here are some examples:
Rushing to judgment after a use of force or OIS without waiting for the investigative process to be completed.
Not protecting an employee from retaliation after reporting or investigating misconduct/sexual harassment.
Discipline that doesn’t fit the violation.
Not providing the proper resources or people to achieve a task.
Unfair promotional processes.
This isn’t a complete list, but some of the most common examples of when an agency doesn’t support their officers.
When leadership condemns an OIS prior to the investigation being completed, it can cause lasting psychological damage to the involved employees. A betrayal by leadership is usually the final straw for an employee that has experienced a career full of trauma. It can exacerbate this trauma, bringing the symptoms of PTSD to the forefront.
There is an amazing video on YouTube the gives a breakdown of how a betrayal can impact trauma. You can watch it here (https://www.youtube.com/watch?v=6FIUxMLwkls).
I saw a tagline on the back of a tractor trailer (of all places) that really stuck with me. It said, “We hire you to retire you.” This way of thinking should carry over into all fields, but especially policing.
So how can an agency mitigate organizational betrayal?
It’s simple, but not easy. Consistency in leadership is the key. Here are some ways you can minimize the feelings of betrayal in your workforce:
Hold leadership accountable. Make sure they do what they say they are going to do and follow up.
Have policies in place that dictate the investigation and disciplinary process, and make sure they are followed.
Foster a culture of fairness and communication. Culture trumps policy every time, and it begins at the top.
Leadership should avoid making emotional decisions, and instead make decisions based on facts, experience, and policy.
Promote people based on merit and a fair testing process.
When possible, tell people the “why”. If you are asking your people to work harder with less, if they know why, then they are more willing to understand and get the job done.
Most of these changes are cultural. They will not happen overnight, so leadership at the highest-level needs to consistently push them until they are happening. It is like changing the direction of the Titanic before it hits the iceberg. It takes time!
Minimizing organizational betrayal is not about being liked. There will always be officers and employees that complain. You know what they say… The only thing cops hate more than change is the way things are. With that being said, changing this culture will increase retention, productivity, and the mental health of your employees.
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