“One of the most important things any police organization and its supervisors do is take care of their people.” — San Diego County Sheriff William Gore (ret.)

In my 40 years’ experience in the police profession, the most effective leaders have been those who took a personal interest in their people — leaders who were more concerned with how the job affected their people beyond how well they did their job. They understood that an officer’s ability to be as safe, effective and professional as possible can be unknowingly impaired by the acute stress and accumulated traumas of the profession.

I encourage you to read this article with an open mind, as some of the concepts may be new to you, yet their validity is likely evident in your own experiences. Reflect on the most effective leaders in your career and consider what characteristics made you want to work with them. What was it about good leaders that earned your trust, made you feel comfortable approaching them with issues and empowered you to be your best?

To further enhance your potential as a supervisor and leader, consider the value of being proactive in ensuring your officers are at their very best in processing acute stress and recovering from the distressing experiences inherent in this profession.

What does it mean to care for and support your people?

Officers realize they need each other for backup and trust that, when they need help in the field, their fellow officers will do everything possible to respond and keep them safe. Similarly, one of the important roles of supervisors and leaders is to be there for their people when they have sustained those invisible, internal wounds, which can often be more threatening than physical injuries. The health, resilience and well-being of any officer is not merely their own responsibility; it is also the responsibility of their supervisors, colleagues and the agency if the agency is going to be as efficient, effective and professional as possible.

Effective leaders have a connection with their people. They tend to take a personal interest in them, their careers and their overall well-being. Officers working with them tend to feel appreciated, valued and supported. They feel heard and generally know that the supervisor is willing to do whatever they can to help them get the most from their career.

Support is not shown in words alone but primarily through our actions — how we relate to one another, encourage others and are there for them in the ways they may need. This involves acknowledging that we’re all vulnerable to distress from troubling work experiences and that we need others to look out for our best interests.

Supervisors, colleagues and agency leaders are in a position to recognize when an officer may not quite be their real self or at their best — even when the officer believes they are fine. Through our interactions with our people, we can sense a need and then be motivated to do something helpful or useful in the moment.

Maybe it’s just checking in on the officer after a particularly traumatic call or spending a little more time with them to help them process an experience while feeling supported and understood. This type of outreach can be incredibly powerful in helping someone return to their normal, and it is these kinds of interactions that an officer will typically never forget.

The ideal of a primary care provider

Officers’ unique bond is forged through their shared experiences. We are all united by the traumas of the profession and our need for one another to stay safe — having each other’s back and providing whatever care and help is needed.

As a leader and supervisor, this responsibility increases. In developing your leadership skills, consider the concept of being a primary care provider for your people. That phrase can mean different things to people, but to me, it means mirroring the relationship you have with a trusted professional whose interest is making sure you’re as good as you can be.

For example, think about the relationship you have with your physician. When something hurts or when you are ill, you probably have no problem going to them for help. You feel safe telling them what is wrong because, based on your history with them, you know they will listen and do everything they can to help you recover and be whole. You trust that they will not judge you or make you feel wrong for having a health issue. They will be concerned, compassionate and help you get back to being normal.

That’s the relationship supervisors and leaders should ideally foster with their people. Our people need to trust us and feel safe coming to us for help or guidance. One of the biggest killers in our profession is the culture that views officers who have become distressed from work experiences as weak or that something is wrong with them. It’s never about what’s wrong with them; it is always about what has happened to them. When they believe there is no one they can turn to for help, they suffer in silence, and as symptoms worsen, they can lose hope very quickly.

Ways to foster a primary care work relationship

This type of trusting and supportive relationship doesn’t just happen. It must be proactively developed over time through daily, positive engagements with your people. Take a personal interest in them. Learn their career aspirations, interests, strengths and weaknesses, professional needs and how the job may have adversely affected them. Then cultivate the will and the desire to do whatever is necessary to assist and support them in meaningful ways.

Clear, direct and honest communication is essential. Be approachable, understanding and as compassionate as possible regarding their well-being. Seek to develop a relationship where you intuitively know when something may be causing them distress.

Ask yourself: Would the people you work with say you have their best interests at heart? Would all of them say they trust you and can depend on you for anything? If not, think of ways you can enhance that trust, support and helpfulness on a daily basis. Doing so will strengthen your influence and effectiveness as a leader.

Conclusion

The people who work with you need you to be there for them — sometimes in ways they may not even recognize. Your agency needs you to be their primary care supporter to improve officer resilience and wellness, agency effectiveness and positive community impact.