Review of Research Paper

Leadership Development

Capstone Research Paper

PO Adam Bradford

National Tactical Officers’ Association Command College

Abstract

In this research paper, the author will discuss the importance of leadership development during the early stages of all SWAT Operators on the team. The author will also discuss various leadership principles that apply to the tactical leadership and development of young and old leaders on the team. The author will reference numerous articles and books researched while developing this research paper. Lastly, the author will discuss the argument presented by some that leadership should not be at the forefront until an Operator has been on the team and "earned" his or her spot as a leader. By the end of this article, the author hopes to clarify to the reader how crucial it is to develop leaders sooner rather than later.

Leadership development is likely one of the most popular topics among SWAT teams around the nation. Throughout this article, the author intends to discuss the importance of leadership development almost immediately after new Operators have made it through the indoctrination process. The author also intends to discuss the various leadership principles he believes are most important when developing a new leader. Lastly, the author hopes to dispel a common myth, that leaders should be developed at the later stages of one's SWAT career.

As a SWAT Operator, the author believes everyone on the team is a leader, from day one. It is common to hear SWAT teams say we want “thinkers”, the issue the author has found is no one wants to take to time to develop young Operators properly. Developing leaders should be one of the most important aspects when developing new Operators. When given a task or mission it is imperative the Commander, Assistant Commander, and Team Leaders believe all their subordinates can follow through and accomplish such task or mission. The most damaging aspect of leadership is micromanaging. As a leader, when you micromanage, you remove any ability for your subordinate to think through the issue at hand. This is why it is important to allow them to make decisions. Comment by Selleg, Jeff: Should have citation. Who says this is the most damaging aspect? Comment by Selleg, Jeff: Missing Citation

In a training environment, this holds, as making a mistake in a training environment is much more acceptable than on an actual mission. The purpose of training is to improve upon one's weaknesses. As leaders, we all have weaknesses and areas that can be improved upon. The issue, if we as leaders do not allow our subordinates to lead in training, allow them the opportunity to fail in a controlled environment, they may never get better. In Lincoln on Leadership the author spoke of "Lincoln Principles", which stated, "If you are a good leader when your work is done, your aim fulfilled, your people will say, we did this ourselves." He also wrote "Try not to feel insecure or threatened by your followers" Phillips, D. (1992). The message here is simple, allow your subordinates to do their job, and if they excel, even past your expectations, as a leader one should not feel threatened, they should be proud. This would only demonstrate that you as a leader have done your job properly by developing your subordinates and allowing them to lead. Comment by Selleg, Jeff: Missing citation and page number. Comment by Selleg, Jeff: APA requires page number for direct quotes. Comment by Selleg, Jeff: This paragraph is a Great example of the research format, They Say so I Say. Needs to be repeated through out.

Often Operators spend numerous years on a SWAT team before they are allowed to lead, even if only during a training evolution. As Commanders and Team Leaders you are failing your subordinates if you do not allow them the opportunity. As mentioned earlier the author will discuss developing leaders as soon as they are on the team and out of their probation period. This can be accomplished by building in classes during a training day, even if there is only time for a one hour class at the beginning of the training day. Many topics can be discussed during this time and all will benefit. Comment by Selleg, Jeff: Missing citation, says Who?

The author believes each SWAT team should have specific leadership principles written out that all Operators can access. By having leadership principles specific to the team it allows a defined attainable and measurable goal. The issue most teams have is they lack defined goals for their teams. Examples of leadership principles can vary, depending on what is most important to each Commander. Referencing The Founding Fathers on Leadership, the author stated the following “Have a pretty good idea of where you want to go before you act or attempt to inspire others.” Phillips, D. (1997). The message here is simple, as leaders everyone needs to be on the same page and agree on the principles which they want to build their team on. Once all the command staff has agreed on the mission statement and leadership principles they can disseminate it down to the lowest level. They can then begin to develop leaders at all levels, in turn allowing for a more successful SWAT team. Comment by Selleg, Jeff: Missing citation Comment by Selleg, Jeff: Missing citation Comment by Selleg, Jeff: Author should delineate which leadership theorist’s principles he is referring to. Comment by Selleg, Jeff: Direct Quotes require page number Comment by Selleg, Jeff: Missing citation, says Who? Comment by Selleg, Jeff: By his writing it appears the author is defining team values as Leadership Principles.

Phillips also wrote, “Make your vision simple and clear so that everyone may understand it. Begin communicating your vision slowly and softly so that others may first think it over. Invite people to participate in your vision, building it with their own hands, on the broadest possible foundation.” Phillips, D. (1997). As a leader, the mission statement must be clear, concise, and to the point. There cannot be any room for interpretation, as that will cause doubt among your subordinates. Once the mission statement and leadership principles have been developed allow your subordinates to have an open conversation among the team on how they interpret the message. This in itself will be a lesson or even the beginning of the leadership development for the young Operators. Comment by Selleg, Jeff: Direct quotes require a page number. Comment by Selleg, Jeff: The overarching thematic mission statement of the Team or the mission statement for that specific tactical mission? Comment by Selleg, Jeff: Missing citation

Once an Operator has successfully made it through the indoctrination process, and finished their probation period, they are now considered a SWAT Operator. With this title, for most departments, they will be the ones Patrol Officers turn to for answers when dealing with difficult calls to service. Most SWAT teams across the nation are considered "part-time", meaning they have other duties, considered primary duties, with SWAT being a secondary duty and voluntary. Since most teams across the nation are part-time teams, all Operators must begin leadership development early on. These young Operators may be asked by senior Police Officers, Sergeants, Lieutenants, Captains, for advice on how to best resolve an issue on patrol. If the young SWAT Operator is not developed properly they may fall short, or be incapable of providing the correct course of action. Comment by Selleg, Jeff: Should be collateral duty, no one is on a part time team. Comment by Selleg, Jeff: Mission citation. Who says collateral duty teams require immediate leadership development. Comment by Selleg, Jeff: Is this leadership training or training in tactical resolution of in progress incidents?

As mentioned earlier let us discuss leadership in training. All Commanders and Team Leaders should take advantage of every training hour provided. Allow your subordinates to run through scenarios, make their own decisions, and succeed or fail. Once the scenario is complete allow them to explain their mindset and decision making throughout the process. If there is a mistake made, try and walk them through the mistake, and if possible, allow them to conclude on their own. By doing this it allows the Operator an opportunity to reflect, acknowledge, and correct any issue they may have had. If they run through a scenario with little to no issues praise them. Many leaders fail to realize the positive impact praise has on their subordinates. People strive to be perfect; if they are constantly beaten down and only told what they are doing wrong they will eventually give up and stop trying to lead. Comment by Selleg, Jeff: Missing citation Comment by Selleg, Jeff: Missing citation, this is standard adult learning theory, but which theorist is the author crediting.

There are numerous times as a leader you may not have the best answer to a solution. As stated in It’s Our Ship: The No-Nonsense Guide to Leadership Abrashoff states “As a leader, you don’t know everything, you don’t always have the best ideas,” Abrashoff, D.M.(2008). This reinforces the concept that as a leader you should be open to suggestion. As a leader, you must allow your subordinates to provide perspective. It is also crucial as a leader you can control your subordinates when there is no time for recommendations and decisions must be made your subordinates understand and can execute without question. When developing your subordinates as leaders it is your responsibility to educate them. Part of educating is demonstrating the ability to be led and empowering your subordinates. Comment by Selleg, Jeff: Missing page number Comment by Selleg, Jeff: Missing citation

Paul Howe, Leadership and Training for the Fight stated:

"We have all seen the typical movie roles of the leader out front, leading the bayonet charge into the enemy. It is a technique, one that I don't recommend. Effective combat leadership should empower the fighting troops to take initiative and decisive action at the lowest level to support the common goal. Leaders that have properly trained troops and have confidence in their tactics and capabilities are not afraid to do this. Not all troops are up to this level, but this is where we should strive to be." Howe, P.R. (2011). Comment by Selleg, Jeff: Missing page number

This goes back to what the author mentioned earlier with developing one SWAT Operators as leaders once they have finished their probation. By putting in the extra time, allowing your subordinates to develop as leaders, it will, in turn, benefit you as a Commander/Team Leader, by developing a sense of trust in your subordinates. If, as a leader, you are constantly looking over your subordinate's shoulder it will eventually cause the subordinate to doubt themselves. In turn, without even realizing it, you are crippling that Operator and any chance they had in becoming a leader or a thinker. Comment by Selleg, Jeff: Should be possessive “one’s” Comment by Selleg, Jeff: Missing citation Comment by Selleg, Jeff: Missing citation

Earlier we talked about “leading by being led”. In Lincoln on Leadership, Phillips, D. (1992) mentioned Lincolns approach “was to always give credit where credit was due and, conversely, to accept responsibility when things went wrong.” As a leader not only does this keep you honest and on point, but it also allows your subordinates a perception of where they are. If a subordinate fails to realize the lessons learned from such circumstances, at minimum, it will allow the subordinate to feel good about their work. Comment by Selleg, Jeff: Missing page number for direct quote

Lincoln on Leadership yielded many useful tips as far as developing your subordinates as leaders. Again, referencing the material read, Phillips, D. (1992) Lincolns principles hold to this day. In talking about developing leaders we can reference the following "Try not to feel insecure or threatened by your followers, and the greatest credit should be given to those in your organization who render the hardest work." The author discussed earlier the importance of a leader not being threatened by his/her followers. As a leader, one should be flattered if their subordinate is excelling among their peers. This can be considered a direct reflection of your leadership. The other Lincoln principle referenced, rewarding those in your organization who render the hardest work, should hold for any organization throughout the world. Comment by Selleg, Jeff: Missing page number for direct quotes

As a Commander/Team Leader you should always strive to do better. With that being said, building classes/training into the SWAT budget every year is crucial to the proper development of your Operators. The NTOA, TTPOA, LTPOA, and many other SWAT organizations host numerous classes every year, all over the country. Many of these classes are leadership development courses. As a leader, you should be registering and sending your subordinates to these training events to assist them in their development. Many departments have no issue with Operators attending these courses, as it will benefit the entire Police Department. When the Operator returns, they can share the information learned with the rest of their peers. By doing this the department will continue to evolve and develop more leaders, more Officers who are capable of executing a mission with little to no guidance. Comment by Selleg, Jeff: Missing citation. Who says

As mentioned earlier, leadership principles are imperative to the success of your team. Earlier the author mentioned leadership principles and the fact they can vary from department to department or SWAT team to team. The Founding Fathers on Leadership, Phillips, D. (1997) mentions a few principles that could be applied to any SWAT team and young Operator to successfully develop them as leaders. “Obtain information and make timely decisions, understand what people think and feel, keep people informed, obtain feedback, and inspire and motivate”. Comment by Selleg, Jeff: Missing page numbers for direct quotes

Let us address "obtain information and make timely decisions" first. As a leader you must be in the field, with the subordinates, gathering real-time information. Once the information is gathered, a leader needs to have the ability to decide to act. Another important aspect of this, while in training, your subordinates should be put in positions that force them to gather information quickly and efficiently, then makes decisions. This allows them to develop a sense of confidence and it also allows them to better understand the leader's job in the field.

Second, “understand what people think and feel”. Phillips, D. (1997) states in The Founding Fathers on Leadership: "If leaders perpetually seek personal contact with people, they will then know exactly what others think and how they feel. Therein lies the most fundamental of all leadership principles, which ties back to the definition of leadership: Leaders act for the wants and needs, the aspirations and expectations of the people they represent." As a leader, you must understand every one of your subordinates. If you fail to do so, you fail as a leader. Comment by Selleg, Jeff: Missing page number for direct quote

The next principle mentioned, "Keep people informed". As a leader sometimes we forget to disseminate information to the troops. There is nothing more demoralizing then "not knowing". This can easily be fixed by simply getting the word out to your subordinates; in return, it will boost morale and performance. This will motivate the troops to "want" to work for you. Another principle mentioned is "Obtain feedback". As a leader, if you show interest in your subordinate's opinion it gives them a sense of empowerment and pride in the team they worked so hard to be part of. With that being said, as a leader, it is important to be open and receptive to new ideas and criticism. All good leaders possess this trait and should be one of the first lessons taught when developing young leaders on the team. Comment by Selleg, Jeff: Missing citation Comment by Selleg, Jeff: Missing citation

The last principle the author mentioned from The Founding Fathers on Leadership is the ability to "inspire and innovate". Phillips, D. (1997) states: "Being in the field allows leaders to quickly size up a situation and implement new ideas (conjured up from both leaders and followers) that arise in response to specific events. It also provides many opportunities to inspire people by reminding them what they are fighting for, by charging into action, or by elevating the cause to a higher plane.” Comment by Selleg, Jeff: Same incorrect citation of a direct quote

When a leader is leading from the field, especially a pre-planned operation, it shows the subordinates they can be confident in the plan. It is also reassuring to your subordinates when they see you leading from the "battlefield" instead of over a radio. Granted, there are some situations where some leaders will not be able to be out with the "troops". However, confidence in a plan starts at the top and works its way down to the most junior Operator. As a leader how can you expect your subordinates to carry out a plan of action if you, yourself are not confident in the abilities of your team or the plan they are expected to execute. Comment by Selleg, Jeff: Missing citation Comment by Selleg, Jeff: Missing citation and not tied to a specific leadership role. Does the author mean Team leaders or Commanders? Comment by Selleg, Jeff: Missing citation

Throughout this paper, the author discussed the importance of developing leaders early on in their career as a SWAT Operator. Many points have been discussed, but it is the author's belief the SWAT team as a whole will benefit if leadership training is implemented early and consistently. Developing sound leadership principles and clear guidelines for your team is crucial to the proper development of young leaders. There are many opportunities to provide leadership training and opportunities for your subordinates. It is the responsibility of the training staff and those in charge to ensure the leadership training is executed efficiently. By doing this it will allow a sense of trust and confidence in the abilities of every Operator on the team.

References

Abrashoff, D.M.(2008). It’s Our Ship: The No-Nonsense Guide to Leadership. New York, New

York: Grand Central Publishing.

Howe, P.R. (2011). Leadership and Training for the Fight. New York, New York: Skyhorse

Publishing.

Phillips, D. (1992). Lincoln on Leadership. New York, New York: Grand Central Publishing.

Phillips, D. (1997). The Founding Fathers on Leadership. New York, New York: Grand Central

Publishing.