Putting team goals over individual goals/agendas has the potential to create conflict amongst teammates. On one hand, it is important to set individual goals and to make concerted efforts to work toward obtaining those goals; but when you make a commitment to a team you also need to honor your part in working toward the team’s goals. As a member of the team, you should have some input on the team’s goals, so hopefully they will somewhat naturally align with your own. This would be important information for an individual to have before joining at team, is this a mutually beneficial association? If the team goals do not align with your personal goals, it may be best not to join if that’s an option. Likewise, if you are on a team that was helping you achieve your goals, and at some point there becomes a compelling conflict of interest between your individual goals and the team’s goals, that may be the time to step down. Again, if that’s an option.
I saw a lot of teammates come and go during my 21 year tenure on SRT. People left for various reasons. Some were promoted off, some stepped down because the felt like it was their time, but some just "lost the passion" for the team. People change over time, and something that may have been their entire world at some point, can lose importance later on. If you realize you no longer find yourself wanting to give 100% to something, you should definitely analyze why that is and see if a change is warranted.
If there is a conflict of interest, it’s important to be transparent about it with the team so that it can be out in the open. This may cause some initial conflict, but its best address it as soon as possible, rather than keeping it hidden. Then all reasonable options can be considered, in collaboration with the team, as far as how to best address that conflict. This is where open and honest communication between teammates is so important, followed by employing good conflict resolution techniques as a team to address problems that arise.
Curt, I like how you point out that if the team goals do not align with your personal goals, perhaps it's best not to join if that is an option. A few years ago, we started requiring a potential officer to do a ride-along prior to moving forward in the hiring process. We also started to tailor some of our interview questions to what our expectations are. This has led some to withdraw from the application and hiring process, which in turn is mutually beneficial to both parties.
Curt, I understand that people get burnt out and lose interest. This can hurt the team if it is not addressed. As the leaders in our department, it is up to us to notice that and address it. Communication is key. Motivation is also very important. Sometimes we get in the grove of doing what we always do and it becomes too routine. The team needs excitement and purpose. That will make the team more productive and prevent burnout.
Curt, I like how you mentioned to be honest with your team members and open about what conflict of interest is occurring, sooner rather than later. I agree with you completely. If you have that honest conversation and collaborate with each other, the team itself may be able to come up with a good resolution that does not disrupt future achievement.
Putting team goals over individual goals/agendas is important for the overall success of the team. There is an overall goal that the team operates to achieve. Individuals can excel in the objectives that are needed to achieve the team goal. Every individual has their own goals and what they want to see out of their careers. It is healthy as long as those goals do not conflict with the overall goal of the team/department.
I have seen over and over the selfishness of certain people. One of my pet peeves is when people do not share their knowledge with others so they will stay the "needed" person. There was a deputy at the sheriff's office that was involved in almost every specialty position available. When someone came to him to try to gain knowledge, he would turn them away. He did not want someone else to have the knowledge he had, because he was afraid someone else would take his spot. He came to me one day and asked if I could allow him to drive a Tahoe instead of an Impala because he cant fit his equipment in the trunk. I told him he could just let someone else take some of his duties so he doesn't need to carry so much equipment. He said never mind. There is no problem with him achieving his goals of being a part of special positions. However, the department would be at a loss if something happened to where he could not work anymore. All of that knowledge is with one person. The department should not put all of it's eggs in one basket. That knowledge should be spread out with multiple people.
A good leader will be able to understand everyone's individual goals and find a way to put people in positions to use those goals to achieve the overall team/department goals.
I agree Brian. One of the things my department did poorly for the vast majority of my career was any sort of succession planning or preparation. It is natural for a person to find their niche and be “the go-to” for that one thing. But, like you said, you can’t have the same person be the go-to for everything. What happens when they’re gone or no longer able to carry out that function due to promotion, reassignment, etc.? Meridian never preplanned anything. Even if they knew a retirement, a promotion, or a reassignment was coming, we’d wait till after it happened, then start the process of filling those gaps. I never understood that kind of shortsightedness. Thankfully, our new Chief is onboard with preplanning and anticipating those things. We have begun to name and train promotions and special assignments in advance of those spots being open. We have also begun to start succession planning for years down the road. Our second-in-command has less than two years left. He will have some big shoes to fill as he became involved in so many things over the years. We need to spread that wealth around. Getting several people involved in the tasks and duties that he sees to can serve as a path for career advancement for them but it also helps the department as a whole, thus serving as both individual and team goals.
Brian, you hit the proverbial nail on the head with the one person "hoarding information" and knowledge. I watched that happen quite a bit in the past with management never stepping in to correct this. I watched the same managers suffer the dire consequences when that person abruptly left and took every bit of institutional knowledge with them. You brought up in earlier discussion posts and conversations about spreading special duties out to everyone. Giving ownership of the department to everyone involved is an excellent idea.
I agree Brian individual goals can be healthy and should be shared. It would be up to the leader to bring everyone together and prioritize goals so the team can move forward together. I feel that I have worked for leaders that focus solely on individual goals and take all the passion out of the team.
Brian, I like how you mentioned some individuals being selfish and not sharing information to be the "needed" person. This immediately made me think of a situation a week ago where one of our City Garage employee's would not tell his boss how he connects our MDT's to our printers, or show him where the cords were. The garage supervisor was obviously upset, but directly told me that the employee only feels needed when he holds information that others do not know. Your example sparked my thought and recollection of this and I could not agree more!
Putting team goals ahead of individual goals/agendas is a constant balancing act. Team and individual goals are not mutually exclusive. While every individual inevitably has personal goals, when working in a team setting, those individual priorities must be managed. This ensures they do not interfere with the overall success of the team. This requires intentional checks and balances to ensure the team remains focused on collective objectives.
This dynamic is especially evident in professional sports, where the ultimate goal should be to win games. While standout athletes may be able to carry a team, true consistent championship success is rarely achieved without a majority of the players aligning their personal interests with the team’s mission. A strong example of this is Tom Brady’s success with the New England Patriots. Although Brady had the clout to demand a top-tier salary, he frequently took less money or restructured his contract so that the team could retain or attract successful players. His individual choices reinforced the team-first culture that contributed to their long-term success.
Creating a culture of accountability is essential to ensure individuals rally around the team’s priorities. When the team’s goals are clearly communicated and emphasized, individuals understand what is expected of them and are more likely to contribute meaningfully to the group's success. Recognition of individual achievements should follow the achievement of team objectives and not precede them. The individual still gets recognition and opportunity to grow, however, that recognition and growth does not come at the expense of the team.
A great example of this principle is the current culture of the Grand Blanc Township Police Department. Previously, night shift patrol officers had certain individual drunk driving arrest requirements that created a culture of self-preservation. If officers did not meet their monthly requirements, they were subject to a poor monthly evaluation and possibly discipline. I kept pointing out to the police administration that “You can’t pour from an empty cup”, meaning that we are making officers worry too much about themselves and not as a team. We’ve since shifted our focus from individual drunk driving arrests to collective shift performance. Now, the entire shift has some accountability as well as the sergeant. Officers still have individual goals they can achieve. However, they work together as a team when making drunk driving arrests. Today, if an officer is not pulling their weight, it’s not just the supervision that takes notice, their peers do as well.
Todd, the requirement for drunk arrests are known throughout the county. I know that is one of the reasons people did not want to go to GB. Not everyone likes doing drunks. Taking it away from individual and putting it on the shift is much better. I have always been a fan of letting officers do what they love and they will prosper. I know that some officers love doing traffic and letting them go do that instead of other things makes them happy and improves their work. Other officers do not like doing traffic, but love doing other things. If you made everyone do traffic, the ones that hate it will not put as much effort into things they do like. This reduces the overall effort put into work and performance suffers as a department. We should be putting officers in positions to best achieve the overall department goals.
I like your point about this being a balancing act and that it requires clearly communicated and emphasized team goals. There has to be understanding in order to have buy-in. And it is not a one-and-done chat. Goals have to be continuously reevaluated, reiterated and reinforced. There should be as much input from individual team members as possible taken in when developing those team goals. This should happen on numerous levels; from a Department wide meeting led by the Chief, down to an individual shift meeting led by a sergeant. The Chief sets the ultimate team goals for the agency, the Division Commander sets the goas for their division, the sergeant sets their shift goals, and the officers set their individual goals. There should be some alignment from the bottom up in support of the overall Department goals. And, like you said, there needs to be clear communication. This stuff should be discussed at regular intervals. When everyone is on the same page and there is that buy-in, that’s when you see good teamwork, productivity, morale and growth in an agency.
Putting the team ahead of your individual agendas I believe is crucial for success in the future. If you focus on ensuring the teams success then you in return will be successful. However, I do think you can find a healthy balance between the two. Certain things may be one of your individual goals/agendas, but also help to better the team as a whole. The best outcomes are those where people work together towards an established common goal. As cheesy as the saying is, I think of when I was younger and coaches would say "there is no I in team, but there is an E for everyone." This saying (and example while playing sports) reinforces that no matter how much an individual tries to win by themselves, if they are playing on a team, they will still loose without the others.
I think it is important for every team to have conversation early on for what everyone mutually can agree upon for what they would like to achieve. This way there is no question in the future for what the teams goals/agendas were. I have seen it before where someone says "oh I thought everyone wanted that" or statements similar, but in fact it was only themselves. This is where the communication portion is crucial, and the early alignment of team goals are essential.
This might be confrontational but... using sporting examples, look at Labron and Jordan. To me there is a clear difference between team goals and individual goals. MJ is the best and his goal was for the team to win. You can see it during the games. He would fight for his teammates and he would celebrate his teammates. Labron is all about his personal goals. If he doesn't get his way he cries. He is very selfish in his actions.
Sometimes we see an officer that has special skills and allow them to get away with stuff. Then it grows out of hand. As the leaders of the department, if we have a Labron, then we need to weed that person out.
Reed I too used the phrase there is no I in the team when I was younger. I think that's probably why I enjoyed individual sports over team sports. I have always enjoyed doing things my own way. As I have progressed throughout my career I have learned the importance of focusing on a team and allowing everyone to contribute. I think this stem question ties to all the other stem questions in that involving the team and open communicates.
Reed, Nicely put with the sports euphemism. Too often, people try to put themselves first to be successful when on a team and it ultimately ends up doing the exact opposite. A team must always have good communication when it comes to goals and agendas. Often times, teams don't clearly discuss how they picture the team succeeding or what they need to do as "their part" for a team. When these situations happen, it often leads to discontent and distrust. Team goals will always outweigh individual ones, especially in the law enforcement profession.
Putting team goals over individual goals strengthens a team by building trust, promoting collaboration, and aligning everyone toward a shared purpose. It helps reduce conflict, improves communication, and increases overall effectiveness, as members focus on what's best for the group rather than personal gain. As a good leader, I believe it is important to model this behavior to inspire and empower team members.
I recall one Sergeant who ran troops based on his individual goals and not what was best for the team. Not only was there constant turmoil on the team, but members were not motivated or passionate to participate in projects. At the time I did not have enough experience to understand where his decisions were coming from. Looking back it makes sense why he cut almost every training short, did not purchase equipment until he needed it, and made his troops feel stupid when they asked questions. After a few years that Sergeant retired and a new Sergeant took over. The new Sergeant immediately met with the entire team and went over team goals and objectives. Within a few months, the change was impressive. Even on a simple level, the team enjoyed our time together. We were able to share opinions and ideas with one another without shame. The team grew and accomplished tasks in an efficient and successful Ultimately, putting the team first is not just a strategy, it is a standard that defines truly exceptional teams.
Kelly, I like the example that you gave. Too often, we have examples of poor leadership, and you clearly described one. It is not until a good leader steps in do we really know what true leadership is and how successful a team can be. Putting team goals first will always push a team towards true success. As newer officers, it is often times hard to see the motives behind poor leadership decisions. It usually takes numerous years or a promotion to really put yourself in their shoes and try to see what they were thinking. Obviously, this first leader ran a team for reasons more fitting for himself, whether it be for a lack of personal motivation, a drive to cut a budget to look good for a promotion, or numerous other reasons. I believe the biggest word you threw out in your response to this stem question is trust. When a team realizes that you are there not for self gain, but to improve the team and make everyone the best possible officer they can be as a unit, are you truly respected.
Putting team goals over individual goals/agendas is something, I feel, you could have a very big debate on. On one hand, people set individual goals for themselves and will seemingly do what is best for them in the end most of the time. I think that the conversation is a little bit different when you are referring to the law enforcement field. Many of the teams that we get put on could have life-or-death consequences if people are selfish, so it isn't something that you see every day. Most people who are noticed as always putting themselves first are often rooted out because of this reason. In order to be a trusted member of a team, you must understand that the well-being of a team is more important than individual goals. Your teammates must be able to rely on you that you will always have their back and that when the time comes, you aren't going to make a selfish decision that could put them in jeopardy. The debate can get tough when you start to take into account individual goals when it comes to personal goals for a career, not short sighted or selfish goals. It is very feasible that you could be a trusted member of a team but then take a promotion that would remove you from this position. These are decisions that we have to make on our own while understanding that this decision isn't being made to purposely be detrimental to a team but are in fact, just the unintended outcome of personal goal or agenda. Decisions like this will always be viewed in a different light compared to a personal decision you make that puts you first over your team.
Putting team goals over individual goals/agendas has the potential to create conflict amongst teammates. On one hand, it is important to set individual goals and to make concerted efforts to work toward obtaining those goals; but when you make a commitment to a team you also need to honor your part in working toward the team’s goals. As a member of the team, you should have some input on the team’s goals, so hopefully they will somewhat naturally align with your own. This would be important information for an individual to have before joining at team, is this a mutually beneficial association? If the team goals do not align with your personal goals, it may be best not to join if that’s an option. Likewise, if you are on a team that was helping you achieve your goals, and at some point there becomes a compelling conflict of interest between your individual goals and the team’s goals, that may be the time to step down. Again, if that’s an option.
ReplyDeleteI saw a lot of teammates come and go during my 21 year tenure on SRT. People left for various reasons. Some were promoted off, some stepped down because the felt like it was their time, but some just "lost the passion" for the team. People change over time, and something that may have been their entire world at some point, can lose importance later on. If you realize you no longer find yourself wanting to give 100% to something, you should definitely analyze why that is and see if a change is warranted.
If there is a conflict of interest, it’s important to be transparent about it with the team so that it can be out in the open. This may cause some initial conflict, but its best address it as soon as possible, rather than keeping it hidden. Then all reasonable options can be considered, in collaboration with the team, as far as how to best address that conflict. This is where open and honest communication between teammates is so important, followed by employing good conflict resolution techniques as a team to address problems that arise.
Curt, I like how you point out that if the team goals do not align with your personal goals, perhaps it's best not to join if that is an option. A few years ago, we started requiring a potential officer to do a ride-along prior to moving forward in the hiring process. We also started to tailor some of our interview questions to what our expectations are. This has led some to withdraw from the application and hiring process, which in turn is mutually beneficial to both parties.
DeleteCurt, I understand that people get burnt out and lose interest. This can hurt the team if it is not addressed. As the leaders in our department, it is up to us to notice that and address it. Communication is key. Motivation is also very important. Sometimes we get in the grove of doing what we always do and it becomes too routine. The team needs excitement and purpose. That will make the team more productive and prevent burnout.
DeleteCurt,
DeleteI like how you mentioned to be honest with your team members and open about what conflict of interest is occurring, sooner rather than later. I agree with you completely. If you have that honest conversation and collaborate with each other, the team itself may be able to come up with a good resolution that does not disrupt future achievement.
Putting team goals over individual goals/agendas is important for the overall success of the team. There is an overall goal that the team operates to achieve. Individuals can excel in the objectives that are needed to achieve the team goal. Every individual has their own goals and what they want to see out of their careers. It is healthy as long as those goals do not conflict with the overall goal of the team/department.
ReplyDeleteI have seen over and over the selfishness of certain people. One of my pet peeves is when people do not share their knowledge with others so they will stay the "needed" person. There was a deputy at the sheriff's office that was involved in almost every specialty position available. When someone came to him to try to gain knowledge, he would turn them away. He did not want someone else to have the knowledge he had, because he was afraid someone else would take his spot. He came to me one day and asked if I could allow him to drive a Tahoe instead of an Impala because he cant fit his equipment in the trunk. I told him he could just let someone else take some of his duties so he doesn't need to carry so much equipment. He said never mind. There is no problem with him achieving his goals of being a part of special positions. However, the department would be at a loss if something happened to where he could not work anymore. All of that knowledge is with one person. The department should not put all of it's eggs in one basket. That knowledge should be spread out with multiple people.
A good leader will be able to understand everyone's individual goals and find a way to put people in positions to use those goals to achieve the overall team/department goals.
I agree Brian. One of the things my department did poorly for the vast majority of my career was any sort of succession planning or preparation. It is natural for a person to find their niche and be “the go-to” for that one thing. But, like you said, you can’t have the same person be the go-to for everything. What happens when they’re gone or no longer able to carry out that function due to promotion, reassignment, etc.? Meridian never preplanned anything. Even if they knew a retirement, a promotion, or a reassignment was coming, we’d wait till after it happened, then start the process of filling those gaps. I never understood that kind of shortsightedness. Thankfully, our new Chief is onboard with preplanning and anticipating those things. We have begun to name and train promotions and special assignments in advance of those spots being open. We have also begun to start succession planning for years down the road. Our second-in-command has less than two years left. He will have some big shoes to fill as he became involved in so many things over the years. We need to spread that wealth around. Getting several people involved in the tasks and duties that he sees to can serve as a path for career advancement for them but it also helps the department as a whole, thus serving as both individual and team goals.
DeleteBrian, you hit the proverbial nail on the head with the one person "hoarding information" and knowledge. I watched that happen quite a bit in the past with management never stepping in to correct this. I watched the same managers suffer the dire consequences when that person abruptly left and took every bit of institutional knowledge with them. You brought up in earlier discussion posts and conversations about spreading special duties out to everyone. Giving ownership of the department to everyone involved is an excellent idea.
DeleteI agree Brian individual goals can be healthy and should be shared. It would be up to the leader to bring everyone together and prioritize goals so the team can move forward together. I feel that I have worked for leaders that focus solely on individual goals and take all the passion out of the team.
DeleteBrian,
DeleteI like how you mentioned some individuals being selfish and not sharing information to be the "needed" person. This immediately made me think of a situation a week ago where one of our City Garage employee's would not tell his boss how he connects our MDT's to our printers, or show him where the cords were. The garage supervisor was obviously upset, but directly told me that the employee only feels needed when he holds information that others do not know.
Your example sparked my thought and recollection of this and I could not agree more!
Putting team goals ahead of individual goals/agendas is a constant balancing act. Team and individual goals are not mutually exclusive. While every individual inevitably has personal goals, when working in a team setting, those individual priorities must be managed. This ensures they do not interfere with the overall success of the team. This requires intentional checks and balances to ensure the team remains focused on collective objectives.
ReplyDeleteThis dynamic is especially evident in professional sports, where the ultimate goal should be to win games. While standout athletes may be able to carry a team, true consistent championship success is rarely achieved without a majority of the players aligning their personal interests with the team’s mission. A strong example of this is Tom Brady’s success with the New England Patriots. Although Brady had the clout to demand a top-tier salary, he frequently took less money or restructured his contract so that the team could retain or attract successful players. His individual choices reinforced the team-first culture that contributed to their long-term success.
Creating a culture of accountability is essential to ensure individuals rally around the team’s priorities. When the team’s goals are clearly communicated and emphasized, individuals understand what is expected of them and are more likely to contribute meaningfully to the group's success. Recognition of individual achievements should follow the achievement of team objectives and not precede them. The individual still gets recognition and opportunity to grow, however, that recognition and growth does not come at the expense of the team.
A great example of this principle is the current culture of the Grand Blanc Township Police Department. Previously, night shift patrol officers had certain individual drunk driving arrest requirements that created a culture of self-preservation. If officers did not meet their monthly requirements, they were subject to a poor monthly evaluation and possibly discipline. I kept pointing out to the police administration that “You can’t pour from an empty cup”, meaning that we are making officers worry too much about themselves and not as a team. We’ve since shifted our focus from individual drunk driving arrests to collective shift performance. Now, the entire shift has some accountability as well as the sergeant. Officers still have individual goals they can achieve. However, they work together as a team when making drunk driving arrests. Today, if an officer is not pulling their weight, it’s not just the supervision that takes notice, their peers do as well.
Todd, the requirement for drunk arrests are known throughout the county. I know that is one of the reasons people did not want to go to GB. Not everyone likes doing drunks. Taking it away from individual and putting it on the shift is much better. I have always been a fan of letting officers do what they love and they will prosper. I know that some officers love doing traffic and letting them go do that instead of other things makes them happy and improves their work. Other officers do not like doing traffic, but love doing other things. If you made everyone do traffic, the ones that hate it will not put as much effort into things they do like. This reduces the overall effort put into work and performance suffers as a department. We should be putting officers in positions to best achieve the overall department goals.
DeleteI like your point about this being a balancing act and that it requires clearly communicated and emphasized team goals. There has to be understanding in order to have buy-in. And it is not a one-and-done chat. Goals have to be continuously reevaluated, reiterated and reinforced. There should be as much input from individual team members as possible taken in when developing those team goals. This should happen on numerous levels; from a Department wide meeting led by the Chief, down to an individual shift meeting led by a sergeant. The Chief sets the ultimate team goals for the agency, the Division Commander sets the goas for their division, the sergeant sets their shift goals, and the officers set their individual goals. There should be some alignment from the bottom up in support of the overall Department goals. And, like you said, there needs to be clear communication. This stuff should be discussed at regular intervals. When everyone is on the same page and there is that buy-in, that’s when you see good teamwork, productivity, morale and growth in an agency.
DeletePutting the team ahead of your individual agendas I believe is crucial for success in the future. If you focus on ensuring the teams success then you in return will be successful. However, I do think you can find a healthy balance between the two. Certain things may be one of your individual goals/agendas, but also help to better the team as a whole. The best outcomes are those where people work together towards an established common goal. As cheesy as the saying is, I think of when I was younger and coaches would say "there is no I in team, but there is an E for everyone." This saying (and example while playing sports) reinforces that no matter how much an individual tries to win by themselves, if they are playing on a team, they will still loose without the others.
ReplyDeleteI think it is important for every team to have conversation early on for what everyone mutually can agree upon for what they would like to achieve. This way there is no question in the future for what the teams goals/agendas were. I have seen it before where someone says "oh I thought everyone wanted that" or statements similar, but in fact it was only themselves. This is where the communication portion is crucial, and the early alignment of team goals are essential.
This might be confrontational but... using sporting examples, look at Labron and Jordan. To me there is a clear difference between team goals and individual goals. MJ is the best and his goal was for the team to win. You can see it during the games. He would fight for his teammates and he would celebrate his teammates. Labron is all about his personal goals. If he doesn't get his way he cries. He is very selfish in his actions.
DeleteSometimes we see an officer that has special skills and allow them to get away with stuff. Then it grows out of hand. As the leaders of the department, if we have a Labron, then we need to weed that person out.
Reed I too used the phrase there is no I in the team when I was younger. I think that's probably why I enjoyed individual sports over team sports. I have always enjoyed doing things my own way. As I have progressed throughout my career I have learned the importance of focusing on a team and allowing everyone to contribute. I think this stem question ties to all the other stem questions in that involving the team and open communicates.
DeleteReed,
DeleteNicely put with the sports euphemism. Too often, people try to put themselves first to be successful when on a team and it ultimately ends up doing the exact opposite. A team must always have good communication when it comes to goals and agendas. Often times, teams don't clearly discuss how they picture the team succeeding or what they need to do as "their part" for a team. When these situations happen, it often leads to discontent and distrust. Team goals will always outweigh individual ones, especially in the law enforcement profession.
Putting team goals over individual goals strengthens a team by building trust, promoting collaboration, and aligning everyone toward a shared purpose. It helps reduce conflict, improves communication, and increases overall effectiveness, as members focus on what's best for the group rather than personal gain. As a good leader, I believe it is important to model this behavior to inspire and empower team members.
ReplyDeleteI recall one Sergeant who ran troops based on his individual goals and not what was best for the team. Not only was there constant turmoil on the team, but members were not motivated or passionate to participate in projects. At the time I did not have enough experience to understand where his decisions were coming from. Looking back it makes sense why he cut almost every training short, did not purchase equipment until he needed it, and made his troops feel stupid when they asked questions. After a few years that Sergeant retired and a new Sergeant took over. The new Sergeant immediately met with the entire team and went over team goals and objectives. Within a few months, the change was impressive. Even on a simple level, the team enjoyed our time together. We were able to share opinions and ideas with one another without shame. The team grew and accomplished tasks in an efficient and successful Ultimately, putting the team first is not just a strategy, it is a standard that defines truly exceptional teams.
Kelly,
DeleteI like the example that you gave. Too often, we have examples of poor leadership, and you clearly described one. It is not until a good leader steps in do we really know what true leadership is and how successful a team can be. Putting team goals first will always push a team towards true success. As newer officers, it is often times hard to see the motives behind poor leadership decisions. It usually takes numerous years or a promotion to really put yourself in their shoes and try to see what they were thinking. Obviously, this first leader ran a team for reasons more fitting for himself, whether it be for a lack of personal motivation, a drive to cut a budget to look good for a promotion, or numerous other reasons.
I believe the biggest word you threw out in your response to this stem question is trust. When a team realizes that you are there not for self gain, but to improve the team and make everyone the best possible officer they can be as a unit, are you truly respected.
Putting team goals over individual goals/agendas is something, I feel, you could have a very big debate on. On one hand, people set individual goals for themselves and will seemingly do what is best for them in the end most of the time. I think that the conversation is a little bit different when you are referring to the law enforcement field. Many of the teams that we get put on could have life-or-death consequences if people are selfish, so it isn't something that you see every day. Most people who are noticed as always putting themselves first are often rooted out because of this reason.
ReplyDeleteIn order to be a trusted member of a team, you must understand that the well-being of a team is more important than individual goals. Your teammates must be able to rely on you that you will always have their back and that when the time comes, you aren't going to make a selfish decision that could put them in jeopardy.
The debate can get tough when you start to take into account individual goals when it comes to personal goals for a career, not short sighted or selfish goals. It is very feasible that you could be a trusted member of a team but then take a promotion that would remove you from this position. These are decisions that we have to make on our own while understanding that this decision isn't being made to purposely be detrimental to a team but are in fact, just the unintended outcome of personal goal or agenda. Decisions like this will always be viewed in a different light compared to a personal decision you make that puts you first over your team.