NCJ Number
191978
Journal
Law and Order Volume: 49 Issue: 10 Dated: October 2001 Pages: 145-150
Date Published
October 2001
Length
6 pages
Annotation
This article discusses the need and role of a coach and mentor for first line supervisors in law enforcement to enhance the management and leadership skills of law enforcement personnel.
Abstract
New first line supervisors usually are required to attend class to learn techniques, strategies, and tactics in areas such as leadership, operations, motivation, critical thinking, decision-making, people skills, communication, and public speaking. Unfortunately, training cannot fully prepare a supervisor for every situation encountered. Senior managers and leaders within the police department can perform the role of coach or mentor for newly promoted sergeants to assist in their success as effective supervisors. Coaching and mentoring helps prepare first line supervisors to fill positions of greater responsibility and increase job satisfaction and commitment. The coach and mentor ideally will: (1) build a sergeant's self-confidence by starting at an appropriate level for the mastering of skills; (2) facilitate learning by confirming knowledge of concepts, terms, symbols, rules, and procedures; (3) practice procedures or tasks, then critique the session with feedback; (4) provide ample time to practice and review complex skills; (5) verify that targeted skills and knowledge have been achieved successfully; (6) encourage the application of theories, principles or procedures in solving actual work-related problems; (7) have a genuine concern for the first line supervisor's personal development and career progress; (8) provide advice regarding career objectives; (9) encourage skill development training; (10) provide opportunities for development; (11) assign a challenging task without giving detailed instructions to allow the mentee the chance to learn from experience; (12) promote a sergeant's reputation by telling superiors about achievements and expertise; (13) serve as a role model by demonstrating effective behavior and attitudes in the workplace; and (14) recognize and praise of positive skills displayed. Mentoring and coaching is seen as serving to enhance performance, not only for sergeants, but for officers who move to each higher level of responsibility.