Biographical Data--Randall Aragon (Effective 10/99)

Currently, Chief of Police, Lumberton, N.C.--since September 1998. As Chief of Police for the Whiteville, N.C. Police Department (May 1993-August 1998) provided leadership that resulted in that agency being awarded the "Governor’s Award for Excellence in Community Oriented Policing," for 1996, 1997, and 1998: an unprecedented North Carolina achievement. Twenty-four years law enforcement experience, of which the last 14 years have been as a police chief. Bachelor of General Studies Degree in business management from The University of Nebraska at Omaha, Master of Arts Degree in Management from Webster University, and a graduate of the F.B.I. National Academy. Currently 1st Vice President of the N.C. Association of Chiefs of Police. Authored numerous law enforcement management articles that have been published in national and international criminal justice publications.

 

A CHIEF'S SURVIVAL KIT

Establishing a positive relationship with the city manager

BY RANDALL ARAGON

Articles on Leadership in law enforcement generally provide advice relating to developing an effective relationship with an executive's subordinates or peers. Very little has been written about establishing an effective relationship with a police chief's boss-the city manager.

City managers are powerful executives within the municipal hierarchy. A Chief's tenure and success is very dependent upon establishing and effective relationship with the city manager of his community. Too many talented, and energetic chiefs have been forced out of their position by either terminations or forced resignations because a "harmonious" relationship was not fostered between both executives. Enhancing a chief's survival skills can increase the department's overall effectiveness.

Working relationship

It is important that a police chief establish and maintain a loyal, trusting, and harmonious relationship with the city manager. To accomplish this, the following information would be communicated (preferably early in the chief's initial "taking charge" process): the performance philosophy of the city manager: the chief's performance goals: the desired system of periodic meetings (updates) ; issues the city manage desires to be apprised of; and nay administrative issues that may be of major or minor concern to the city manager.

City managers expect and should receive a high degree of loyalty. Most are skilled enough to detect even a hint of disloyalty, and once they discern a lack of support the relationship begins to falter. There is an adage explaining the consequences of disloyalty: "Trust is like fine china, once broken it is almost impossible to piece together."

Consequently, it is crucial that integrity is maintained in all aspects of interpersonal relations between city manage and police chief. Undermining a supervisor and other Machiavellian tactic should not be part of should not be part of a chief's "survival kit."

Once a manager senses true loyalty exists, and aura of trust can develop and the beginning of a healthy relationship will ensue. To foster a feeling of trust, the chief must recognize and work within the parameters of the city manager's performance (leadership) philosophy.

Is the city manager's orientation focused toward people, non-human resources, or both? Does he expect the police department to focus on solving crimes and not be overly concerned with traffic enforcement? This and many other issues need to communicated ( for discerned by the chief) early in the appointment process.

A chief must be a flexible leader capable of adjusting his style of management and sense of priorities to adapt to the needs of his particular city manager's unique performance philosophy. Do not assume that your new boss will operate in the same way the last city manager did. To continue to operate hoping that this manager will adjust to you is career suicide.

Performance Goals

Police department goals should be a new chief's first objective, and be reviewed on an annual basis. A management by objective (MBO) approach is recommended for the annual goal setting process. Written performance goals, established on an annual basis, would ensure that a chief's focus is on the same desires of the city manager.

During the course of the year it would be prudent for the chief and city manager to periodically discuss progress relating to the established performance goals. This review ensures that the city manager approves and agrees with departmental operations and progress. This also gives the chief an opportunity to discuss important variables that were not present during the initial goal setting process.

A schedule of required periodic briefings should be established. Does the city manager desire to be updated on a daily, weekly, or monthly basis? Does he require the meeting to be and informal update or a formal update using formatted written report, etc.,etc.? Such questions should be addressed early in the appointment process.

City managers have different philosophies relating to being apprised of information. A "management by exception" philosophy has proven valuable for man chiefs. Using this method, the chief communicates only certain categories of information to the city manager. This method commonly exists when there is a high level of trust.

For example, the city manager may desire to be informed only when any incident or information has an indication of being (a"serious crime, a string of related crimes, etc.), may be politically sensitive, or have been prime concerns of the city manager.

On the extreme end of the continuum, there are city manages that desire a comprehensive oral, daily synopsis of departmental activities. Unless he can convince the city manager otherwise, the chief must accommodate the desires of the city manager by delivering "hot" information in the agreed upon manner.

There may be a host of unique information/data that a city manager desires on a periodic or hoc basis. Each has his own orientation toward police administrative matters; consequently, such communication or data must be provided according to the manager's guidelines. For example, some city manager desire to know about each and every disciplinary action prior to it being administered. Others desire information only after the action is imposed. Some only desire knowledge regarding dismissals. Regardless of the monitoring level, such expectations must be expressed early in the appointment process.

A chief must have a balanced approach to the managing process. Besides satisfying the needs of employees and the community, he needs to be sensitive to the needs and concerns of his immediate supervisor, the city manager. A chief neglecting his supervisor's need and priorities will most likely suffer the consequences of an ineffective relationship-being forced out of office.

Proactive chiefs that desire an assurance of tenure should make note of these "survival kit" principles, and perhaps consciously add a few of their own to the list.

LAW AND ORDER November 1993

Randall Aragon has 20 years law enforcement experience, eight of them as a police chief. He is currently the chief of police for Whiteville, NC.

Retyped for placement in Police Chiefs Desk Reference 1999