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J A N 2 0 1 4 F E B J A N 2 0 1 4 F E B
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never be repaid with evil, the inappropriate
behavior of others should never be used as an
excuse to lower standards.
EMOTIONS
Uncontrolled emotions can lead people
to say and do things they would never nor-
mally say or do. Emotions are also unreli-
able. They fluctuate based on circumstances,
events, and how people are treated by others.
Consequently, officers can ruin relationships
and careers if they allow their emotions to
guide their thinking, behavior, and perfor-
mance. Law enforcement officers must learn
to control their emotions when dealing with
offenders, the public, and coworkers. How
can officers guard against the damaging ef-
fects of uncontrolled emotions? The answer
is by relying on core values to direct thinking
and performance, not emotions.
Self-control, self-discipline, and profes-
sionalism are essential core values for combat-
ing heightened emotional states. The prestige
and honor of law enforcement should never be
compromised by unacceptable behavior due
to uncontrolled emotions. Law enforcement
officers, more than any other member of the
population, see firsthand the damaging effects
of uncontrolled emotions every day in their
jurisdiction. Diligence and discipline must be
maintained by officers to control thinking and
performance in the face of heightened emo-
tions. Just because an officer “feels” a certain
way does not mean he/she has free reign to
react unprofessionally. A true professional is
one who can perform exemplarily in the midst
of a heightened emotional state.
It is important to understand that emo-
tions cannot “make” anyone act a certain
way. Actions are a choice. Professional law
enforcement officers control their behavior
every day – even when experiencing height-
ened emotions. They may be angry when ar-
resting a suspect who is resisting but cannot
allow that anger to give rise to excessive force.
They may be embarrassed by something a
supervisor tells them but cannot strike back
with insubordination. They may even be sad-
dened or empathetic when having to arrest
someone for a crime committed during the
heat of passion; however, they cannot allow
these emotions to prevent them from doing
their job. If it were true that emotional peo-
ple had no control over their behavior, anar-
chy would result. Thankfully this is not the
case. Officers should be reminded of this and
allow core values to guide how they respond
in the midst of their emotions.
Regardless of how they are structured,
core values are designed to serve as a guiding
rod for how officers should think, perform,
and behave. It is for this reason that law en-
forcement administrators seek applicants
who exude a high degree of core values such
as ethics, integrity, self-discipline, motiva-
tion, and loyalty. Ideally, these core values
describe who the person is, not represent ide-
als and concepts a person chooses to follow
when convenient.
The importance of adhering to core values
in response to three specific factors – occupa-
tional circumstances, other people within the or-
ganization, and emotions – will be considered.
How officers respond to these three factors,
more than any others, can positively or nega-
tively affect the type of officer they become
and, ultimately, their career. For the purpose
of this article, the term “officer” refers to all
ranks and positions within the profession of
law enforcement.
Occupational Circumstances
Occupational circumstances refer to any
events, situations, or conditions law enforce-
ment officers face at work. Some of these cir-
cumstances include:
• Daily job responsibilities
• Internal departmental politics/conflict
• Supervisory expectations
• Support/resistance from the citizenry
• Hypervigilance
• Reduced staffing
• Low morale
In short, occupational circumstances
are what officers deal with day in, day out
at work. The problem arises when officers
use individual occupational circumstances to
guide their thinking and performance rather
than adhering to a solid set of core values.
The result leads to a constantly frustrated,
unmotivated, cynical officer.
An example of this phenomenon is
helpful. Officers have strong opinions regard-
ing how the courts should dispose of cases
brought before them. Often the courts dis-
pose of cases in ways contrary to many offi-
cers’ opinions (plea bargains, diversion plans,
dismissals, etc.). Many times, officers are left
feeling as if they are working in vain. As a
result, officers may use this occupational cir-
cumstance, and their disapproval, as a means
of rationalizing substandard performance
(such as failing to arrest for certain offenses
based on the belief that the case will be dis-
posed of in a certain manner). Instead of fall-
ing into this trap, officers should remember
that they took an oath of office to enforce the
law without bias or prejudice. Strict adher-
ence to the core values of integrity and ethics
should guide officers’ decision making, not
what the courts may or may not do.
The environment in which law enforce-
ment officers serve is both negative and hazard-
ous. If an officer chooses to substitute reliance
on core values for their occupational circum-
stances, many are available. These circum-
stances can lead to statements such as, “No
one cares, so why should I?” or “Nothing I do
really matters.” This is a precarious game that
is best left unplayed. It can turn an officer who
was once motivated, energetic, and profession-
al into an unstable malcontent who bases all
thoughts and actions solely on circumstances.
Other people within the
organization
Officers interact daily with people who
lie, cheat, steal, misrepresent themselves, and
deal unethically and immorally with others.
The sad fact is that these people not only make
up the criminal element of the community
but often members within the organization.
This reality is compounded when the people
behaving in this manner serve in supervisory
positions or are given immunity for such be-
havior. How officers respond to the actions
and words of other people can positively or
negatively affect thinking and performance.
Everyone knows those members within
the organization who behave unethically, im-
morally, unprofessionally, and without genu-
ine care and concern for others. Lest the rank
and file believe that chiefs and sheriffs are un-
affected by this aggravation, they should be
reminded that they work closely with city/
county managers, city/county board mem-
bers, mayors, and others who may behave
similarly. The problem comes when officers
allow the actions and words of other people
within the organization to dictate how they
will think and perform rather than adhering
to the reliability of core values.
The core values of honesty, motivation,
self-determination, and self-discipline as well
as ethics and integrity should be held higher
and guide thinking and performance more
than the unprofessional behavior of other
people within the organization. Just because
someone within the organization is allowed
to behave in inappropriate ways does not
mean individual standards should be low-
ered. The adages, “If they can do it, why can’t
I?” or “That’s not fair” should never be part
of an officer’s thinking. Just as evil should
The Importance of Core Values in the Law Enforcement Profession continued from page 16
continued on page 24
A MESSAGE FROM OUR CHAPLAIN
day as we prepare for our shift. As we don the bullet-resistant vest,
cinch up our Sam Brown gun belt, and place our sidearm into its hol-
ster, we also don the mental armor to take on the challenges of the day.
That “armor” protects us and, at times, we begin to cherish the armor
without recognizing its limitations.
Let me share some thoughts found in the Old Testament of the
Bible. In 1 Kings 20:11, King Ahab states the following: The king of
Israel answered, “Tell him: ‘One who puts on his armor should not boast
like one who takes it off.’”
The King of Israel was facing possible defeat at the hands of a for-
midable foe. After trying to negotiate, King Ahab was sent word from
his adversary that his country would be nothing but ashes after the bat-
tle. With courageous determination, King Ahab sent
word to his enemy, “Tell him: ‘One who puts on his
armor should not boast like one who takes it off.’”
Simply put, until you have experienced actual
battle, you cannot imagine or speak as to what it is
like. In other words, the one who has never worn ar-
mor in a fight cannot possibly boast (or understand)
what it is like to enter the fray like the person who is
taking off his armor following a fight.
Some of you wear “armor” that bears nicks,
dents, and, occasionally, a cut that results in your be-
ing wounded, so to speak. In our everyday battle as
leaders, we have come to expect that and, as law en-
forcement leaders, you have worn your armor well.
However, while this “armor” serves us perfectly at work, we must
constantly remind ourselves to remove our “armor” before we come
home to our families. Your family is a major touchstone in your life
providing the measure of balance and foundation that can be found
nowhere else. A touchstone serves as a standard against which we mea-
sure ourselves and reminds us of what is genuine and true.
Sometimes we wear our “armor” home where it hurts those very
family members to whom we owe the greatest protection. How I
wished, during my career, I had paused more often in prayer, medita-
tion, and reflection before I came home to my family at the end of my
shift. With that, my “armor” would have been removed prior to being
with those who meant the most to me. But all too often, I forgot that
simple process and brought my armor into my home with all of its
consequences. I urge you to be aware when you need your armor on
the job and when you need to be transparent and caring at home.
More will be written this year concerning our touchstones in life
since that is our theme for 2014. In the meantime, please know I lift
you all in prayer before our Heavenly Father. May He richly guide you
as you lead officers in this most noble calling: law enforcement.
Blessings, fellow warriors!
Dan Bateman, FBINAA Chaplain
Blessings, FellowWarriors!
Greetings to all of my FBI National Academy Associates from
your Chaplain! I am honored to serve you in this capacity for
the next four years. I am somewhat humbled to follow in the footsteps
of our esteemed chaplain of many years, Billy Gibson. Billy served
this Association with distinction, honor, and determination. We owe
Billy a debt of gratitude for his service. A future article will more fully
express how much Billy has meant to the Association.
A bit about myself: I recently retired as an
inspector from the Michigan State Police after 31
years of service. I attended the 201st Session of the
FBI National Academy and, following graduation,
became active with the Michigan chapter. I served
on our Curriculum Committee, eventually chair-
ing it, was selected as the editor of our newsletter,
and then served as Chapter secretary, vice-presi-
dent, and then president in 2010.
Each year of my tenure as your chaplain will
feature a topic that supports an overarching vi-
sion or theme. This will help all of us to remember
those important principles and people that keep us
anchored and grounded.
The overarching vision/theme is “Calling Us Back to Move Us For-
ward” and the yearly themes are incorporated as follows:
• 2014 – Touchstones: Remembering the Important
• 2015 – Mountain Tops and Valleys: Our Journey
• 2016 – Milestones, Not Goals: Keep Moving the Finish Line
• 2017 – Remembering Home: From Beginning to End
As I said, I am here to serve you in whatever capacity I can as God
allows me. You may have noticed the title of my article, “Blessings, fel-
low warriors”. It is a tag line I use frequently as I address sworn officers
both publicly and in correspondence. Having served as an enlisted of-
ficer with the Michigan State Police for over 31 years (and 20 years as a
command officer), I know the difficulties we face as we lead people in
this most noble of professions. I count myself as a warrior like you.
I know, too, the struggles we face in serving others whether it
is dealing with an unpredictable public, navigating the ever-changing
winds of politics, supervising officers who need strong guidance, work-
ing within the directives of governmental decisions or budgets with
which we privately disagree but honor as is our duty, or, in the worst
case, the great burden of a line-of-duty death of one of our officers.
It is the calling of a true warrior to serve well under these difficult
circumstances. And each of you possess that strong character, drive,
and integrity – otherwise you would not have been chosen to attend
the FBI National Academy.
But the circumstances of our career sometimes have an insidious
and unknowing effect on us. As warriors, we put on our “armor” every
by Dan Bateman