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• Dignity and Respect – everyone wants to be treated with respect and dignity also known as the golden rule. • Trust and Goodwill – everyone expects honesty and others to be concerned about the goodwill of others even before themselves. Regardless of the relationship, the absence of any one of these four parts will certainly render the relationship short of its true potential and those involved, one side or both, will not feel valued and respected. To illustrate this point I will share our mis- sion, visions and leadership statements. MISSION “Working with our community to provide professional police ser- vices since 1858.” LEADERSHIP “The relationship with the community starts with the relationships with our staff.” If we are going to succeed as law enforcement organizations, executive leaders must realize that relationship building must first occur inside the organization to insure the most effective exe- cution of our mission. If you expect it of them as they interact with the public they serve, and I suggest you should, you had better be sure you treat them the same way. Under the pillar of Officer Wellness and Safety, remember, every person in your organization wants to feel valued and re- spected, and when they do they will be satisfied, motivated, and be high performing. We all recognize that our staff does great work every day. Just imagine just how much more high perform- ing your employees would be if we could keep leadership in law enforcement just this simple. References Sir Robert Peel, Historic UK, 2018, website: http://www.historic-uk.com/HistoryUK/HistoryofEngland/Sir-Robert-Peel/ Wickersham Commission, Unites States History, website: http://www.u-s-history.com/pages/h1524.html Knapp Commission, What-When-Why, 2018 website: http://what-when-how.com/police-science/knapp-commission-police/ Warren Court, History of the Supreme Court, 1974, website: http://supremecourthistory.org/timeline_court_warren.html Violent Crime and Control Act, NCJRS, 1994, website: https://www.ncjrs.gov/txtfiles/billfs.txt President’s Task Force on 21st Century Policing, US National Archive Website: https://www.justice.gov/archives/opa/blog/president-s-task-force- 21st-century-policing-recommendations-print-action VISION “Those we serve know those who serve them.”

set the stage for Miranda and defendant’s rights. (Warrant Court Historical Society, 1974) The Knapp Commission was convened in 1970 to investi- gate the Serpico case and widespread corruption in NYPD. (What, When, How, 2018) In 1994, the Violent Crime Control and LawEnforcement Act identified best practices with community policing that had prov- en themselves since the 1800 to be the best way to deliver law en- forcement services. This act provided federal funding through the Officer of Community Oriented Policing and was responsible for adding many more officer to the street to fight crime and engage communities. This act also called attention to civilian review and consent decrees for “pattern or practice” issues within agencies. (NCJRS, 1994) The most recent government sponsored evaluation and re- port of law enforcement in the United Stated was the President’s Task Force on 21st Century Policing (US National Archives, 2015) convened by President Obama . The report highlights the six pil- lars of modern policing best practices; Public Trust and Legiti- macy, Policy ad Oversight, Technology and Social Media, Crime Reduction and Community Policing, Training and Education, Of- ficer Wellness and Safety. Many of the above listed reports as well as the first pillar, Public Trust and Legitimacy, speak directly to the importance of the relationship between our communities and us. In order to be a successful law enforcement leader you have to be sure you are focused on community engagement and relations. Where law enforcement leaders run into trouble is when they do not recognize the most important place to be building re- lationships; inside their organization. Just like our communities, our organizations are made up of people and people want to feel value and respected. It is a basic human need in any relationship. In turn, members of your organization will be satisfied, motivated, and high performing. If we can agree that leadership is the ability to positively influence others to achieve common goals and objectives, than to be a good leader you have to be a good relationship builder. Without a relationship, there cannot be a positive influence. If law enforcement executives understand the importance of relation- ships in law enforcement, truly effective leaders recognize how important internal relationships are to organizational success. Relationships inside the organization are no different than outside. As law enforcement leaders, we expect our staff to engage the public and build relationships. The true potential of an agency will never be realized if staff does not feel valued and respected. This applies to law enforcement leadership in a very basic way. A positive relationship has been redefined for law enforce- ment police legitimacy and procedural justice . There are four key parts to this latest description of relationship building as a best practice in law enforcement: • Voice – everyone wants to be heard and to have a chance to speak their mind and share their thoughts and ideas. • Neutrality – nobody wants to be judged or have others come with pre-disposed conclusions or opinions about a topic or person.

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About the Author: Ken Savano Chief of Police Petaluma Police Department FBINA #271

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