Why He’s Attempting to Run the EPD Like Disney World
by: Brad Linzy
Posted by CCO without opinion, bias or editing
As most of us are aware, the recent drama surrounding the Fraternal Order of Police, the Evansville Police Department, and Chief Bolin on one hand and members of the City Council, the merit board, and the community on the other has raised tensions to an unnecessarily high level of late. Judging from the back and forth in the most recent City Council hearings on alleged police misconduct, there are some deeply rooted strains of animosity in some neighborhoods of the community and certainly among many in the black community.
While Bolin’s testimony at this hearing was mostly focused and even-keeled, and while his acknowledgement of internal problems left some hope for future improvement, many were disappointed that more specific plans of how he intends to lead the EPD into a more harmonious relationship with the community were not forthcoming. Acknowledging problems is one thing – in point of fact it’s half the battle – but articulating a clearly defined strategy for success is quite another thing.
It has become clear that Bolin is suffering from a duality of motivations. On the one hand, as the head of an entity sworn to “protect and serve†the community, Bolin must think of the citizens as his employers, his customers, and his most important constructive critics; however, as a leader of a team of men and women the size of the EPD, Bolin must also be mindful of its needs, dangers, challenges, and morale of his team. These competing motivations should not be at odds, but all outward signs indicate they unfortunately are.
Over the past few months, a spate of complaints – from the alleged beating of Robert Evidon to the alleged intimidation of firefighter George Madison Jr. – has arisen against EPD officers, and each time it has been observed that the EPD, it’s leadership, it’s officers, and even their family members circle the wagons, deny any and all fault, and in some extreme cases lash out in an attempt to intimidate or ridicule the alleged victim.
The EPD Facebook page, which should be used as a tool for community outreach in such instances, instead becomes a forum for a police pep rally. Anyone questioning the official story of the officer is summarily banned and any negative comments, including constructive criticisms, are erased.
Imagine any other kind of business or service acting this way… Imagine if you had a bad night in a hotel and when you tried to complain about no towels or hot water the staff gathered around and belittled you. Imagine the next time you got a steak at a restaurant and instead of medium rare, you got well done, and the manager he told you there was no evidence to support your claim and you should shut up or get out. This is obviously not a manner in which people in a service-based position should act. Companies selling a product or service with this attitude will not be long in business.
Obviously, drawing parallels between dangerous police work and ordinary service-based jobs is a limited exercise, but it helps to remind police that they are servants of the people who employ them, not the other way around, and it is the job of leadership to institute policies that make this relationship clear while also keeping the officers safe and motivated. So what are these policies? What is Chief Bolin’s management style? From where does he derive his inspiration?
According to reports from sources close to the EPD, Bolin has passed out a book to other officers entitled “Creating Magic: 10 Common Sense Leadership Strategies from a Life at Disney†by Lee Cockerell, a former Executive VP of Operations at Walt Disney World Resort. The book comprises principles taught at the Disney Institute, a leadership development seminar. According to sources, Bolin told his officers this was the book he wanted them all to read and follow, that this would comprise his management style.
Now, before you laugh, as many of these officers reportedly did, at the thought of a police Chief taking management pointers from the Magic Kingdom, consider this book and its principles have been studied by everyone from Fortune 500 companies to Walter Reed Army Medical staff as a basis for meeting their institutional goals and improving both customer experience and employee satisfaction. Suddenly Bolin’s choice of manifestos seems far less whimsical.
In this book, the author describes a transitioning from an old style of management to a new style based upon empowering and encouraging leadership from top to bottom of an organization. The author says this should be done through giving “clear expectations and ongoing education†to staff. [p.8]
The author describes some of the challenges involved in replacing old, entrenched ways of doing things with newer, more progressive ways: “The road to performance excellence was bumpy at first; change always meets with resistance, and this was no exception. Some of the old guard were set in their ways and were unwilling or unable to get on board.†[p.9]
The author insists these leadership principles will pay dividends as people adapt and take ownership of the new system: “Because they were involved from conception to execution, not only did they feel a sense of ownership in the new system, but their ideas proved to be invaluable.†[p.10]
In the chapter entitled “True Inclusionâ€, the author discusses the importance of knowing your team, of reaching out to everyone on your team, of making yourself available, of communicating clearly, directly, and honestly, and of designing your culture of values, beliefs, and behaviors.
In the chapter entitled “Breaking the Moldâ€, the author discusses the need to be clear about responsibilities, to empower subordinates to solve problems, and to flatten the corporate structure and make sure every position counts.
The chapter entitled “Make Your People Your Brand†discusses such important managerial attributes as selecting, nurturing, and promoting good talent, constantly evaluating performance, and how to terminate when necessary. “A leader’s job,†the author says, “is to do what has o be done, when it has to be done, in the way it should be done, whether you like it or not and whether they like it or not.†[p.110]
Anyone recalling Bolin’s testimony before the council will recall how his first guideline for officers was for them to “be niceâ€. Clearly this came from the “7 Guest Service Guidelines†list in Chapter 6, each with a 7 Dwarves Bent. As you read these, ask yourself how many apply to police work, and of those that apply, how many do most officers actually observe?
1.       Be Happy…make eye contact and smile!
2.       Be like Sneezy…greet and welcome each and every guest. Spread the spirit of Hospitality…It’s contagious.
3.       Don’t be Bashful…seek out Guest contact!
4.       Be like Doc…provide immediate Service recovery!
5.       Don’t be Grumpy…always display appropriate body language at all times!
6.       Be like Sleepy…create DREAMS and preserve the “MAGICAL†Guest experience!
7.       Don’t be Dopey…thank each and every Guest! [p.129]
Probably the most pertinent chapter for the EPD as far as averting and rectifying customer (citizen) complaints is Chapter Seven. In this chapter the author gives some great advice. Of all the chapters in the book, this might be the one Bolin most needs to reread. Here it suggests when problems arise to not only look at the people involved, but to look and ask if something procedurally might be flawed. It admonishes the reader to listen to customers, because it’s through customer complaints that opportunities for creative solutions are found. We are urged to learn firsthand what’s working and what’s not. This means going out and physically checking procedures, talking to customers with complaints, and asking questions. Finally, the author reminds us to stay technically up-to-date and thereby eliminate hassles. For police this means being equipped with technologies like body cameras that might better help them serve the public and avert embarrassing, damaging, or litigious incidents.
Overall, this is a great book. If its principles were actually implemented, if the officers under Bolin actually took it seriously when he reportedly asked them to read it, the EPD might not be in a position of being under fire by parts of the community. You certainly wouldn’t see the FOP calling for heads of respected community leaders to roll or the EPD Facebook page shutting out dissenting community voices like some third grader covering his ears when he doesn’t want to hear a valuable word of advice.
Police work is a chaotic, dangerous, frustrating, and often thankless job. Nothing will ever eliminate all problems or dangers in a police department, but with the right leadership, the right equipment, the right training, and the right policies, the dangers, frustrations, and citizen complaints can be greatly minimized.
