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POLICE EQUIPMENT NEWS RECRUIT & RETAIN ADVERTISER INDEX PRODUCT SPOTLIGHT Toxic Personalities Part 3 Identify, confront and stop this negative behavior. By Dwayne Orrick Toxic behaviors occur because individuals believe their conduct is acceptable and their leaders allow it to persist. Within the profession, "assertive" behavior is often rewarded or admired. In some cases, leaders unwittingly support or reward negative behavior. Over time, a few individuals' toxic behavior infiltrates and destroys the work environment for the entire unit or department. The frst step for a leader seeking to provide a positive work environment is to confrm the existence of unacceptable behavior. One approach may be to inspect the number and types of citizen complaints. The reason for this is employees who are treated poorly by their supervisors are more likely to act in a similar manner with the public, which leads to an increase in citizen complaints. There are other indicators that toxic individuals are adversely affecting the workplace. Complaints about an individual or group from a specifc shift or unit. Persons are visibly hesitant to openly discuss issues in a meeting. Increased sick leave, requests for transfers, or resignations from a shift/ unit. Substantiated or repeated grievances of mistreatment. Lawsuits by employees against a supervisor and the department. Once it has been determined a problem may exist, steps must be taken to identify the types and severity of toxic behavior being exhibited. This requires good communications throughout the entire department. Unfortunately, one of the side effects of toxic behavior is the destruction of trust and open communications. To ensure the leader's message is being received by all employees, it must be sent in a variety of ways such as staff meetings, small-group discussions, one-on-one meetings, newsletters, and chief-executive blog postings. The key is to send the message frequently, consistently, and in a variety of formats. Similarly, to accurately assess the severity of problem behaviors, different techniques should be employed including exit interviews, 360-degree evaluations, focus groups, and organizational leadership surveys. In some cases, leaders may fnd it more effective to use an independent, outside source to facilitate these processes. Using the information gathered on the types and severity of toxic behavior as well as the offenders, a comprehensive, multidimensional plan should be created that includes formal policy directives, training, role modeling, and processes to hold individuals accountable. The chief executive must make a formal "Toxic behaviors or cultures are not created overnight and take time to correct. Too often supervisors ignore a problem in hopes the individual "will work it out." This approach almost always results in the behavior becoming worse. Delaying initiation of corrective action is not acceptable." 92 LAW and ORDER I October 2013 declaration prohibiting inappropriate behavior and establishing the standards of conduct regarding interpersonal relations. The chief must model these standards for the entire organization. As new employees are being onboarded, each should be explained the standards of conduct for interaction with co-workers and how to respond if treated inappropriately by a co-worker or a person in authority, i.e., training offcer, supervisor. Field training officers must model the desired behavior for an offcer and work to inoculate recruits against negative personalities. To accomplish this, only the best offcers in the department should be assigned to these positions. When a recruit witnesses negative behavior, the FTO should be able to openly discuss the conduct and how it will interfere with the individual's personal and professional development. Toxic behaviors or cultures are not created overnight and take time to correct. Too often supervisors ignore a problem in hopes the individual "will work it out." This approach almost always results in the behavior becoming worse. Delaying initiation of corrective action is not acceptable. Promptly addressing negative behaviors is critical for minimizing the potential negative impact and preventing the behavior from becoming a habit. Because of this, supervisors must be held accountable for immediately addressing negative behaviors as soon as it is observed. Prior to being assigned to a position with responsibility for other employees, new supervisors should complete training that prepares them for the new position. This training should include facilitated class discussions and practical exercises