Anyone can become a manager, a supervisor or a trainer. By a proclamation or a promotional exam, the chief or sheriff can appoint you to the supervisory rank of corporal or sergeant. That title makes you a manager/supervisor. But leaders—real leaders—
aren’t anointed or appointed. The skill set that makes someone a leader is intrinsic to the person.
What are some of those qualities? If you ask a group of officers about what qualities they remember about their past bosses, they would probably say the ability to motivate their subordinates, to recognize talent and to instill and inspire confidence. If you ask those same officers what qualities they remember about their past trainers or instructors, you’d probably get the same answer.
Great trainers know how to motivate their students. Great trainers ensure students don’t quit, and the first step to motivating is the ability to communicate high performance standards. They set the bar high and create an environment in which all students can maintain those standards. They’re also the guardians of those standards, never compromising. Real trainers know that standards that are adopted and valued by the class (or the agency) can become motivators in and of themselves.
Superb trainers create a meritocracy—attaching a positive consequence to peak performance—or a rewards-based system that compensates officers based on performance. I guarantee that if you, as a trainer, implement such a system, others will take notice and follow suit.
Trainers should also teach by example, not expect their students to do what they themselves will not or cannot do.
Lastly, trainers, like leaders, should communicate short-term and long-term goals. Eager learners will naturally gravitate toward a clear goal or objective. Celebrate small victories to build momentum toward long-term goals.
Note: A special thank you to Capt. Scott Griffith (ret.) Ft. Myers (Fla.) PD. His book, Gridiron Leadership, was the inspiration for this article.
