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Working with the newest generation of police officer does not have to be an exercise in frustration

Just when you think you’ve seen it all – and been through even more – now it appears that you're having a communication dilemma with the new recruits. How do you know? Well, have you ever tried to explain something to a new young officer, and while you think they ought to readily understand what you’re saying, they just don’t seem to get it. And, have you ever walked away from the conversation, shaking your head, thinking about how nice it will be to go on vacation or retire?

You’re not alone. It’s not you and, believe it or not, it’s not them.  What’s happening is referred to as an intergenerational management problem.  You can’t seem to communicate; they don’t seem to understand; and things between the ranks get messy as a result (and you thought this only happened at home with your kids).

Intergenerational management problems are as old, and as common, as the day is long – just ask your parents. And, while you’re at it, ask an old sergeant with whom you used to work. You’ll be enlightened with information and a few laughs – because you, too, were once thought of as the one who “didn’t get it.”

There is good news. There really is a way for police managers to effectively manage Generation Y police officers. First, take a look at what makes up a Generation Y’er, followed by a close look at how you were perceived by your peers and supervisors when you first started.  Regardless of what generation classification you’re in, it is important to look back and reflect on your first days of police work.

Who Are They?

Generation Y is categorized as persons born between 1977 and 1995.  These people, who most know as kids, make up more than a fifth of the U.S. population, and are likely six times larger than those people in Generation X. Generation Y’ers are seen as the largest target of marketers and advertisers, due to their size and enormous spending power. They represent the most diverse, technology savvy and materialistic generation yet.

Generation Y’ers have not really seen a bad economy and have felt tremendous effects of a bad political climate. While your parents may have told you that you couldn’t have 25 cents for an ice cream, Generation Y’s parents likely said, “Yes,” when they asked for $2.50 for an ice cream.

Most Generation Y’ers are materialistic, wanting brand names instead of generic – the higher end, the better. They are less serious than other generations and are full of fun, but have seen the worst of the worst. School violence, drugs, sex, and the media have crafted their generation into a socially aware conscience group, yet they are not likely to read a newspaper anytime soon. They are confident, optimistic, idealistic and very eager, and they tend to be passionate and committed to their quality of life.

Here’s the other side: Generation Y’ers expect things. They expect overtime opportunities. They expect a regular raise. They expect that they will get a new cruiser. They expect that things will be handed to them. If they don’t get it, you will know it. Generation Y’ers are not afraid to voice their grievances. They are a vocal generation, so be prepared.

It is important to understand that nearly every Generation Y’er is technologically savvy, using the Internet, E-mail, and chat rooms as a main method of communication. Cell phones have replaced pagers and MP3s have replaced CDs. Generation Y’ers laugh when you show them a cassette tape of Bon Jovi, never mind a “Sticky Fingers” album.  They are very much in touch with their own and find it very difficult to understand how the older generation survived.

Understand that they never knew what a carburetor was. They grew up with malls, while their older counterparts grew up with centers and squares. They knew nothing of the gasoline crisis and have never seen a typewriter. They never dialed a telephone and never use a pay phone.

Looking Back

When you applied for this police job, you went in and applied; perhaps, took a test, and went through a background check. It was expected “back then” that you had no tainted history or “colorful” background whatsoever, or you were weeded out. Generation Y’ers applied for their police job (or, at least, inquired on-line) and, perhaps, filled out the entire application on-line.  And, when it comes to their background, it now seems less frowned upon if they used marijuana or other drugs for recreational or experimental purposes. Generation Y’ers expect that they will get the job, even if they have had some brushes with the law, never mind some traffic offenses. 

Admittedly, the recruitment standards have diminished nationwide. What is the issue? There are no applicants. Generation Y’ers don’t want to be cops and less of them want to do this for an entire career.

So, now you’re shaking your head, wondering how they ever got this way. Well, don’t give up.

Recall your sergeant shaking his head as he asked why you did, or didn’t do, something and how you had to deal with it. Remember when you made some blunders and ace moves?  Remember how you carried a comb in your uniform pants? Remember the trademark Ray-Ban® law enforcement teardrop sunglasses you just had to have? Remember how great it was when you actually got the job – even with just a high school diploma?

Think back and ask yourself how the previous generations’ value structure changed the way we lived back then.  Our predecessors had more respect for the job, the badge and our partners, and less for the community.  The code of silence actually worked and it was considered honorable to stick up for the troops, and never, absolutely never, rat on your peers.  Baby Boomers and Generation X’ers somehow managed to carry many of the same traits, but began to lose it as they grew weary of the profession being ripped apart by their rogue peers. Pay was not such a big issue for our predecessors as pride.  Our predecessors’ uniforms were crisp and intimidating and, for the most part, so were ours. Our generations saw it differently, but somehow carried the torch and took the bull by the horns.

How Do We Deal?

Patience, common sense and understanding.  Use what you know about their generation to affectively manage. Speak their language, just short of using the word “dude.” Generation Y’ers are not into lingo, so don’t overdo it. Talk to them pointedly and directly. Don’t beat around the bush because they’ll know it and forever disrespect you.

Instead of shaking your head and walking south in a quandary, consider soliciting their input to a particular problem. This is the old management term called empowerment. When you, as a supervisor, allow officers to be part of the solution, you empower yourself while motivating thought and officer morale. They feel as important as you make them feel.  Simply put: If you have kids hanging around an area they shouldn’t be, why not ask a “kid” what to do about it. If you believe you have a school violence problem, ask a “kid” on your job how they would address it. And, if you don’t like the answer, or it somehow doesn’t seem kosher, give it a second thought and bring your concerns to the table. They will regard you as a god for the dialog.

What if you don’t have the answer? Well, you don’t have to be the “Shell Answer Man.”  Remember, some of the common traits of this generation suggest that they are idealistic, optimistic, confident and ambitious. Their glass is half full, while yours might be half (or almost empty) by this point in your career. So, let them do the work for you.

A Few Dos and Don’ts

Don’t confront Generation Y’ers with, “We didn’t do it this way, so neither should you,” or “I worked my ass off to become Sergeant. Don’t walk around here like you’re the boss.” The ever prevalent “I walked to school in my bare feet uphill in a blizzard” won’t work with this group, so don’t make the mistake of trying. You will clearly make yourself distant and eventually insignificant to their plans and, in the bigger picture, you will phase yourself out organizationally, as more are being hired as we speak.

Don’t treat them differently than other subordinates who are older. While they definitely have a different outlook on life, they are mindful of what you think, and consider your respect for them as equally as you demand their respect. It’s not one way anymore and now you actually have to show it. If the generation Y’er is brand-new to your shift or division, you should treat them as equally as you treat the officer with ten years experience. The Generation Y’ers consider themselves assets to the organization automatically and will seek this respect as if they have been there ten years.

Simply put: If you put your feet up on the desk and read the paper, you can rest assured that they will do the same. No more waiting for their probationary period to expire before relaxing; they will expect to do the same as you. They don’t walk on eggshells the first year as you did.

When they ask a question of you, break the rules and answer them with a question. Simply put, if they ask, “Sergeant, should I call for the detective on this?” your response should be, “What do you think you should do and why?” Flipping the burden to them will educate and challenge them to think. This is a great way to manage, as you are really doing them a favor with your light guidance.

Don’t guess on any particular issue and don’t pretend to have the answer. This may have worked many years ago, but when (and when is stressed) they find out you were giving them a line of BS, you will have begun to dig your sacred burial spot. No one likes a BS artist, but this generation, given their traits, will get the best of you when you get caught.

Simply put: If you are asked a question or are given a circumstance which you are unfamiliar with, or can’t answer, say so. Tell them that you don’t know and that you’ll help them find out. If you follow through and actually help them with the issue, they will respect you forever.

If you need to bring the book down on them for doing something wrong, or not doing something, do it with professionalism and tact. Know what you’re going to say before you sit with them. Have an action plan for the rebuttal, and know what to do when they claim that someone else did it, too. Be willing to show them how to correct the problem and physically invest energy into the task. If, for one second, they catch you off guard, you will be trapped.

Regardless of what the issue, make sure they feel that they were not wronged as the result of the counseling and that they don’t feel singled out or different. Even when in the wrong, Generation Y’ers will quickly acknowledge their wayward ways, as long as they feel equal.

These are not the donut eating cops we all know and love. They prefer bagels, granola bars and fruit. They read the stock pages and are placing orders with their brokers on their cell phones while you’re looking up the daily number and reading baseball scores. They are wearing Revo or Oakley sunglasses, but don’t carry a comb in their back pocket. They consider law enforcement an opportunity for growth; you considered it a job – a damn good one at that. They have a lot of different ideas and so did you so many years ago.

A good deal of this seems like common sense to the road supervisor – and, in reality, it is. Never before have we been confronted with a generation so strong willed and vocal. Remember, they have the attitude that they don’t need this job; there are others out there waiting for them.

Take a deep breath and relax. It’s not you; however, the burden to practice good management is yours. If you passively or willfully mistreat this new generation of police officers, you will make your department’s revolving door larger and, certainly, won’t ever make the problems of miscommunication go away.

About the Author: John R. Lundborn is a lieutenant with the Truro Police Department, located on Cape Cod, Massachusetts. He has a bachelor’s degree in law enforcement and a master’s degree in public management. He is an adjunct management instructor at a Massachusetts college and has published several articles and studies about police management, motivation and morale.