Booter
Army.ca Veteran
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@daftandbarmy id say that we hit all the very specific benchmarks laid out in that article. That’s sarcasm. I think those types of articles are a good example of what’s wrong- a continuation of the incessant nattering from the government about bullying over everything else.
Corrections Canada management- bullies. RCMP- bullies. Governor General- bullies. PMOs office yells At people. Commissioner- bullies. CF leadership out of touch bullies.
Every time we re having a talk in this country about improving something it’s got to be done in two years, contain some factor that we have less control over than we think we do and set a hard number on it that we never hit (like “Raise indigenous officers to 5% by summer!”), and it has to
Serve two masters- become more operationally proficient AND satisfy some deep societal need to seem like it’s this harmonious swaying group of “our strength is our differences!”.
then shockingly we never make progress. These “goals” and language are designed for politicians not public servants (drawing a distinction for a moment- even though politicians should be servants). Politicians get away with this shit because they play games with statistics, move the goalposts and blame the other team while resting on lofty ideals, and beyond roads, borders and hospitals their work is imaginary. When our practical public safety agencies do it it’s immediately obvious it didn’t work.
You fix something by changing the successful strategies. If it is successful to yell and scream in your office- you’ll get yellers and screamers. If it is successful to plant rumours in the media about your boss being a bully- it’ll get planted.
If it’s successful to go home sick for years, or on pay for years after being charged or given a service charge people will do it.
If you get to work less by not being a uniformed call taker it’s a race to get out of uniform. Currently- there is a successful strategy- probably the most successsful strategy- in the force is to not do anything when you have to make a decision.
Look in those recommendations about all the stuff on leadership, promotion, who is in control. That all stems From it.
You will go farther presently if you gamble a little and cross your fingers not making the tough calls. Do not innovate. Do not exceed. Do not make a decision. It’ll probably go away. Don’t send the emergency alert- it’s PROBABLY not what’s going on- and if you’re wrong and send it you’ll annoy someone.
There are presently a group of “desired” up and comers in the organization pursuing rank- they actively avoid operational positions because in an operational position you have to make decisions that could cause you a headache by making the wrong call. Seek prestige positions that don’t contain risky decisions. These people will lead the organization- it is a successful strategy.
If you want to change the RCMP you have to reward strategies that create effective operations containing healthy members.
So- if it’s rewarded to not have enough officers or to not ask for more positions, or to turn in money rather than fix vehicles or equipment that’s what you’ll get.
If you hammer NCOs for not addressing issues in their office you might start to change the fabric, hammer them for not making decisions, hammer them for failing to Identify gaps- hammer them for not maintaining discipline. Hammer them for yelling and screaming. Hammer them for sexual harassment in the office. Make those behaviour unsuccessful.
Reward decision and informed risk taking- even where unsuccessful. Rebuke those that avoid “making the call”. Breed leaders concerned with the welfare of those they are responsible for- not just the “right ones” for that month. Be consistent. Change the bloody successful strategies.
Corrections Canada management- bullies. RCMP- bullies. Governor General- bullies. PMOs office yells At people. Commissioner- bullies. CF leadership out of touch bullies.
Every time we re having a talk in this country about improving something it’s got to be done in two years, contain some factor that we have less control over than we think we do and set a hard number on it that we never hit (like “Raise indigenous officers to 5% by summer!”), and it has to
Serve two masters- become more operationally proficient AND satisfy some deep societal need to seem like it’s this harmonious swaying group of “our strength is our differences!”.
then shockingly we never make progress. These “goals” and language are designed for politicians not public servants (drawing a distinction for a moment- even though politicians should be servants). Politicians get away with this shit because they play games with statistics, move the goalposts and blame the other team while resting on lofty ideals, and beyond roads, borders and hospitals their work is imaginary. When our practical public safety agencies do it it’s immediately obvious it didn’t work.
You fix something by changing the successful strategies. If it is successful to yell and scream in your office- you’ll get yellers and screamers. If it is successful to plant rumours in the media about your boss being a bully- it’ll get planted.
If it’s successful to go home sick for years, or on pay for years after being charged or given a service charge people will do it.
If you get to work less by not being a uniformed call taker it’s a race to get out of uniform. Currently- there is a successful strategy- probably the most successsful strategy- in the force is to not do anything when you have to make a decision.
Look in those recommendations about all the stuff on leadership, promotion, who is in control. That all stems From it.
You will go farther presently if you gamble a little and cross your fingers not making the tough calls. Do not innovate. Do not exceed. Do not make a decision. It’ll probably go away. Don’t send the emergency alert- it’s PROBABLY not what’s going on- and if you’re wrong and send it you’ll annoy someone.
There are presently a group of “desired” up and comers in the organization pursuing rank- they actively avoid operational positions because in an operational position you have to make decisions that could cause you a headache by making the wrong call. Seek prestige positions that don’t contain risky decisions. These people will lead the organization- it is a successful strategy.
If you want to change the RCMP you have to reward strategies that create effective operations containing healthy members.
So- if it’s rewarded to not have enough officers or to not ask for more positions, or to turn in money rather than fix vehicles or equipment that’s what you’ll get.
If you hammer NCOs for not addressing issues in their office you might start to change the fabric, hammer them for not making decisions, hammer them for failing to Identify gaps- hammer them for not maintaining discipline. Hammer them for yelling and screaming. Hammer them for sexual harassment in the office. Make those behaviour unsuccessful.
Reward decision and informed risk taking- even where unsuccessful. Rebuke those that avoid “making the call”. Breed leaders concerned with the welfare of those they are responsible for- not just the “right ones” for that month. Be consistent. Change the bloody successful strategies.