Wake Up Management

by Justin Edson, CCEA, COSS

Asleep at the wheel or gross negligence? When a vessel crashes into the rocks, who is at fault? The Captain. 

 

As Executives, Managers, and Supervisors we have a responsibility to our team to adapt, improve, listen, and LEAD! Leading is not easy and often thankless. We often face politics, budget constraints, and a variety of personalities under our charge. I often hear of stories regarding "management" and various levels that don't know what the staff in the field face, or don't communicate, or sold out to their bosses for their paycheck (or raise). 

I have also heard from many Code Enforcement Officers or Building Inspectors asking "how to go about showing management that there are dangers?"

All of this comes down to effective communication. The age-old stubbornness of saying the job is safe and don't ask for anything, needs to be behind us. Sadly I see cases where budget is not the thing holding back the purchase of equipment, software, or training. It is the personal decision of someone in a decision making role. I once had a new boss that came in from a previous city that had some experience overseeing our division. In the first 6 months, this Executive rarely met with me as a Manager, unless it was a political fire and did not take the time to ask for my opinion or understand our operation. They then decided to make changes to our training, budget, and fleet that was already approved by Council or was free. The troops were devastated! 

As a leader of the team you have to communicate effectively with your team to keep morale strong, but not undermine your boss. As your experience and sometimes luck improves, you are able to navigate upper management to meet your needs. I try to explain to decision makers that even the little things can improve employee morale and safety. For example, a free training related to safety or a low cost piece of equipment (OC spray). Employees feel safer and get something new. Explaining this and winning your boss over is the skill set you must develop. 

Back to being asleep at the wheel - many leaders take on a new role for the title and money without having the passion and energy to effect change. If it was easy, everyone would do it! More times than not, leaders eventually fall victim to this or choose to be like this. Denying your team training, equipment, and resources related to their safety in the workplace can be a risky thing to do with Senate Bill 296 out of California and OSHA requirements for an Injury and Illness Prevention Plan (IIPP). 

I encourage those Executives, Managers, and Supervisors reading this to reflect and listen to your team. What do they need to be effective? How can you support them? As a leader, take pride in your role to empower and communicate with your team. Even the most difficult employees can respect a leader that visually tries to improve operations and communicates setbacks. Do not be scared of letting them know! As a leader, you cannot always win 100% of the time and when your team has dropped to their knees, you must be the first one to standup and keep walking forward. 

If you are lucky you will get some big wins, but I keep fighting for the small victories in the right directions. An approval for new training, new budget, new process, can all help move you forward. Keep showing upper management and elected officials the great work you do and why you need things. Show them pictures of uniforms, vests, vehicles, or other equipment you need to demonstrate that other agencies do it and why they do it. 

Some leadership from a front line Supervisor to the highest level City/County Manager will have their own opinion and way of doing things. Learn what makes them tick and how you can win them over. In my first Manager role for Code Enforcement I was in my 20's and my City Manager who I reported to at a City of 100,000+ residents, initially had reservations about my youth. As I was able to handle task after task for him and learn what he expected of me, I became a strong asset to him. He mentored me and used me to address issues throughout the community that did not fall under my division. I built up relationships with other departments and learned how to ask for approval for things I needed. When Covid hit, we were the only division in the City to not get a budget cut because he said I used our funds effectively and got to work for the community.

Leadership is not easy. Be decisive, communicate, and push forward. No job can just be set on auto-pilot. Listen to your team and find ways to support them without being stubborn or set in your ways. Team building is critical to improve. Meet in casual settings like a park or a walk around the block to talk about the job. I worked for a Director that took us on a hike and a lunch after to brainstorm ideas for the year. Workplace safety is a major topic and every Supervisor needs to take this seriously. Work with Human Resources, Risk Management, City Attorney, and your boss to help create a safe work environment. Stay safe and take care of your teams! 

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About the Author

Justin Edson is a Public Safety Manager in California and previously served as a Building, Neighborhood Services, and Code Enforcement Manager across several cities. He is an ICC Certified Code Enforcement Administrator and a POST Field Training Officer. Prior to his 8+ years in Code Enforcement, he was with a Police Department for nearly 10 years. Justin was the Founding President of the Code Enforcement Officer Safety Foundation.