HI there, i need a comment on what you think and agree
discussion.make sure 150 words for each discussion and answer separately. please thank you
Discussion1: PRI decided to first interview the Chief of Police for the Town of Lincoln and then interviewed the Fire Department Chief as well. I chose the Chief of Police for several reasons. For one thing, becoming a Police Chief is no easy task and does not happen by accident. The Police Chief has over 30 years of experience in law enforcement, much of which was spent as a supervisor and within the detective bureau. He also works part time as a college professor and teaches at police academies in Massachusetts. I figured he would have a unique perspective on leadership and how to become successful. I chose the Fire Department Chief because he is considered the head emergency manager for the Town of Lincoln, and my internship is focused on business continuity and emergency management. Like the Chief of Police, I figured the Fire Chief would also have some great insight into leadership and career success. Of note, the Fire Chief has significantly less years on in comparison to the Police Chief, which made me wonder how he was able to attain such as high level position relatively early on in his career.
For my interview with the Police Chief I was able to speak with him in person. I asked him a variety of questions and started off with asking about his journey of becoming a Chief. He explained that he never set out to becoming a Chief, but rather just took advantage of any opportunity that came a along, which eventually lead him to where he is today. Another question I asked was how he had shown workplace initiative in the past? He explained again, that he took advantage of every opportunity he had and said that it is important to try new things even if you think you may fail. He said that even if you fail, you learn and further said that sometimes failure is not even a reflection of you, but rather your agency not providing the proper tools to succeed. I then asked what he personally looks for in supervisors? He explained that the most important thing was finding someone that is very ethical and moral, but also someone that is flexible and willing to learn. He said that self-reflection is important in knowing what your strengths you have, what weakness you have, and what you need to work on. I also asked what advice he would give to someone looking to become a successful leader in a professional environment. He said that you need to understand the organization, the culture, your role within that organization, and also be willing to training, willing to change and make adjustments. My biggest take away from the Chief of Police were that in order to become a supervisor, and successful one at that, you need to be flexible, understand your abilities and know what you can improve on. The Chief also instilled in me that it is important to take advantage of anything that arises with no fear of failure.
Next I was able to interview the Fire Chief over the phone. I asked him several similar questions from my pervious interview, but also asked about emergency management matters. The Fire Chief explained that his journey becoming a Chief was partly due to the timing of the pervious Fire Chief going out on injury unexpectedly. He explained that he had done a lot of proactive things to help him standout to the town, such as resolving union issues, creating equipment maintenance and inventory lists which did not exist before, and becoming certified in equipment that no one else was qualified to handle at the time. I asked how he gained experience in emergency management? He explained that COVID helped me get a lot of experience. He explained that COVID really stressed the towns business continuity and emergency management capabilities but said that all departments in the town worked together towards solutions. He also said that as a Fire Chief he is given opportunities to go to a ton of different trainings which helped him gain experience. I asked what trainings he would recommend for someone that is interest in emergency management. He explained that even getting emergency management training for mangers can be difficult, but even more challenging for lower level staff. He did suggest a couple of different Federal Emergency Management Agency training certification courses that are offered online. I then asked how someone can gain experience emergency management, and he explained that the key was in building connections and networking. By meeting new people, they end up having access to resources that you did not even know existed. I also asked what qualities he looks for in supervisors? He said that he looked for people that showed a willingness to work- in meaning someone that does not easily give up. The example he gave was something breaking and one person immediately just saying that it is broken verses someone that tries to fix it first and then notifies him. He explained that he appreciates effort. He next explained that he looks for people that are motivated, specifically when it comes to education. He would want to promote a worker that takes a day off and on their own time goes to a training to become better and expand their knowledge as opposed to someone that would not do the same unless they were on overtime. The biggest lessons that I took from the Chief were to take initiative and be proactive within your organization in order to stand out, and to work on building connections within the industry that you’re interested in.
I chose to interview two people that are in the law enforcement field and are police officers with the Boston Police Department. The first person I chose was Captain Robert Ciccolo who is the person in charge of District A1 in downtown Boston. The second person I chose was Lieutenant Detective Stanley Demesmin, who oversees the Detective Unit in District 1. One of my main reasons for choosing these two people was because they come from very different backgrounds. For example, Captain Ciccolo was born in Massachusetts and his father was also a Boston Police Officer, who retired at the rank of Sergeant. Whereas, Lt. Det. Demesmin grew up in Haiti and immigrated to the United States and is the first one in his family to be a police officer. I found it interesting to listen to both people who came from such different backgrounds explain how they were able to advance in such a competitive field. Both individuals had to take multiple promotional exams and score competitively in order to advance in their careers. There is also the political side associated with policing. Captain Ciccolo had a family member already within the police department which potentially helped him throughout his career.
It was also interesting to hear the path these two people took to achieve their current rank within such a bureaucratic agency such as the Boston Police Department. Both individuals have very different philosophies on policing but have a common goal. The goal is ultimately to reduce crime and quality of life issues and at the same time motivating subordinates to perform at their peak levels. Captain Ciccolo, based on my interview questions, has a more hands on approach to policing. He prefers to be out in the field with the patrol officers and responding to calls from the community. One of the negative consequences is that the officers on patrol feel that by the captain responding to their calls for service, it is a form of micromanaging, which in turn erodes morale. Whereas, Lt. Det. Demesmin’s style of management is to let his subordinates perform their job function and only interject when requested or a problem arises. His belief is that detectives that he oversees are adults and should be self motivated. They understand what needs to be done and what the consequences are for not achieving those goals. The lieutenant’s approach to supervision is clearly very different from the captain’s approach.
Finally, both individuals have great responsibilities within their roles. Through my interview it is apparent that the captain has a lot of responsibilities when it comes to crime rates and quality of life complaints within his area of responsibility. The same can be said for the lieutenant. The lieutenant’s responsibilities are with how cases get reviewed and investigated. The volume of cases in downtown Boston is very high, therefore not every case will get the same amount of investigative attention. However, the responsibility ends with the lieutenant should an investigation be done poorly.
In summary, the two people I picked are high up in the management chain but have very different styles when it comes to managing and motivating their employees. Also, their background is vastly different. These were the main reasons why I chose these two people to interview. They provided me with a lot of insight on the highs and lows throughout their careers and how they resolved such issues. Overall, it was an eye opening learning experience.