Bully For You - Step Six

The Twelve Steps - Step Six

Original Wording ( A.A.): We are entirely ready to have our Higher Power remove all these defects of character.

Corporate Wording: We recognize that intelligence and learned behaviours designed to promote ones own personal ambitions can never replace the core character qualities such as courage and integrity. We are ready to promote courageous persons who will challenge wrongdoing and pursue truth at personal risk. We will elevate and model the qualities of character, providing training, influence, and courageous leadership as examples to others.

Commentary: In the early 1980's the RCMP training academy, "Depot", was a place of learning excellence and high standards. Recruits were put through a rigourous six month program designed to prepare them for the myriad of problems and situations they would face as police officers across Canada.

Like most institutions and learning environments, there was also a seriously erroneous paradox in its 'raison d'etre' ; as it was also a breeding ground for deep character flaws, in particular abuses of personal power.

Abuse of power was modeled by some instructors and thus passed on to the recruit. One weeks seniority over another troop often translated into verbal abuse and unjust consequences for the most minor of offences, as the senior troop was tasked to inspect the more junior troops.

Recruits were encouraged to bully the weaker performers in their troop in a misguided attempt to bring their performance up to a higher standard. " You're bringing down the troop." was often harshly verbalized to the more moderate to low performers.

I remember vividly the shaming and abuse that I took part in myself, as a supposedly higher performer, as several troopmates and I handcuffed and shaved the legs of a "weaker performer", in order to get him to comply and work harder. Like the "code red" ordered by the Commanding Officer, played by Jack Nicholson, in the movie A Few Good Men, this was nothing more than mean spirited abuse of power designed to oppress and destroy the dignity and spirit of a fellow human being. All in the name of compliance and troop 'esprit de corps.'

I can still see the hurt and pain in my troopmates face and for this action I am so deeply sorry that I got caught up in the influence of the cultural evil and abuse that was allowed, and encouraged, to exist. The times I have abused my own power as a police officer have ceased to haunt me as they used to. I cannot forget, however, where I was and where I have come from on my own journey of transformation and restoration. Abuse of power and bullying is wrong on all accounts. It was wrong when I allowed myself to fall into its trap and it is wrong now.

Psychologists often say that what one hates the most in another persons behaviour is what one struggles with the most in themselves. I recognize my capacity to bully and abuse power. I also recognize my passionate dislike of bullying behaviour, particularly when it comes in the form of institutional fear.

Thankfully in this day and age this type of activity that I have described would be a human rights issue that could and should be challenged to the fullest extent of the laws of the land.

What this systemic mentality has done however is perpetrated the thread of abuse and bullying in a culture where mindsets and understanding remain, at times, archaically un-illuminated.

Looking out for ones own career and ambitions become the motivating factor of performance, and the weaker performers, or certainly those who would stand in the way of these goals, become the bullied.

It is difficult to change the mindset of a culture where the individuals involved are birthed and molded into the particular ethos in question. Like the rehabilitation of a person who as a child is brought up with anti-social behaviours and ideals, the transforming process can be extremely difficult, taking time, patience, humility, and courage.

Bullying and intimidation by police officers is a systemic character flaw that requires strong opposition, in a spirit of respect and moral goodness. A retraining of ideals, morals, values and expectations is required to undo the cultural framework of decades old mindsets.

Unfortunately, as I have identified throughout this blog, when challenged, police officers of the highest rank are often lured into the default position of their institutional roots of abuse of power. The recruit in the troop with one more weeks seniority, many years later, becomes the officer with one higher level of rank, bringing with themselves an expectation of unquestioned conformity and complicity.

I have often reflected on the phenomenon of the senior officer who would ignore the lower ranking members in day to day office life, only to smile and exuberantly shake their hand the next week when they are now retired and selling real estate and tell the same person that if there is anything they can do for them to let them know.

A false and flawed perception of ones own importance and power can wreak havoc on an institution. This institutional character flaw is one which needs correction and removal. Courageous leaders know this intrinsically. It is up to them to do their part in bringing this transformation about. The noble and courageous side of the police officer must win over the abusive and self centered side. Leaders need to model a self sacrificial and humble attitude as moral values and doing what is right regardless of personal risk, become the benchmark of performance.

Live, Love, Laugh, Learn, and Leave a Legacy

As I approach this weekend in anticipation of a great time of river rafting, camping and fishing with a group of men of integrity, conviction and courage, I am reflective upon the destruction that a drivenness to succeed can cause an individual and his/her family.

I intend on returning to the twelve step series on Monday, but for today I wanted to comment, once again, on the idea of success. How we measure success ( because we all want to succeed ) will determine how we live our life.

I attribute my reflective state today to a coffee I shared this morning with a good friend who is a struggling former police officer. By the measurement of the profession ( such as investigative ability, reputation, and results) he was highly successful. A series of events have taken place that have left him alienated by many of his former colleagues, and brought him to a place of deep introspection himself.

I watched him as he held his wife in his arm, the love and commitment very clear in his look and actions, after enduring much hardship and heartache together, and I thought " wow, no matter what he has done in his career, this is true success."

We are bombarded with the illusion that success is something that can be bought, acquired or achieved. We strive to impress and strive to achieve only to realize that the always moving standard of outward success will never, ever, bring peace and wholeness to our hearts and souls.

A gentle and peaceful soul, a hearty laugh, kibittzing with little kids, living an authentic and real life, in all its ups and downs, is to have succeeded. Having the respect of persons of character and integrity is to have succeeded. Living with courage is to have succeeded.

I know my friend has and will continue to succeed in the important areas of life. He is a man of courage and compassion who, unfortunately, has hit a rough patch in life and has been let down by the institution that he has poured his heart and soul into.

From tragedy can come triumph. An awakening to the important things in life can sometimes be very painful but is always a blessing in disguise.

For the cops out there who are struggling, I encourage you to really read the words of Ralph Waldo Emerson. Re-align your priorities and convictions and enjoy a successful and rich life of love, laughter, simplicity, courage and honor. This is the only lasting legacy that is worth anything at all. It is worth your all.

Sometimes the Best Light Comes From a Burning Bridge

I rarely like to begin a musing with a disclaimer attached to it but here goes. Please forgive me if I sound a little fired up today but I am, it is only because I care.

I received a heartbreaking e-mail from an RCMP member yesterday whose battle to pursue what is right and good for the benefit of the organization is taking its toll on his emotional health. Because he cares and desires to make a difference in fighting for an ideal and principle that is higher than his own personal ambitions, he has faced down venemous opposition and attempted 'intimidation by rank,' from some of his management.

I suspect that many of his detractors have never even had a coffee with him and got to know the depth of his character and conviction. He is seen as an agitator - only because he dares to challenge poor leadership. What they don't see is his anguish and frustration as a committed family man, husband, father, and passionate member of what is supposed to be a courageous and honorable profession.

High ideals of courage and character and integrity are always going to be met with opposition which is often underhanded and cowardly in its execution.

One of my new favorite authors, Gus Lee has written a book entitled Courage: The Backbone of Leadership. It is a dangerous book and quite possibly a threat to institutions weaned on a command and control mindset. Lee is a much sought after corporate consultant and a recognized expert in leadership and ethics.

Lee describes living a life of courage as being on a river bank. On the safe side of the bank is a good person, he tells the truth, he doesn't cheat or steal or lie and will follow a prescribed ethical code by his institution. On the other, more dangerous side of the river, known as the river of fear, is the life of the courageous person. They will take risks for principles and other people, they act with integrity and discern right from wrong, they stop and expose wrongdoing and challenge injustices. Their character is one of sustained integrity and courage.

To get to the life of courage and conviction and integrity, the good person needs to make a commitment to cross the river of fear to become a great person. Injustices, intimidations, abuses of power, and fearmongering have got to be challenged and stopped by someone. They cannot be stopped until the good person chooses to cross the river.

I suspect that my friend has entered the river, desires more than anything to cross it, is in the middle and wondering if he should go back to the safety of goodness and honesty, or whether he should plunge ahead onto the bank of courage and integrity and character. I am hopeful that he will make the latter choice.

I am reminded by a line in a song by Don Henley: " sometimes the best light comes from a burning bridge."

To my friend who is struggling, and to so many other good people out there who desire to cross the river, I encourage you to do it and never look back. Burn the bridge of security and safety, status quo, indifference, apathy and loyalty to institutional wrongdoing and negative pride. You will never regret standing up and fighting for something that is larger than yourself. You will be able to look into the mirror with a clear conscience and a humble spirit and know that in your own small way that you have made a difference for the good.

Painful Confessions - Step Five

The Twelve Steps - Step Five

Original Wording (A.A.): Admitted to our Higher Power, to ourselves, and to another human being the exact nature of our wrongs.

Corporate Wording: We will make a public and corporate confession of the injustices, oppressions, abuses, cruelties, mistakes and cover ups that have plagued the RCMP ( or any other institution of power ) since its inception.

Commentary:

In the fall of 1999 I was deeply affected by a telephone conversation I had with a member of the RCMP who was off work on a medical leave. I had just been promoted to Staff Sergeant in charge of administration for the province of Alberta, a significant stretch from my previous roles in organized crime, undercover, homicide work, and anti-terrorism.

This member asked me, point blank, what I had against him. " Nothing at all," I stammered, " in fact I'm pretty sure I don't know you." He then read a harsh statement which was attached to a notice of intent to medically discharge him. This statement, in its impersonal legalese, sounded mean spirited and officious. It had my signature on it.

While it was highly tempting to justify and pacify, I had to admit my agreement with him. " No I don't have anything against you at all, in fact as I read your case it seems to me that you are being treated unjustly by the force."

I was ashamed that I had signed such a document. It was wrong and I knew it. "But what could I possibly do about it ?" I justified to myself, " decisions were made at a higher level than me."

This member had broken his ankle while breaking up a violent domestic dispute and due to manpower shortages did not have any back up. His ankle did not heal and, in my view, a callous and cold hearted decision was made to discharge him... and I was part of the process.

It was wrong then and it is wrong today. I sadly reflect that this is only one story among thousands, of police officers left hung out to dry by the institution that they once served with commitment and dignity.

My role as an administrator opened my eyes to the pettiness and contempt that can grow internally between those whose position it is to administrate the functioning of the institution and those who are on the front lines. Meetings among senior managers were, at times, marked by sarcastic scoffing, rolling of eyes, and subtle character assasinations when it came to police officers who had made mistakes or were unwilling to role over and accept internal injustices.

Harassment investigations were often discussed with contempt and cynicism by those whose role it was to ensure that it ceased.

It made me sad and angry, not only with what was going on, but with how quickly I was influenced and sucked in to a similar mindset, and how difficult it was to resist. Negativity fuels negativity. Contempt and sarcasm fuels other contempts and sarcasms. Unfortunately, as history would testify, the leaders of corporations, countries and institutions, otherwise intelligent men and women, are not immune to the lure of the negative spiral into petty judgment, sarcastic scoffing, and contempt of others.

What is frightening is that decisions are often made from the paradigm of these contempts, and then vigorously defended in a face saving exercise that can sometimes last for years and cost thousands, if not millions, of dollars.

The emotional maturation of an institution, such as the RCMP, is reliant upon the ability to admit wrongdoing and mistakes. Experts recognize that growth can only come when the fearless moral inventory is progressed through to a public declaration of faults and errors.

The RCMP is faced with a paradoxical dilemma on this fifth step. To admit errors and mistakes, sometimes those that have had catastrophic results, is to "undermine the public confidence in the force." Yet to hide and cover up our mistakes, in order to save face, has the exact opposite effect of its intended purpose.

The oppression and cruelty that has been shown towards many members of the RCMP by its leaders is, tragically, a reflection of the larger picture of what has, at times, taken place with members of the public.

The Higher Power spoken of in the A.A. wording cannot translate into Parliament, Political Parties, or Prime Ministers. The admission to the Higher Power is that which is the objective standard of right and wrong, truth and deceit. The admission to others is the RCMP membership, the public, and a thoughtful and soulful admission to self at the highest levels of leadership.

Like the individual, these corporate confessions are painful. However, it is only through this pain that healing, restoration and reformation, will come.

Integrity

"Integrity comes when character is tested; keep true and never be ashamed of doing what is right."

Wouldn't our world and the profession of policing be a different place if more people committed to pursuing a life of integrity and honor? In spite of our past, our mistakes, our foolishness, our reputations; a life of integrity begins with a step and a decision to speak truth, live honorably, pursue goodness, stand firm, and live with courage and selflessness.

Wow, sounds like a great way to leave our legacies for our families, communities, professions and sphere of influence. Do you know someone with integrity? Are you someone with integrity? Why not begin now? - it is the greatest gift that we can give ourselves and those around us. If not you, who?

Step Five of the Twelve Steps to come in a week...

Gone Fishin'

Or at least camping, hiking, and relaxing!!! Looking forward to Step Five in about two weeks.

The Eight Hundred Pound Gorilla - Step Four

The Twelve Steps - Step Four

Original Wording (A.A.): Made a searching and fearless moral inventory of ourselves.

Corporate Wording: Notwithstanding the outstanding work that has been done by many men and women in the force, we are corporately committed to conducting an inventory or our wrongs, deceits, cover-ups, oppressions, cruelties, ommissions and policies that have brought pain and suffering to other human beings.

Commentary:

One of the most difficult steps that an individual can make is to examine their dark side under the light of objective truth and goodness. This is a painful and humbling process that nevertheless is a crucial step in any recovery program.

I have received some very good critical feedback on this blog from people of all walks of life. Many police officers are quietly cheering me on ( some not so quietly, and thank you!). With this feedback has come the encouragement to keep true to my purpose and that is to bring hope.

I do not wish to focus solely on the negative side of a profession and institution that I care about. Some of the best people I have ever met and worked with are current members of the RCMP. Courageous, intelligent and passionate, I have been honored to serve along side them. They, too, however would be more than willing to acknowledge the dark side of their profession, if given the opportunity and safety to do so.

After the fall of the oppressive and abusive apartheid government, South Africa developed the Truth and Reconciliation Committee. The purpose of this committee is evidenced in the name and this is what the former justice minister had to say about its existence.

"... a commission is a necessary exercise to enable South Africans to come to terms with their past on a morally accepted basis and to advance the cause of reconciliation." Mr Dullah Omar, former Minister of Justice

This is step four in action at a National level. Coming to terms with our past on a morally accepted basis, should be the concern of any institution in need of reformation. I take no pleasure in stating that the RCMP, like any other institution or police service, has an historical legacy of darkness and cruelty throughout its existence.

Like the black sheep relative that no family wants to talk about for fear of embarassment and exposure, this dark side exists nonetheless. I know this from my own experience as I have not only contributed to this dark side, but I have also been the recipient of it. I have made peace with my own contributions of oppression, cruelties and deceit. I could only do so by going through a twelve step type of process myself.

Individual or corporate decisions made out of anger, fear, pride, hatred, ridicule, arrogance and judgment, are decisions made in moral darkness. These decisions and actions are, at times, challenged and brought to the light, exposed for what they are. Unfortunately many have remained in the shadows for many years.

The RCMP is not alone in this predicament. Almost every institution that has existed where there is the capacity for power, have fallen to the temptations of abusing those powers. From churches, to political parties, to reform schools, to nations - the stories continue to bring outrage and shock to an otherwise uninformed public.

The fearless moral inventory begins with the individual in the police force. It begins with the leaders. The corporate moral inventory begins when one of these leaders has the courage and conviction to stand up to their peers and corporate head and say " it is time for us to acknowledge our collective mistakes, cruelties and evils and stop pretending that the eight hundred pound gorilla sitting in the corner of our living room is not there."

The right way, the wrong way, the RCMP way - Step Three

The Twelve Steps - Step Three

Original Wording ( A.A.): Made a decision to turn our will and our lives over to the care of our Higher Power as we understood this Higher Power.

Corporate Wording: We have made a decision to lay down our idol of 'the force', humbly acknowledge our corporate and individual fallibilities, and submit to the spiritual truth that there is a Power that is higher than any decisions and policies that may be formulated to worship and protect the image of our former idol.

Commentary:

As a young police officer I was always curious as to why we would do things a certain way when they seemed to defy common sense. The off the cuff comment of more seasoned officers was the tongue in cheek mantra " there's the right way, the wrong way, and the RCMP way."

Later in my service I would read public documents addressing the issue of municipalities and provinces speculating on the merits of forming their own police force. The words on the documents went on to define the purpose of the RCMP as " desiring to remain as the police force of choice." Several of my co-workers and I would once again ask the question "why, what if a more localized policing service is more effective for the public good? What are we hanging on to?"

The RCMP's greatest strength from an international perspective is its reputation and image. The red serge is an icon of law and order and goodness. This reputation, which is highly regarded, is in many ways well earned. Lamentably this iconic status is also the RCMP's greatest weakness as decisions, policies, and purpose succumb, at times, to the protection of this image at all costs.

It is sad to say that in so many instances decisions, public statements and policies become motivated by politics and protection of image instead of speaking truth and doing what is right. 'Maintiens Le Droit' (Maintain the Right ) is always under the threat of being replaced by 'Maintiens Le Image.'

Corporately this causes for a culture of cynicism from those who don't buy in to the mindset, and, perhaps, complacency, and apathy for those who do. Frustrations mount, souls are sold out, and morale is in crisis.

The virtues presented in Step Two are representative of the virtues demanded by the Higher Power spoken of. The pursuit of these virtues must replace the idol of image for the force to heal and recover. As in the case of individuals, 'corporate pride' must be broken to allow room for goodness, truth and nobility to flourish.

Objective Truth - Step Two

The Twelve Steps - Step Two

Original Wording ( A.A.): We came to believe that a power greater than ourselves could restore us to sanity.

Corporate Wording: We came to believe that objective virtues such as truth, respect, humility, wisdom and courage, when pursued and modeled by the highest levels of leadership, will transform a culture and restore us to nobility.

Commentary:

Anyone who knows me or has worked with me can attest to my former wild and rebellious side. The paradox in my own behaviour and actions was that while I was not necessarily leading a life of integrity and courage, I was passionately desiring to find it in the leadership of the RCMP. To find a mentor with courage, compassion and wisdom was to find a life giving source and model for how one may lead with integrity.

I confess to the incongruency of my own standards of behaviour while still searching for a higher standard in others, particularly those in senior management. C.S. Lewis' words on this point ring true. " I hope you will not misunderstand what I am going to say. I am not preaching and heaven knows I do not pretend to be better than anyone else. I am only trying to call attention to a fact; the fact that this year , or this month, or, more likely, this very day, we have failed to practice ourselves the kind of behaviour we expect from other people."

Several years ago the RCMP developed a value statement that I believed in and wanted to live my life by. However, finding a role model of those virtues that I would want to follow became, regrettably, like a search for the holy grail.

The cliche of 'walking the talk' became the buzz phrase but I came to realize that what constituted the standard of what that walk looked like, was highly subjective. I have come to learn that mentorship can come in many ways. Books and authors became my mentors as I desired more than anything to discover if there was such a thing as objective truth and goodness. My re-committed relationship with God, became my new life force.

The RCMP membership is looking to its leaders for guidance and goodness, if not greatness. The influence of a highly ethical, courageous, and compassionate leader is immeasurable in its ability to bring change and health. As a corporation it is not the stated values that will bring about recovery, it is the living of the virtues that will. To quote C.S. Lewis again: ( one of my mentors !) " Right actions done for the wrong reason do not help to build the internal quality or character called a 'virtue' and it is this quality or character that really matters."

If a police officer ( at all ranks) commits to the development of these virtues, and holds strong to the compass they provide, they will have tremendous influence in their institution, in spite of the odds.

Natural Law, or the law of decent behaviour, protects,nurtures and rewards a life lived by these virtues, even in the face of adversity and oppression. Natural Law ( for those so inclined, ... God ) is a power that is unstoppable in its ability to transform an individual, culture, institution, or nation.

Goodness and truth always shines through the darkness. This power is much greater than any institutional ethos based on words and principles that have not penetrated the heart of the individual, the institution or its leaders.

"Uphill - both ways" - Step One

The Twelve Steps - Step One

Original Wording ( A.A. ): We admitted we were powerless over alcohol - that our lives had become unmanageable.

Corporate Wording: We admit that how we are leading the people in our organization is not working - morale is low and frustration is high. Command and Control is no longer a feasible model of management. We are powerless.

Commentary:

" Back in my day we walked to school over two miles, in the snow, uphill both ways!" My kids and I joke about this age-old cliche that capsulizes the frustration and attitude of an older generation lamenting the worldview and attitude of a younger generation. Several years ago I was a shift supervisor in Richmond B.C. Having only about 12 years of service I was already caught up in the cynical lament that "they're just not making recruits like they used to, why back in my day...( fill in the blank )."

Recruits were more formally educated and were not afraid to ask the question "why"? This was a challenge for police officers who were not comfortable with the question why. So the answer often came in the form of "because it's policy" or " because I'm the Corporal and you're not."

This attitude has, not surprisingly, continued on at all levels of management. While the RCMP has taken great strides to change their leadership paradigm, old habits and cultural mindsets die hard. Leaders were encouraged to become "coaches" ( in my view a step in the right direction) but were often not selected for their ability to coach. Wise coaching is a gift that some people do not particularly have. So they often revert to a "because I said so" mode of managing which leaves many people frustrated and upset.

The ability to maturely dialogue with a dissenting voice is, sadly, a rare thing. The ability to logically defend a position, or to admit our errors in perceptions and paradigms is in many instances, a lacking commodity in the profession of policing.

This is where the admission of required change, just like in the twelve step program, is the crucial first step in the recovery of healthy working cultures.