After complaining about the police constantly for chasing targets, having no heart, acting like robots and generally being inhuman automatons, a PC from the TeleVision Police – sorry – Thames Valley Police, goes and proves that coppers are…. well…. human.  And gets into trouble for it.

Can you believe that the idiot in charge of the division where this happened actually criticised the police officers involved?  Whatever your thoughts are about their use of police time (how do we know they weren’t actually on a break? Being human, police officers have them too), resources and equipment, you have to admit that this sort of event does nothing but prove that there is a human (and maybe a bit of a child) behind the uniform.

Whatever the superintendent’s motives were for reprimanding this behaviour, you can guarantee that despite his or her misgivings, it will have helped public confidence and made the other members of public in that particular area feel a little more at ease knowing :

a) the hill was being well-policed

b) that coppers are human too

c) that riot shields make damn good tobbogans!


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  1. Tony F Says:

    Their boss ‘knows’ how to be a boss, but not a leader. Arse.

    • kkop Says:

      Sad really, isn’t it? Our force are embarking on a new form of ‘leadership’ training for the real leaders – sergeants – but it doesn’t include anything about common sense management of human beings, which is really what this article is about.

      There’s something missing from modern-day policing – it’s like a rot that started years ago, fuelled by so many different sources that I don’t think there’s any one solution to it – and one of the casualties of that is true leadership.

      • Tony F Says:

        I’s odd though, in the RAF, I worked for various officers over the years, doing vary varied jobs in some quite stressful situations.

        There were a couple who we would walk over hot coals for. Twice. Because you KNEW they would, and did, do it for you. They were the ones that made decisions. And stuck to them. If they fucked up, they apologised, and made it right. If you fucked up, they knew it wasn’t intentional, you would put it right and, (unless it was a major bollock drop in public) you would probably get a private ‘talking to’. Which made you follow them even closer.

        There were, on the other hand, those we would follow just out of morbid curiosity. Usually they were the cause of the stressful situation….These were almost like politicians, they WANT the power, not the responsibility. They would rant and rave if anything went wrong. Someone would cop it. Usually someone much better than them. Fortunately, the upper hierarchy usually had enough of the first group to limit the damage..

        And then there were the ordinary ones. Mainly decent sorts, doing a job, but without that spark. You did what they said because of the rank, not the person.

        There were personnel at all levels that had that spark (not me). They were great to work with and for.

  2. Tired and Fed-Up Says:

    There is a yawning gulf between leadership and management that senior bods and politicians simply cannot or will not understand, not unlike this clown from Happy Valley with the sanctimonious, “under MY command…..”

    You cannot simply don leadership like a set of clothes, you either have it or you do not, although it can be brought out of some. To a certain extent, it is other people who decide if you are a leader because they will follow you, unquestionably, because of trust and faith in your ability. hence why the old army officer selection (RCB) had leaderless tasks – those naturally possessing leadership came to the fore and inspired others to follow.

    Now does anyone draw any kind of inspiration by the managers – I cannot bring myself to call them leaders – who have obtained their positions by keeping their mouths shut whe they should have spoken out or who preferred to let someone else take the rap rather than manning up and taking responsibility and thus showing loyalty to others and personal integrity? Or maybe even, just for once, mucked in with the troops and got their hands dirty. Forget being in charge, just be a willing pair of hands helping out when the soft and smelly is hitting the spinny thing. That’s what I’d call a leader and I would stand with and completely support such a woman or man until the job was done.

  3. justabobby Says:

    One thing you can practically guarantee:-The initial reprimand type stuff will have been sent by email. SImply to ensure that it is all auditable and traceable and the dick in question can say “look, I told them!” and “here’s the evidence for my management” when it comes to board/review time.

    I think every single thing of any value my section commander had to say for the last two years was delivered to the skipper via email to cascade down. Never mind that he was sat in his office twenty feet away and could have popped in to any given parade to tell us. All to ensure a paper trail (or mail-trail in this case) for auditing.

    Dear leader, cover thy arse, for the wolves are hungry.

  4. kkop Says:

    Promoting people based on a ‘portfolio’ or list of things they’ve done (usually on the backs of others) seems to be the biggest problem for me that is breeding the kind of spineless leadership we’re experiencing at the moment.

    You see it time and again – new policies, new procedures, new teams, the wheel re-invented ad nauseum as some ‘high riser’, passing through, finds something that isn’t broken and fixes it so that they have something to put in their portfolio.

  5. Fee Says:

    It ain’t any better over in the private sector. It’s all about being seen doing something shiny and new, regardless of whether it’s any use at all. A new kind of management has come in, who are all about the numbers. They forget that everything we do should be about the customer, and unlike yours, ours are with us by choice. Which means they can also choose to go elsewhere. Thankfully, the rest of the industry has been blinded by the same shiny new crap, so I still have a job.

    I don’t even listen to the accusations of negativity any more, and don’t even pretend to be jumping on the passing bandwagons. I just keep my head down and get on with my job. Which frequently involves pulling my line manager’s arse out of whatever fire the latest bull-shit has led him in to. Our current director (probably equivalent to a Supernintendo) came from a “pile it high and sell it cheap” retailer, and hasn’t yet worked out that the finance industry is just a wee bit different. An upcoming visit from the FSA (as useless and annoying as that can be) might be just the thing to mark his card. Personally, I see trouble ahead, and frankly, I can’t wait.

    Cynical and jaded? Moi? Hell, yes.

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