-
“Our negative people are out of control.”
-
“Everyone knows we have a bully, and everyone knows who she is.”
-
“He badmouths the new people right in front of the supervisor all the time.”
These are real quotes from dispatchers in current 911 centers, and they all share one common, workplace culture-wrecking theme:
“Accountability in my comm center is lacking.”
In a work environment as interdependent as a 911 comm center, the spotlight on the behavior of team members shines hotter and brighter than in offices that don’t have to fill an empty seat when someone calls out sick.
In 911, everything employees do (or don’t do) has a significant, often immediate impact on the work of the people around them – and that is why accountability is vitally important for a healthy, productive workplace culture.
- “If I’m coming to work, following the rules, and doing my part every day, someone with the authority to do so had damned well better say something to the people who don’t.”
Unfortunately, in too many comm centers, people aren’t consistently being held accountable for their (mis)behavior, and the consequences – mistrust, tribalism, toxic culture, and minuscule retention rates — are proving catastrophic.
For some, their accountability is self-regulated and consistent.
If you’ve worked in 911 for any length of time, you know the people for whom this is true.
These employees are completely aware of how their behavior affects those around them and have a complete understanding and appreciation of their role in a symbiotic workplace. Whether it’s working with citizens, user agencies or coworkers, they recognize their duty to each group.
For those who openly thumb their noses at guidelines, rules and protocol, however, the impact they have on coworkers and center culture simply isn’t a consideration. They seem to exist in their own bubble, unconcerned with the harm they are causing.
If you’ve worked in 911 for any length of time, you know them, too.
In comm centers where these employees run roughshod, deep-seated coworker conflict often simmers just beneath the surface, sides are chosen, and toxicity begins to take root.
- “I mean, it’s not like I can do anything about [people who are not held accountable]. It’s not like I even could, I’m trying to keep up with the job and the hours. Our management has to handle this.”
Where personal accountability is lacking, leaders must take control. Adding an open lack of accountability to the mountain of difficulties that 911 employees face daily is patently unfair to them. Make no mistake: Holding employees consistently accountable is a leadership duty, and the lack of it contributes to a complete breakdown of employee-leadership trust.
In a job defined by things happening outside of an employee’s control – from the sudden onset of ringing lines to unexpected overtime to unforeseen challenges on the radio – leaders must step up to control the difficult elements of the job that are controllable.
When employees see these issues go undealt with, the additional burden that results can become too much.
- “Someone needs to tell these people how to behave, I guess. It’s like there aren’t any rules, and they just do what they want to do, no matter how it affects the rest of us.”
Standard operating procedures must spell out what will and will not be tolerated when it comes to employee behavior — but even the most detailed policy means nothing if it isn’t enforced, consistently and across the board.
What does that look like for leaders?
- Calling out bad behavior when it happens, where possible.
- Immediate ramifications for bad behavior, whether it’s a write up, counseling or other defined response.
- Creating a safe, reliable avenue for reporting of bad behavior.
- Taking action every time, without exception, regardless of the person involved.
- Removing “That’s just how they are” from the 911 lexicon. No one gets to avoid accountability because they’ve been awful for a long time.
Holding everyone equally accountable doesn’t require a “new sheriff in town” mentality, nor does it require a hair-trigger overreaction to every disagreement. It simply requires the effort to do the thing that 911 employees are counting on our leaders to do.
“I guess I shouldn’t be surprised that we get whatever we tolerate.”
It’s time to act on employee accountability.
Starting today.
About Kris Inman:
Kris Inman is the Director of Program Development for The Healthy Dispatcher. A 29-year veteran of 9-1-1, Kris retired in July 2023 as Director of Springfield Greene County 9-1-1 in Springfield, MO. An awarded speaker and instructor, Kris has delivered standout educational sessions, keynotes, motivational talks and yoga instruction to dispatchers across the country. He is also a long-time college adjunct instructor, teaching courses in communication and public safety leadership. Kris holds a Master of Arts in Communication and a Bachelor of Science in Electronic Media from Missouri State University. He is also a registered yoga instructor.