LInk: https://youtu.be/mpWQitJjbUk

The 5 Reasons Police Officers Don't Perform (And Why They're All on You as a Leader)

Understanding Performance Issues: A Sergeant's Guide to People Development

As a police sergeant or aspiring promotion candidate, you'll inevitably face the challenge of managing underperforming team members. However, before you label someone as "lazy" or "incompetent," it's crucial to understand a fundamental truth about performance management:

When someone on your team isn't performing, the responsibility lies with you as their leader.

After three decades in policing and leadership roles, I've identified five key reasons why officers don't perform. Understanding these reasons—and recognizing that they all reflect on your leadership—will transform how you approach performance issues and help you develop truly effective teams.

Reason #1: They Didn't Know They Needed To Do It

How often have you discovered an officer hasn't completed a particular form or followed a specific procedure, only to hear them say: "I didn't know I was supposed to do that"?

This first reason is surprisingly common, especially in policing where procedures constantly evolve and documentation requirements grow ever more complex. Officers can be highly motivated individuals who simply weren't aware of a particular expectation.

The Leadership Solution:

Clearly communicate expectations—both verbally and in writing. Don't assume knowledge, particularly with newer team members or when processes change. Regular briefings on procedural updates and documentation reviews can prevent these gaps from developing.

Remember: If you haven't explicitly told someone they need to do something, you can't reasonably expect them to do it.

Reason #2: They Know They Need To Do It, But Don't Know How

This was highlighted in the example of a detective who appeared busy—first in, last out—but whose crime investigations showed no progress. When her sergeant reviewed her files, she revealed she simply didn't know how to progress these cases effectively and had received no previous guidance.

This scenario plays out across all areas of policing. Consider the officer who avoids conducting stop and searches not because they're unmotivated, but because they missed that training session due to personal circumstances and their tutor never properly showed them the procedure.

The Leadership Solution:

As a sergeant, your role isn't just to identify gaps but to actively develop your team. This means:

• One-to-one coaching sessions

• Demonstrating processes personally

• Creating safe learning environments where officers can admit knowledge gaps without embarrassment

• Following up to ensure confidence has developed

Development is at the heart of leadership—not just performance management. When you invest in building an officer's capability, you often solve motivation issues simultaneously.

Reason #3: They Didn't Know It Needed Doing By a Certain Time

Time management and prioritisation challenges affect even the most capable officers. In the fast-paced environment of policing, with competing demands and constant interruptions, deadlines can be missed simply because the urgency wasn't clearly communicated.

When you say "by the end of the day," do you mean 5pm or 11:59pm? Does your team member interpret deadlines the same way you do? Ambiguity around timing creates performance issues that appear like negligence but are actually communication failures.

The Leadership Solution:

Be explicit about deadlines and priorities. Rather than vague timeframes, specify:

• The exact date and time you need something completed

• Where this task sits in relation to other priorities

• The consequences of missing the deadline

This clarity enables your team to manage their workload effectively and meet your expectations.

Reason #4: They're Not Motivated To Do It

This reason often reveals more about leadership than it does about the officer. When team members lack motivation, it's typically because they don't see value in the task—not because they're inherently unmotivated people.

Consider the example of being instructed to park patrol cars at petrol stations to deter drive-offs, or positioning PCSOs in supermarkets to prevent shoplifting. Officers who joined to tackle serious crime and protect communities may find little motivation in such deployments.

The Leadership Solution:

For tasks to motivate your team, they must demonstrate:

1. Merit - Does completing the task achieve its intended outcome?

2. Worth - Does it align with the professional values and aspirations of your officers?

3. Value - Does it make a meaningful difference to the community?

When assigning tasks, connect them to these three elements. Show officers how even routine activities contribute to broader objectives that matter to them and the communities they serve.

Remember: People are motivated by purpose, not just compliance.

Reason #5: External Factors Are Preventing Them

The final reason recognizes that sometimes, despite knowledge, ability, and motivation, external factors prevent performance. This could be:

• Resource constraints

• Competing priorities (such as comms redirecting officers to grade one calls)

• Systems or processes that create bottlenecks

• Interdepartmental issues

These situations create intense frustration for motivated officers who want to perform but find themselves constrained by factors outside their control.

The Leadership Solution:

As a sergeant, your role becomes one of barrier removal:

• Identify the systemic obstacles affecting your team

• Advocate upward on behalf of your officers

• Create workarounds where possible

• Acknowledge the frustration and maintain motivation despite challenges

When officers see you fighting these battles on their behalf, their commitment to you as a leader strengthens, even when the obstacles remain.

The Leadership Imperative: It's Always on You

The common thread through all five reasons is clear: performance issues aren't about "bad officers"—they're about leadership opportunities.

When you approach underperformance with this mindset, you transform what could be confrontational performance management into collaborative development. You create an environment where officers can admit knowledge gaps, seek clarification, and express concerns without fear of judgment.

Most importantly, you build a team culture where continuous improvement becomes the norm rather than the exception.

Putting This into Practice: Your Promotion Evidence

For promotion candidates, understanding these five reasons provides powerful evidence of your leadership capability. When asked about developing team members or managing performance, structure your examples to show:

1. How you identified which of the five reasons was causing the performance issue

2. The specific actions you took to address the root cause

3. How you supported the individual through the development process

4. The positive outcomes for the officer, the team, and the public

This approach demonstrates sophisticated leadership thinking that goes far beyond simplistic performance management.

Ready to Transform Your Leadership Approach?

Understanding these five reasons is just the beginning of effective people development. Our Academy programme provides sergeants and aspiring promotion candidates with the frameworks, coaching, and practical strategies to excel in leadership roles.

With over 750 five-star TrustPilot reviews and a track record of success in promotion processes across the UK, we've helped thousands of officers transform their approach to leadership and achieve their career aspirations.

Click here to learn more about our Academy programme and discover how our expertise can help you develop high-performing teams that deliver exceptional service to your communities.

Remember: When your team succeeds, you succeed—and it all begins with understanding why people don't perform.