The Ability to Write Well is an Essential Leadership Skill

The Necessity for Strong Writing Skills

Although not a pleasant topic to discuss and difficult for many to accept, the reality is that strong written skills, just like strong verbal skills, are essential leadership traits. In all aspects of just about everything in today’s society, accurate and articulate documentation is a necessity. In a macro sense, “if it isn’t in writing, it did not occur.” In a micro sense, if documentation is weak, inaccurate or somewhat conflicting, that which is being sought is in jeopardy of not being achieved. Strong writing skills are not a nice to have, they are a necessity for leaders.

Strong writing skills are particularly significant in the criminal justice arena. In the area of criminal investigations, each aspect of criminal activities and behaviors must be strongly documented and explained thoroughly. In the area of personnel actions, such as pension applications, workers compensation claims, industrial injuries, evaluations and disciplinary actions the stakes are just as high, and the need for thoroughness and accuracy even higher. In the external arena, strong written skills are essential in areas which include grant writing, outside financial support, competitive personnel academic programs, task force participation, contract compliance, to name just a few. Simply stated, just about everything done in today’s justice agency is closely scrutinized, and documentation is a continuous key component.

None of us will ever possess the entire range of multiple skills that are desirable for leadership effectiveness. That said, there are a few essential leadership traits and abilities that separate managers from leaders; with strong written communications skills being close to the top of the list.

The Evolution of Writing Skills

The only way you learn to walk is by walking; to talk by talking; and to write by writing! As we know, this is an evolutionary process that takes time and effort and is not a skill that can be developed in a short period of time. It is fairly common for new employees to be weak in the writing arena, but from the moment of hire those who aspire to move up in the organization should deliberately and diligently work hard to become strong writers.

An unfortunate reality is that the good intentions of senior personnel to strengthen their written skills seldom comes to fruition. In years of experience in multiple agencies, I have come to the sad realization that it is not often that a senior person is able to truly achieve significant improvement in writing skills; not impossible, but such seldom occurs.

It is important to be cognizant that essential written skills include not only solid grammar and punctuation, but also well thought-out, succinct and logically presented organization of what is being communicated.

Who is Affected by the Effectiveness of Writing Skills?

Let’s start at the very beginning; in the arenas of arrests and investigations. Unfortunately, prosecutorial workloads are typically such that only the strongest cases end up in court based on the charges which are filed. In the majority of cases the prosecutorial decisions are made based on a review of related reports; and as we all are well aware, many people who break the law are not held accountable for their behaviors. Weak reports are among the reasons why. This is a detriment to the safety needs of our communities. Criminals and defense attorneys especially appreciate officers who are poor report writers.

The subordinates of supervisors and managers who have weak writing skills are at a disadvantage in several areas. It is a reality that those who are weak in writing skills typically seek to avoid writing, and when they do write their products are often shallow and not as comprehensive as others who write well. This translates into shallow personnel evaluations, commendations that are not prepared, weak supervisory reports that sometimes fail to comprehensively document essential details, trivial endorsements of requests to attend courses, and other related actions that place the subordinates of weak supervisors at an organizational disadvantage. Despite the best of intentions, superior officers who cannot write well cannot advocate well for their personnel.

The Department’s image suffers when key personnel are weak in the area of written communications. Regardless of who prepared the material, every written document that leaves the agency is a reflection of the head of the agency, and of the organization itself. Other organizations and the public form the opinions that are contributing factors in how organizations are perceived.

The governmental entity of which the department is part of often suffers when key agency personnel are weak in the area of written communications. Just about all efforts to obtain outside finances, equipment or other resources are based on written grant requests or other types of written applications. As someone who has participated in numerous evaluations to determine which agencies prevail in these types of competitive processes for limited resources, I can say unequivocally that those agencies which most often succeed are those which submit the highest quality written requests. It is not a possibility, but a reality that the quality of grant requests are major factors in the successful acquisition (or not!) of additional personnel, additional equipment and capital improvement projects.

The public is often affected when key agency personnel are weak in written communication skills. A failed request for federal funds for overtime or additional personnel for traffic enforcement translates into more accidents; a failed effort for state funds for communications center expansion translates into increased response times; a failed request for funds to create a youth program translates into fewer kids able to participate in wholesome programs; and the list goes on.

Strengthening the Writing Skills within the Organization

First, make clear throughout the organization that solid writing skills are not just nice to possess, but essential for those who aspire to positions of leadership. Make clear the serious and often not considered consequences of persons in critical positions whose skills are weak, and that writing skill proficiency will be essential prior to advancement to key positions.

Secondly, reject the often-stated adage with respect to written communications that, “It easier to just do it yourself.” That practice, to which we have all fallen prey is today’s solution and tomorrow’s nightmare! Make the system work and delegate appropriately. Regardless of written skills, assign a written task to the person who organizationally should be doing that task, then create a short due date for completion in order to allow time for mentoring and any necessary corrections. While this practice will take more time initially, forcing the development of these skills will pay off in the long run. Go out of your way to coach and mentor your personnel by seizing every opportunity to make them write. Resist the pushback you are likely to get from some employees and make clear that the desired proficiency is not just desired but absolutely expected. Document progress, or lack of it in their personnel evaluations. Stay the course and don’t yield!

Finally, don’t advance an employee into a critical position until that person has first demonstrated the desired level of writing proficiency. Among my failures in several instances was to promote a person with weak writing skills based on the assurance that the employee would achieve the desired level of proficiency once in the position; I reiterate my sadness that it just doesn’t happen.

Summary

Make clear throughout the agency that strong writing proficiency is an essential trait for critical positions. The time for personnel to get serious about this requirement was yesterday. Finally, do not let anyone be surprised at the fail to advance because of a lack of proficiency in this essential dimension.

Keith Bushey retired from the Los Angeles Police Department as a commander, from the San Bernardino County Sheriff’s Department as a deputy chief, and from the United States Marine Corps Reserve as a colonel. Other law enforcement experience includes having served as a Los Angeles County deputy sheriff, a State of California deputy game warden, and as the Marshal of San Bernardino County. He is an instructor emeritus for the FBI Law Enforcement Executive Development Association and has lectured and written extensively in the areas of leadership, management and ethics. His entire eight booklet Leadership Series is in the public domain and may be downloaded without cost from KeithBushey.com.