Jack Enter & Associates Online

Jack Enter provides training for law enforcement and other professions that focuses upon skills that make individuals more effective in their work and personal lives. Most of his training involves leadership skills for managers and supervisors but his “Survival Skills” series applies many of those same skills to individuals in non-supervisory positions. This website provides information on various programs available, a calendar of scheduled presentations, and information on how to order a copy of Jack’s book, Challenging the Law Enforcement Organization: Proactive Leadership Strategies.

Leadership Training

There are many excellent leadership training programs being offered in this country. Unfortunately, most people who attend these training programs enjoy them, but coworkers and staff notice that these training programs never seem to cause any actual change in the behavior of these managers. Jack’s programs focus on what causes these failures by examining such issues as the role of self-deception, leadership as an abnormal human behavior, and other paradigms that hopefully make his leadership training programs more effective in changing participant’s behaviors. Click here for more information.

Leadership Book

Among the topics discussed are chapters on the impact of living and policing an unskilled and violent society, why law enforcement managers fail to successfully impact their agencies, and chapters on self-management, communication, motivation, and being more effective in our personal lives. Click here to learn more.

We are overworking the best employees, not dealing with the problem employees, and confusing the rest of employees with the current management practices of the law enforcement culture.
* Jack Enter
The vast majority of law enforcement managers are failing to consistently practice recognized leadership skills. Their failure to deal with problems, make decisions, and look out after their personnel have created an atmosphere of distrust by staff of their supervisors and managers. As a result, the number one stressor in American law enforcement is not the operational danger most personnel encounter on a daily basis – but the men and women in their agencies who make emotionally based decisions – not principle based decisions.
* Jack Enter
We must hold ineffective personnel and managers accountable for their behavior. It is interesting that the profession tasked with policing criminal or foolish behavior in American society cannot seemingly hold their own people accountable.
* Jack Enter
Law enforcement is a “warrior class” culture that is expected to exhibit bravery in their operational duties – and they do this very well. Why is it that these same individuals, when promoted to supervisor or manager, fear making a decision? It might be because the rules of engagement are clearing out on the streets – while the environment within our management culture is bewildering and uncertain.
* Jack Enter
The wide road of mediocrity followed by most law enforcement managers makes them ineffective as leaders. They spend their many years of supervision and management having little or no positive impact on their staff or on the organizational culture. As it has been said that when you stick your finger in a bucket of water and then pull it out, the water looks just like it did before you put your finger in it. That, tragically, mirrors the career of most law enforcement managers.
* Jack Enter
Most managers live their days thinking about protecting or enhancing their own careers, not leading. The number one complaint we are hearing about them is their tendency to not make decisions or deal with issues. Law enforcement management is focused upon avoidance – not leadership. Very few managers are seemingly willing to “get in the fight” when it comes to making hard leadership decisions.
* Jack Enter
Most law enforcement personnel have learned to do their jobs in spite of - not because of their supervisors and managers. For personnel – they do their job because of the love of the mission and their peer relationships – not because they have inspired leadership.
* Jack Enter