Skip to content

RCMP Leadership: Has it got the “right stuff”?

Jan 01

I’m sure that most of you are aware that since I publically criticized (2008) a handful RCMP senior executives and certain use of force “experts” for being “brainwashed” by Taser International, the Force and I had been undergoing a catastrophic loss of rapport.  Without going into great detail (a further post?), this messy spat came to a head in August of 2012.  It seems that (ATIP material bears this out) all the way down the food chain, from the Commissioner’s office to “E” Division Occupational Health and Safety (psychologists and physicians) a smear campaign had been organized to discredit me (it even had a name, “The Webster Initiative”).  I think it is illustrative to point out that after spending inordinate amounts of RCMP time, energy and resources, to say nothing of taxpayer dollars, their clumsy, amateurish, misguided, panicked,  and mean spirited attempt failed miserably (the BC College of Psychologists dismissed the RCMP’s complaint against me, in its entirety).

Anyway, as a result of this acrimonious divorce, I have moved on.  I am now employed as the psychologist in a Canadian Armed Forces military hospital.  In my role there I am often exposed to the militaries of other countries.  As I have an interest in leadership models, I have been attracted to and particularly impressed with the US Marines Leadership System (which shares many similarities with other “character-based” models).  The Marines live by the philosophy that leaders are made, not born.  Every marine is instructed in three fundamental categories; leadership objectives; leadership traits; and, leadership principles (USMC, 2003).

As you may have noticed from reading this “guest-blog”, I like to think critically and I like you to join me.  What do you think of this?  I’ll outline the Marine Leadership objectives and traits (which by the way, work well in life-in-general) and you compare them to your experience of the RCMP leadership philosophy (do they have one?).  The many, and varied, persons who follow this blog would love to hear from you no matter what side of the issue you come down on.

In the Marine philosophy there are two reciprocally related leadership objectives.  The primary objective of Marine Corps leadership is mission accomplishment.  Does the RCMP have a goal oriented approach?  Do RCMP leaders identify long-term goals and the short-term steps needed for the organization to reach them?  Could you, as a member, recite this “battle plan”?  Have you, as a member, had any input?  Do you, as a member, get the sense that RCMP leaders are more concerned with their own careers and maintaining the Force’s Disneyland image than getting your input?

The secondary objective of the Corps is troop welfare (i.e. individual and team well being).  Marine leaders also recognize that without an equal emphasis on this objective, mission accomplishment is impossible.  Have RCMP leaders shown you the empathy necessary to look after the needs of the membership?  Although written by a US Army leader, Marine leaders live and die by this credo:

“The capacity of soldiers for absorbing punishment and enduring privation is almost inexhaustible so long as they believe they are getting a square deal, that their commanders are looking out for them, and that their own accomplishments are understood and appreciated”.

– Gen. Dwight Eisenhower (1944)

Do you, as a member of the RCMP, feel like your resilience is supported by such a “square deal”?

Military research has identified fourteen traits to which all marines are encouraged to aspire.  Individual Marines are encouraged to exhibit these traits and are judged on their ability to do so.  Let’s see if your leaders have “the right stuff”:

Bearing – do RCMP leaders carry themselves in a way that reflects alertness, competence, confidence, and control at all times?  Do you recall Mr. Paulson “going off” on S/Sgt. Tim Chad?  Do you recall him publically attacking, before a Senate Committee, members on long term medical leave (e.g. Cpl. Roland Beaulieu)?  Could Mr. Paulson have shown more leader-like bearing, or compassion during Cpl. Ron Francis’ very public meltdown?

 Courage – do RCMP leaders have the moral courage (inner strength) to stand up for what is just?  Do they accept blame for when they are clearly responsible?  Think for a moment, can all those members who have lodged grievances or alleged mistreatment (e.g. harassment, bullying, intimidation, favouritism, nepotism, racism, sexism) be wrong?

Decisiveness – do RCMP leaders make good decisions without delay?  Do they gather all the facts and weigh them against each other?  What has been your experience of the grievance process?  Or the harassment policies, “advisors”, investigations, and outcomes?

 Dependability – can RCMP leaders be trusted to perform their duties even under existing guidelines?  Can they be trusted to complete a job – start to finish, in a timely fashion, without distraction?  Do RCMP policies, and orders, issued by the chain of command increase or decrease the likelihood of dependability?  Can you depend upon RCMP leadership to provide you with what you need to achieve the highest standard of performance?  Or are your tasks outstripping your resources and making you look second rate in comparison to your municipal brothers and sisters?  Have you checked out working conditions in the Burnaby or Surrey B.C. detachments lately?  What’s that you say, another murder where?

Endurance – do RCMP leaders exhibit the mental and physical stamina necessary to endure pain, fatigue, hardship, and stress?  For example, do they have what it takes to address the multitude of member complaints before them?  Do they have the “stuff” needed to address flagging morale?  Or would they rather “change the channel” and blame the victims?

Enthusiasm – does the RCMP leadership have a sincere interest and exuberant attitude in the performance of their duties?  Are they optimistic, cheerful, and willing to accept the challenge of leadership?  Or do they give the impression of wanting to fly “below the radar” until retirement?

Initiative – do RCMP leaders take action without being given orders?  Do they meet new and unexpected situations with immediate action?  Does the Commissioner, for example, show resourcefulness and innovation in an attempt to get a problem solved?  Or does he appear impotent in the (cozy) relationship he has with his puppet-master, the Prime Minister?

Integrity – is the RCMP leadership honest, truthful, and congruent in what they say and do?  Does their behaviour always reflect their public statements?  Do they put honesty, sense of duty, and sound moral principles above all else?  Or do they seem controlled by their obsession with their own careers and the (Disney) image of the Force?

Judgement – can RCMP leaders think clearly about the Force’s well publicized dysfunction?  Do they make calm and orderly decisions in an effort to transform what is broadly described as a “horribly broken” organization?

 Justice – are RCMP leaders fair and consistent?  Do they give consideration to all sides of an issue, and base their decision on merit?  Or are they more concerned about image?  Or is it based more on looking after one of their own?  Can you recall some recent dispositions from Boards of Review that had you scratching your head?

Knowledge – do RCMP leaders seek contemporary knowledge (e.g. media relations, public relations, organizational management) that would allow them to better serve their membership and the Canadian public?  Is their knowledge, broad, current, progressive, and evidence based?  Or are they mired in RCMP history, tradition, and “sacred cows” (bison)?

Loyalty – in your experience do RCMP leaders have a deep emotional tie with those they lead?  Do they manifest an unwavering loyalty, not only up but also, down the chain of command?  Do you feel the “love in the room” when the Commissioner speaks to you?  Has the “outfit” lost sight of you and become the Royal Conservative Mounted Police?

Tact – does RCMP leadership deal with their members in a manner that will maintain good relations and build rapport?  For example, does the Commissioner have the social intellect to appear firm; yet still be calm and polite?  Do you recall the derogatory “woo hoo” gesture he made when referring to members on medical leave suffering from a variety of serious adjustment issues?

Unselfishness – do RCMP leaders always put the membership on a plane with the public they serve?  Do they avoid making themselves comfortable at the expense of their members?  Are they always considerate of those they lead?  Are you aware of the “E” Division member, on long term medical leave who was forced to drive several hundred kilometers, round trip, through snow storms, more than once, to pick up his pay cheque at HQ (direct deposit to his bank had been stopped in a ploy to get him to speak with the “back- to- work- bunch”)?  Are you aware of where Cpl. Ron Francis spent much of his Christmas season?

Well there it is; food for thought.  Can you add any personal experiences or perspectives?  I welcome your critical thinking and intelligent analysis.  And while I’m at it, I wish to thank all of you (contributors and readers) for your interest in this blog.  It is all of you who have made this forum such a success.  You may not be aware of this. but you have an international police audience.   Please make yourselves a happy and healthy New Year; and above all else continue to support each other through the tough times.  I may have moved on, but I have not forgotten.

Dr. Mike Webster, R. Psych.

  1. mixer permalink

    Well Doc, Happy New Years to you and everybody else on this Blog. I find that your are Again hitting the NAIL Straight ON. I agree with your comments. I’m in my 26th year with the Buffalo and I Know that he gets Very ORNERY at times.

    About 5 yrs Ago I spoke with my Division Commander, while we were having a Round Table about training Members on being Leaders, and OUR Input was Encouraged. So being, a Trusting , Gullible Senior CST, I explained that we are the only Organisation, that DOES NOT train members OR Supervisor on How to become LEADERS.

    As you may be aware in our NCO Promotional Process, you past the EXAM , then You Right A Competency Report Explaining How you ALREADY have the Competencies for a Job you’ve Never Done. Don’t get me started on this Competency BS”. For Officer’s well that’s another story.

    So I continued to explain my plan which is as Follows. In order to become a Supervisor at the NEXT Level you must :
    1) Pass Exam
    2) Attend, Complete and Pass Leadership Training for the Required Rank
    3) Assist, Shadow, A supervisor to get some experience and acquire experience with BEST PRACTICES. This entitles the Candidate to Do the Supervisor’s Job in a ACTING Position, and after Midnight the Actual Supervisor would Go HOME leaving the ACTING Supervisor in Charge. If anything happens that He cannot handle he would Call his Mentor for Guidance thus acquiring Experience.

    The reply I got was that ” If we WAIT 5 Years, the persons wanting to become supervisors will acquire the experience required “…??? So the training that I suggested would not be needed. !!

    So I sat down … Needless to SAY the RCMP Does Not Know how to train Leaders. They USE TO but not anymore. I remember Jr NCO Leadership Training ETC…. or was I Dreaming.

    We’ve all heard the saying from being In Depot …. There is your Way And There is The RCMP’S Way. Need I say more.

    • Buck permalink

      Current RCMP leadership (Can’t say that without stimulating a gag reflex) will leave the current version of the Force in dust, the historical precedents of failure to evolve have been left in the hands of egomaniacal fools. Word, OUT!!!!!

  2. Anonymous permalink

    I have been reading this blog for the past few months now and I must say that the experiences I have read about are concerning to say the least. I have fifteen years service and I am looking forward to finishing the next fifteen. When I joined the RCMP I , like most of you, Was very proud to become a serving member of the greatest police force in the world. Now, I am not sure what I believe anymore. I will say that the one thing that has been constant has been the opportunity to work alongside some of the bravest and finest human beings I have had the privilege to know. as far as the RCMP as an organization there is room for improvement. My grief is with health services and their reactive approach to members having difficulty in dealing with trauma experienced on the job. I do not trust them. Nor Their hired gun doctors who basically tell them what they want to hear. The throwing away of the OSI clinics is disturbing. Members need a forum to discuss the issues we face. I am pleased that the Vancouver group continues autonomously. We need these groups all over the province. With the recent news release by the Commisioner it would appear that the message concerning the mental health of all members has been heard. Yes, I am sceptical too! but I am also hopeful. Time will tell. Concerning Dr. Websters article. I have seen both sides of the leadership coin some can and some think they can. those that can t should’nt. Those that can should train the new guy. I continue to fight with health services and the doctor they hired to do an IME. Should have been called an ME. It turned out that there was no “independence” involved as the assessing physician who “diagnosed” me as alcohol dependent was also going to be the monitoring physician for a period of two years. Two years he billed a lot of money for his services. Now he is making waves and wants to extend my agreement which ends next week for another year. Not gonna happen. In fact does anyone know the process for withdrawing any and all consent for release of info from the doctor to the RCMP?????Let me know. Other than Happy New Year to all who read this Blog.

    • mixer permalink

      You’re right. I was with the reserve for 7 yrs. NOBODY argued with a SGT-Major and when the one at CFB Gagetown spoke… YELLED you knew who the boss was He showed Leadership by backing his men.

    • Aught Buck permalink

      15 Year Member,

      your mis-trust is well placed. I am somewhat gratified to hear such a candid assessment from someone who is not yet jaded by the Force.

      I am having similar but worse problems with HSO. They are, as you say, untrustworthy hired guns that prostitute their professional credentials for a bi-weekly deposit from the buffalo.

      You will never get support from HSO or anybody else with your alleged dependency issue. You have got to address this issue with strength and ingenuity from within. If your job in this organization means that much to you then my advice is go guerilla on them.

      Abstain from alcohol completely and be prepared to do it for the rest of your career. (Your loved ones will likely support you in this, you will lose weight and things will be more stable at home. Start eating better and exercise, make sure you get lots of good sleep. Pay more attention to your family if you have one.)

      Find some sort of bio-medical training that you can do yourself, like a urine self-test kit or whatever. I think there is a smart phone app know. If you are in a detachment use the breathalyzer. Test yourself before every shift, document it and when you have six months or a year of clean data…shove it up HSO’s ass…..shove it up their ass at every opportunity……..and never, ever stop the testing…..

  3. Anonymous (for now) permalink

    As a former Canadian soldier, I can say with certainty that if the army was managed the way the RCMP is, there would literally be an uprising. There may have been people in senior ranks who’s goals weren’t soldiers or soldiering, but we remarkable middle managers ie. Sgt’s, Warrant Officers who were career grunts and kept the commissioned officers in line. For example, we had a young, arrogant lieutenant posted to our company. He made the mistake of walking through our barracks on a Friday night. He found himself in a very bad way. He was subsequently kicked out of the company by our Sgt-Major who then gathered the company together and apologized to us grunts for ever allowing him. Can you ever see anything like that happening in the RCMP? And you never will see this. If the RCMP were to start removing people who were unfit to lead, HQ would be a ghost town. What you’re seeing from RCMP leadership now is pure panic.

  4. Reblogged this on Badge of Life Canada and commented:
    Do other police leaders, not just RCMP leaders have “the right stuff” to lead their men and women through their careers?

  5. mixer permalink

    Do not destroy that email. It’s the only proof you have that it ever existed. As for being rake over the coals for Posting well … they will always use the Protected B, BS to their advantage and under the RCMP Act, Conduct Unbecoming an Officer covers EVERYTHING they can think of. They came after me for writing Whopdedoo which Means
    1. lively and noisy festivities; merrymaking: the annual New Year’s Eve whoop-de-do.
    2. heated discussion or debate, esp. in public: a whoop-de-do over the new tax bill.
    3. extravagant publicity or fanfare: the whoop-de-do of a movie premiere

    But of course they did not take Webster Dictionary definition but the RCMP one … whatever.. hang in there.

    • Anonymous permalink

      Hey Mixer,

      I’m not sure I’m reading this right. You were charged with Conduct Unbecoming because you wrote ‘whoop-de-doo’?

      If that is right, would you pls tell the story? This is too good.


  6. Buck permalink

    If our glorious cadre of self proclaimed leaders (and recent O.O.M. recipients) were to be melded into the U.S. Marine Corps, I believe you would see the resurrection of a Vietnam War process in getting rid of incompetent, malicious and self flagellating persons of superior rank. “Fragging”, problem solved.

    Realistically though, they would probably never get near the front. You have to be trustworthy, capable and competent to go there.

    Fire in the hole!!!

  7. Bob Perry permalink

    Hello – Two programs that used to be delivered Nationally were the Supervisors Development Program (SDP) and the Managers Development Program (MDP) for NCO’s; both had leadership components. However the National delivery eventually fell apart due to the fact it was an unfunded program run on carry-forward cash. They both reverted to Regional delivery; a somewhat sad commentary on the RCMP’s ability to conduct leadership training on a National level.

    ‘E’ Division delivered Leadership training (Phase I & Phase II) at the Pacific Region Training Centre from 2001 to mid decade through a contractor out of Alberta. Before that was the Jr. leadership program that you reference.

    Officers have an opportunity to participate in a developmental program of offered by the office of Executive Officer Development (EODR).

    Though some leadership training has occurred (albeit some of it late to the party) leadership has yet to be inculcated as part of the RCMP’s organizational culture. In many respects a proportion of our organizational leaders seem to rigidly adhered to maintaining the “status quo”; a direct relationship to the command & control emphasis of the RCMP hierarchical structure.

    In terms of effective change management strategies, Anderson & Ackerman-Anderson (2002) note that command and control:

    1) Limits the participation and commitment you must develop in your employees, and often actually promotes resistance.
    2) Lessens your chances of creating a change process that will lead to success.
    3) Keeps you from being able to make real time course corrections during [change] implementation that are necessary for optimal results.
    4) Minimizes attention to necessary people issues like consistent communications and emotional reactions to change.

    In an essay entitled, Are the RCMP’s best days behind it? , Paul Kennedy argues that the RCMP has grown to such a size with “diffused mandates and myriad masters it can do nothing but fail.” It is an interesting read, but I offer perhaps a more pressing rationale that may result in the RCMP diverting off the main track to the siding that ends at the cliff’s edge.

    In 2007 Linda Duxbury completed a study and a report of the RCMP that should have been an “organizational watershed” moment. The Brown Commission report followed and there was an internally harried effort to effect “change” within the RCMP; some may argue the change effort was well “staged”.

    Many of you may recall the “change management” initiative though I suspect you might be hard pressed to actually recall any positive change that came out of it (the ability to buy our own boots was one). Some of Duxbury’s key conclusions included (Duxbury, 2007, p.6):

    – The RCMP is not, by any accepted measure, a change-ready organization.

    – RCMP culture is not one that supports change. Nor is it one that promotes workplace health or provides competitive advantage.

    — The evidence suggests that the majority of RM front line employees, NCOs and CMs, who collectively make up the majority of RCMP employees, would give the organization a failing grade with respect to the following critical HR functions: training, learning and development, the promotion process, performance management, management support, change management, workloads and the provision of a supportive work environment.

    – A significant number do not feel trusted, respected, fairly treated or well led.

    So here we are seven (7) years latter and have any of these points been addressed and/or mitigated by RCMP senior management? Are these points even on the radar – a radar that appears to have a short time horizon for redemption and success for both its employees and public.

    In short while leadership at all levels of the organization for the organization evolve and grow, its very structure, and those that support that structure,represents a significant impediment to real growth and change. Perhaps its time to dissolve the RCMP and “re-imagine” a new organization with a narrower focus.


    Anderson, D. & Ackerman-Anderson, L. (2002). How command and control as a change leadership style causes transformational change efforts to fail. Being First, Inc., Colorado, USA.

    Duxbury, L. (2007). The RCMP Yesterday, Today and Tomorrow: An Independent Report concerning Workplace Issues at the Royal Canadian Mounted Police. Sprott College, Ottawa.

    Kennedy, P. (2013). Are the RCMP’s Best Days Behind it? Republished by Troy Media, August 05th, 2013. Link: Link:

  8. mixer permalink

    Yup, I wrote on my Facebook Whoop-de-doo about a members getting the Queens Jubilee Medal. You know the medal where you applied for it and they would give it to you. So I wrote Whoop-de-doo, The rest is history. I got slap on the wrist. I tried to explain that Whoop-de-doo meant a celebration but they did not care about my use of the word only what they believe it meant. The guys doing the investigation shock their heads. By the way in the French word for Constable : Gendarme also means A Big Flat Saucisson. Funny how words can mean other things.

    • Anonymous permalink

      So the whoop-de-doo wasn’t even in a memo to an officer or anything useful? But Facebook? Those Medals were a complete farce! Who cares?

      Pls post the complainant’s name so I can mock them.


      I bet he’s a whiteshirt wannabe isn’t he.

  9. mixer permalink

    whoop-de-doo. = Big celebration or Heated public debate . Yup he was a staff login for his white shirt. when it was all over he said it does’nt matter what it meant . You should have known better . Well if that’s all they can find after 26 yrs … fill your boots. Nothing for saving countless people except for the filling of a job well done. A few months ago I was in a line up at the TIM HORTON. A Lady touched my shoulder and said “Thanks you were there when my husband was trying to kill me I never had a chance to thank your for that…” That’s the Best Medal you can get.

    • Anonymous permalink

      Two awesome stories; from the ridiculous to the sublime.

      Thanks Mixer.

  10. mixer permalink

    He is now working out West in Sacketchewan or Alberta in Hwy

  11. EFAMIA permalink

    Only in the RCMP would the bureaucracy charge their employees $10 to learn about (propaganda) cultivating a workplace ‘Culture of Trust’. See below for full details.

    HR Community Showcase

    Featuring the RCMP on ‘Building a Culture of Trust’

    Date: January 21, 2014

    Start time: 5:30pm PST


    “E” Division RCMP EHQ
    Green Timbers
    14200 Green Timbers Way,
    Surrey, BC Canada V3T 6P3

    Cost for All Employees: $10.00

    Registration Details

    Registration Deadline: January 19, 2014
    To register, contact

    Showcase Overview

    According to Steven M. R. Covey’s book, ‘The Speed of Trust’; organizations today have a 25% direct ROI if we start trusting!

    The RCMP have embraced this journey of cultivating a workplace ‘Culture of Trust’ lead by Brad Hartl, Chief Superintendent, Human Resources Officer, for BC and the Yukon Territory. Join us to get a rare glimpse inside this multifaceted Canadian icon to learn how this HR team cultivates employee trust and confidence through their various programs within this complex institution. Hear how the panel connects their expert area within the framework of cultivating trust, which engages employees and impacts the overall effectiveness of HR service delivery.

    Meet your HR panel

    Supt. Carol Bradley – Respectful Workplace
    Maria Nickel (retired Supt.) / S/Sgt. Stephen Lovelace – Regular Member Recruiting
    Insp. Jeff Hurry – Integrated Resources Management Team
    Ryan Saveliff – Public Service Human Resources

    Schedule of Events:

    5:30-5:50: Registration will be at the lobby. Check out the Recruiting booth for special momentos!
    5:50-6:20: Group Tours
    6:20: Meet at the NCO/Officer’s Mess – Refreshments and Networking
    6:30 – 7:45: Presentations – Q & A
    7:45 – 8:00: Mingle/Networking/Wrap up

    Please be prompt as tours will be underway at 5:50 precisely. Pre-registration is required as no registrations will be permitted at the door. Thank you!

    • Anonymous permalink


    • Buck permalink

      When I saw this was a real thing and not some bogus prank, I peed my breeches I was laughing so hard. As a true CULT will mindlessly spew its sour gas and try to make the faithful believe it is true and a core truth.

      The cast of character’s is a who’s who of lies and bullshit, not to mention Bullying, Abuse of Authority and outright Harassment. Hartl, Bradley, Nickel, Lovelace (these last two are front and centre in the latest female member filing a Civil claim of Bullying, Harassment and Abuse), Hurry & Saveliff. The schedule of events is about as exciting as watching paint dry, shall we recall the title and theme is , “Featuring the RCMP on Building a Culture of Trust”. OH MY, You had me at hello, GAG!!!!!

      The piece de resistance is the $10 cost to employees, it appears you can’t get Trust from the HR unit without greasing their palms. Even then the chances are, you just lost your $10 bucks. I had hoped to be able to scrape up the fee for the event, but there is nothing to be learned that I don’t already know.

      And damn, I have a hair and nail appointment that afternoon.

      I hope they have a great backslapping session by themselves.

      My advice. You have done enough harm………..just go away.

    • Bob Perry permalink

      Hello – Apparently the “right stuff” is somewhat elusive for the RCMP. On the surface this may seem to be another self-congradulatory pat on the back to verbiage around how well the RCMP is rebuilding organizational trust. It is unclear who the target audience is – perhaps designed for their own officer peer group rather than the people they have so egregiously affected.

      The inescapable fact is that they would not have to go through this process of rebuilding trust if it hadn’t been so flagrantly violated on so many levels. We have a splintered organization, internally struggling trying to find its way with both its employees and the public it serves. We are strangling from the inside and have lost our competitive edge in policing on many fronts due to internal distraction(s).

      Did we miss the apology part? Typically, but not always, violations of trust start with some form of acknowledgement of the act, including some level of humble/remorseful contrition in order to establish a foundation to move forward.

      Secondly, rebuilding trust is about action, not talk. It would be interesting to see how they are going to measure the growth of interpersonal organizational trust; certainly a question worth asking if anyone attends. This appears to be another example of paradigm of “cordial hypocrisy” (Solomon & Flores, 2001, p. 4) practiced in the RCMP that undercuts positive relational trust and creates barriers to the development of networked relationships based on trust.

      If the RCMP wants to be build organizational trust a few good starting points might include:

      1. An unequivocal apology and some level of contrition before we embark on a new paradigm for internal relationships in the RCMP.

      2. Start treating employees as people – above all else recognize the organizations greatest strength is its people – the singular greatest liability is not taking proper care of your people in every sense of the word. Develop and live by an employee centric policy.

      3. Establish and settle all outstanding grievances, lawsuits so that the organization can move forward. Do so with a humble and open heart in the best interests of those affected.

      4. Re-structure and flatten the organization (inverted pyramid of HR resourcing); the Officer ranks appear to have disproportionately burgeoned over the last ten years.

      5. Recognize that PTSD is a hazard of policing – we need to support all who have served and given their best only to suffer psychological injury. Support must be backed by positive action and policies that are employee centric.


      Solomon, R.C. & Flores, F. (2001). Building trust in business, politics, relationships and life. London: Oxford University Press.

      • EFAMIA permalink

        It appears the experts that the Force is relying on at their HR Community Showcase
        on ‘Building a Culture of Trust’ are also subject to harassment complaints and civil law suits. See below article from today’s Province newspaper for details. Perhaps not the best Subject Matter Experts to bring out for an RCMP Showcase to ” get a rare glimpse inside this multifaceted Canadian icon to learn how this HR team cultivates employee trust and confidence through their various programs within this complex institution.” Oops !!

        Female Mountie alleges bullying


        Another female RCMP officer is stepping forward with allegations of bullying and harassment in the workplace.

        Cpl. Valerie Weedon says that in October 2010 she had an argument with another corporal over Weedon’s work.

        In a lawsuit filed in B.C. Supreme Court, Weedon says she reported the problem to her bosses at the RCMP’s E-Division in Vancouver, including then-Supt. Maria Nickel – who apparently favoured the other corporal over other employees – and Sgt. Steve Lovelace.

        After she made her report, Nickel and Lovelace began a campaign of bullying, harassment and intimidation against her, Weedon alleges in the lawsuit.

        She says her privacy was invaded by inquiries into her activities during her time off work and that other officers were directed to inquire into those activities.

        Weedon says she was threatened with a poor mid-year performance evaluation and was the victim of repeated demeaning and insulting remarks.

        She was required to attend oneon-one meetings where Nickel and Lovelace isolated, criticized, belittled and intimidated her, she says. “As a result of the above described harassment and the conduct of the defendants Nickel and Lovelace and other individual employees of the defendants, the plaintiff suffered mental distress and was required to go off work for medical reasons,” says the suit.

        Weedon says she lodged a formal harassment complaint in January 2013 against Nickel and Lovelace, using the RCMP’s human resources harassment complaint process, but in November she received notice that the RCMP had declined to accept her complaint.

        Weedon is seeking general, special, punitive and aggravated damages.

        A notice of civil claim contains allegations that have not been proven in court.

        Over the past few years, a number of Mounties have filed harassment lawsuits. A certification hearing for a class-action suit filed by former and current female Mounties is expected to be heard in April or May this year.

        © Copyright (c) The Province

  12. Ex-Canuck permalink

    To all the LE members reading this: thank you for your service.

    Dr. Webster was one of my high school football coaches just over 30 yrs ago, back in Abbotsford, BC. Many years, many sports, and too many vocations later, I’ve yet to have a more inspiring leader. He knows leadership. So ironic that I run across this blog post of coach, er, Dr Webster talking about the Marine Corp’s 14 leadership traits (JJDIDTIEBUCKLE – Google it), which my son started learning from the first day in USMC Jr ROTC in high school. The Marines know leadership, and how to deal with failures thereof.

    My son wants to be leader. He wants to be a Marine;.not just a Marine, but a Marine Infantry Officer. His grades are good enough for all kinds of college scholarships but he wants to go the ‘Enlisted to Officer’ route “…because I have to earn respect, not just graduate from college and get a commission…”

    The failure or absence of leadership is not restricted to only the RCMP Senior mgmt ranks, or other such bureaucracies. I work for a little old software bureaucracy some of you may have heard of based out Redmond WA, and after 15 years I can attest that leadership is sadly lacking here too.
    Take heart, there are leaders, and coincidentally, nearly all of them are military and law enforcement veterans. Funny how that works.

    Our society in general does not teach, foster, reward, or even know how to recognize true leadership. Yet, there are leaders out there. It’s their role to suck it up and step up, despite the slings and arrows of outrageous mismanagement.

    Start with the member in the mirror.

Trackbacks & Pingbacks

  1. Documents prove RCMP smear campaign: dismissed doctor | iPolitics


Fill in your details below or click an icon to log in: Logo

You are commenting using your account. Log Out /  Change )

Google+ photo

You are commenting using your Google+ account. Log Out /  Change )

Twitter picture

You are commenting using your Twitter account. Log Out /  Change )

Facebook photo

You are commenting using your Facebook account. Log Out /  Change )


Connecting to %s

%d bloggers like this: