It’s one of the oldest plays in the book: Two imposing figures walk into the room. The first one looks stern and completely void of compassion. The second one looks equally serious, but there is also a look of humanity and understanding. The suspect sits in the sterile room, hands cuffed on the cold metal table as the first cop jumps into action. The goal is simple: Focus on the facts and elucidate every possible, painful recourse. There is no sympathy here— only cold, callused consequences. The second figure steps in at the exact right time and empathetically says “I can help you out of this; I just need you to cooperate.” After some back-and-forth, the suspect eventually concedes. The “Good Cop/Bad Cop play” wins again!

Imagine how effective this scenario would be when dealing with a late payment!

Bad Cop: Your rent is going to be late again!? This is unacceptable! Do you know what would happen to the world if everyone was late on rent for X months in a row?! I’ll tell you what would happen, the world would EXPLODE! Do you want the world to explode? How could you be so inconsiderate!?! It’s eviction time!!

You (Good Cop): Calm down Bad Cop. I know that rent should always be paid on time, but this is a great resident who was going through some difficult circumstances. Resident, I know that you signed an agreement that says you can be evicted if your payment is X days late or late for X months in a row. I know you've almost reached that point and I want to help. Here’s what I can do. If you make the payment now, I’ll be able to protect you. But you need to promise that you won’t be late again. I don’t think I can save you from Bad Cop if it happens again.

Resident: Thanks, Good Cop! How can I ever repay you? Oh, I know! I’ll bake you a plate of fresh cookies and I’ll always pay my rent on time! You’re my hero!!

The only flaw in the game of Good Cop/Bad Cop is that it requires a partner, one who doesn't mind playing the role of Bad Cop. In the world of management, we don’t often have that partner. Whether we manage people, processes, properties, or clients, we often find the need to straddle the line between Good Cop and Bad Cop. This can be exhausting. Wouldn't it be great to always be the Good Cop? What if I told you there was a quick and easy way for this completely non-exaggerated example to literally become your daily reality?

Short of being a Lego character, the best way to play a one-person game of Good Cop/Bad Cop is by off-loading the role of Bad Cop to your clearly documented policies and expectations. Let them play the role of Bad Cop!  When a resident signs a lease or an employee signs a policy, they are awakening the “Bad Cop” who resides within the terms of the agreement. This Bad Cop is ever vigilant, waiting for the moment when the terms are violated. As a violation becomes increasingly imminent, you get to swoon into action and save the day!

Bad Cop: …if the resident payment is X days late or late for X months in a row, they can be evicted(!)

You (Good Cop): Resident, I heard about the late payment. I’m here to save you. I know that you signed an agreement that says you can be evicted if your payment is X days late or late for X months in a row. I know you've almost reached that point and I want to help. Here’s what I can do. If you make the payment now, I’ll be able to protect you, but you need to promise that you won’t be late again. I don’t think I’ll be able to save you if it happens again.”

Resident: Thanks, Good Cop! How can I ever repay you? Oh, I know! I’ll bake you a plate of fresh cookies and I’ll always pay my rent on time! You’re my hero!!

Here are some key steps to turn this dream into a reality:

1. Policies and Expectations must be set from the beginning. They must be clear and saved for future reference. We do a great job of creating and sharing expectations on contracts and firm agreements, but we often fall short when dealing with social or performance expectations. Can you blame someone for being late if there isn't even a schedule?

2. Make the expectations enforceable. There is a consequence for every action. If you want to control these consequences, make sure you define and share the consequential action in advance. What happens if someone is late? How late do they need to be for this action to be taken? Is there additional recourse?

3. Be fair and be consistent. If Bad Cop only goes to work half the time or only targets certain people, he’ll be off the force faster than he can kick a chair!

4. If you want to be the Good Cop, you need to act like the Good Cop. Create reasonable expectations and take steps to prevent and avoid violations. Is someone showing a trend of tardiness? Let them know where they stand. Ask them how you can help. Is someone’s performance falling? You should be having constant and/or helpful conversations with them as frequently as needed. Bad Cop would take a step back and watch the self-destruction while Good Cop would look for opportunities to be the hero.

5. Lastly, consider your presentation. Introduce Bad Cop and show why you are Good Cop. Use phrases like, “When you signed this form, you committed to… You are falling short of this and I’m worried about what this means for your future…” or “As you know, all employees— including you— have agreed to do this. You are not doing this and I want to help you to succeed…” Help them understand that you want them to succeed, but you can't do it without their cooperation.

As you create and share clear and fair policies and expectations, you’ll discover that you can have a tremendous impact on the performance of those you manage. They’ll find that Bad Cop isn't as mean as he looks on TV and Good Cop is far better-looking than Hollywood could have imagined! You’ll feel relief as you realize that you can influence behavior, though it's up to the “suspect” to avoid the wrath of Bad Cop. All you need to do is empathetically say “I can help you out of this. I just need you to cooperate.” You’ll find that more times than not, the suspect will concede and the “Good Cop/Bad Cop play” will win again!

By: Dennison Harris