Generation X er's typically have an agenda that places themselves before the organization. Commitment and loyalty, although still valued, are defined differently to include the concepts of balance, informality, and self-reliance. They want to have an influence on the decisions and policies that impact their job satisfaction and strategies of policing. One task of leadership and effective management is the instilling and maintenance of positive morale and excitement for assignments. At its core, morale begins with feelings of self-worth and fulfillment. Generation X police officers need to feel that their views are seriously considered and that they as individuals matter to the organization. Police leaders must not only explain organizational philosophy and procedures in a clear and rational way, they must respect feedback regarding how these policies work in practice and the problems that arise in their implementation. Trust, respect, and commitment from frontline officers develops through the knowledge that leaders at the top of the organization understand their problems and are working to address them. Any sense that leaders are promoting a self-serving agenda that does not facilitate effective police work in the field will undermine morale and commitment. Motivation, honesty, trustworthiness, transparency, and leading by example are the core pillars of leadership that will help build a strong, stable workforce.