How Using the Best Practices of Transformational Leaders Can Help Command Staffs & Police Supervisors Inspire Employee Productivity

Edward Brown, M.S., of Core Edge Police Professional Development provides answers to questions on the strategies for law enforcement leaders to improve productivity within their departments.

Q: Based on your research on transformational leadership development, what is the single most important trait transformational leaders exhibit that can help senior managers and police supervisors inspire employee productivity?

Brown: Based on my research, transformational leaders have a preternatural ability to read people. I was in a meeting once where police supervisors were trying to persuade an officer to consider their perspective on a policy change.  It was an attempt by the incoming police chief to solicit more officer feedback when drafting new policies that affect police officers.  A captain who had been quietly listening all along tapped into the officer’s concerns. He essentially asked, since you are in the shoes of the people impacted, how will you feel and what aspects of the policy would you change? Those two questions changed the whole dynamics of the meeting. The captain honed into what the officer was feeling, which is the reason the officer was asked to attend the meeting. Transformational leaders are adept at getting to the core of a problem by uncovering the nuance of nonverbal communication.

Q: So, do police managers and supervisors need to listen more to the nonverbal cues of police personnel?

Brown: Active listening is part of it, but it is broader than that. Police supervisors could benefit from a paradigmatic shift that suggests that self-interested, motivated employees will either make or break departmental productivity.  The “Inside game” in today’s economy is all about tying the self-interests of employees to departmental missions. Psychological contracts between police supervisors and employees have to be formed during the hiring process with benchmarks along the way.  

Q: In this context, how is “Psychological Contracts” defined?

Brown: A psychological contract is a mental agreement between parties that address the self-interests of each party and the expectations derived from the relationship.

Q: Why is this doctrine important for police supervisors?

Brown: It is important because during the hiring process, the hiring agency carries a great deal of power. The best way to wield power is acting as if it does not exist.  By tapping into the self-interests of employees, as they enter into the department, you make it about the rewards for specific performance. As a superpower on the world’s stage, the U.S. does it all the time. In reality, the U.S. can forcefully persuade most countries to act according to U.S. interests. However, the U.S. has learned that gentle persuasion is a better way of influencing foreign policy, particularly when the rest of the world is looking. The same is true at the individual level. A police department can persuade a new hire that his or hers self-interest, as a means of growing within the department, is part of the department’s mission.

Q: So, by emulating the persuasiveness of transformational leaders in gaining follower loyalty, police managers can inspire employee loyalty?

Brown: Yes. By understanding that the objective of police departments is about getting personnel to do what they sometimes do not want to do.  Although police department have SOPs (Standard Operating Procedures) and employee manuals that govern the department’s personnel, there is an honor system based on the nature of policing. Police officers are still responsible for adhering to these edicts even in the absence of direct supervision.  However, police officers will model their behavior after the actions of the supervisors they respect.   

For more information on becoming more persuasive in your communication and leadership skills, visit: http://policerecruitmentandselection.core-edge.com/events

How Police Chiefs & Command Staffs Can Become More Persuasive By Using The Best Practices of Charismatic Leaders

Edward Brown, M.S.

Police chiefs and command staffs are constantly called on to fulfill the needs of departmental personnel, politicians, and the public. When dealing with diverse and competing interests, it is necessary for law enforcement leaders to be premier influencers and persuaders. By emulating the traits and best practices of charismatic leaders, law enforcement heads can begin building better relationships with their constituents and stakeholders, which lead to greater trust and economic development.  Charismatic leaders to persuade others use the following techniques:

• Charismatic leaders seek to fulfill hidden as well as expressed needs of others. Charismatic leaders are versed in human nature and believe any requests for action by followers must be tied to the followers’ self-interest.  Charismatic leaders ask questions to determine these needs by tapping into the emotional as well as mental dynamics of individuals. Open-ended questions such as “That’s interesting, what is the greatest challenge you regularly experience within your community?” help charismatic leaders determine a person’s motivation.  By empathizing and sharing experiences that relate to the individual, charismatic leaders create initiatives that recruit people who have a stake in the mission.
• Charismatic leaders speak with passion and specificity.  Contrary to popular beliefs about charismatic leaders, they are not “pie in the sky” visionaries who spout impractical and lofty ideas. Charismatic leaders are adept at spotting opportunities and speaking directly about the benefits surrounding a mission. The passion by charismatic leaders stem from their willingness to “own” or personalize initiatives. The personalization of a mission takes on a crusade-like zeal that becomes infectious to potential supporters.  In addition, charismatic leaders create a systematic plan that inspires followers to embrace the feasibility of a mission.
• Charismatic leaders are relentless.  Because of the leader’s personalization of a mission, charismatic leaders judge themselves by their performance. For charismatic leaders, achieving a goal is not merely about meeting an objective, but a self-defining opportunity to prove their worth. As a result, followers are inspired by these leaders’ commitment.

To emulate the leadership qualities of charismatic leaders, it is essential to determine the core needs of others, adopt and personalize a mission, and execute activities until the mission is complete. By demonstrating and implementing these traits, law enforcement leaders will not only find their passion for projects, but self-interested individuals will follow them based on a compelling idea.

For more information or to learn how to speak more persuasively, visit: http://policerecruitmentandselection.core-edge.com/events

The Importance of Crisis Communication Skills for Police Chiefs & Command Staffs

Edward Brown, M.S., of Core Edge Police Professional Development (A subsidiary of Core Edge Image & Charisma Institute) provides answers to questions about the necessity for law enforcement leaders to develop stellar crisis communication skills.

Q: How do you define crisis communication?

Brown: Businessdictionary.com defines Crisis Communication as, the effort taken by a company to communicate with the public and stockholders when an unexpected event occurs that could have a negative impact on the company's reputation. This can also refer to the efforts of business or governmental entities to inform employees or the public of a potential hazard such as an impending storm, which could have a catastrophic impact.

As it relates to law enforcement, it is the proper response to any event that can potentially demoralize a department like officer injuries, deaths, budget cuts or employee furloughs.

Q: Is it your contention that departmental spokespersons should not be left to handle crisis communications?

Brown: the chief of police should handle critical events that affect the morale and productivity of a police department. The basic ones I described earlier such as officer injuries and deaths are the worst events within a police department. These incidents keep chiefs up at night.  When an officer goes down, no one but the chief should communicate to the department and the public about the impact, sorrow, and future direction of the department.  Additionally, budget cuts and employee furloughs cut into quality of life concerns within a police department. Although these situations may be out of the control of a police chief, the chief should be the one to deliver the news, its impact, and the period of the condition.

Q: What trends have you observed that make crisis communication so important?

Brown: The world has changed drastically within the last twenty-five years. When I joined the Atlanta Police Department in 1988, we took orders without questions as long as they were lawful. The new breed of police officers is different. The Millennial Generation requires more answers and explanations.  I have even heard of instances of a young officer being on a cell phone while talking with a citizen on an emergency call.  This mindset requires a different level of inspiration and communication.  In addition, departmental loyalty has diminished. The loyalty among law enforcement members, once held, is no longer the case.  Individualism has become a cancer within police departments.  Chiefs of police and command staffs have to step up and become better mouthpieces to these changes.

Q: The challenges that you outline do not seem unique. Aren’t all corporate and public sectors in society dealing with similar challenges?

Brown: Yes, but it’s more dire and extreme when the protectors of civilization shirk their responsibilities. If you get bad customer service at a restaurant or retail store, you merely go to another store. Where do you go when your police department does not provide you adequate service? How do you feel when you believe crime is rampant and no one cares? Your last recourse is uprooting your family and relocating somewhere else.  When you feel your police department is inadequate, it shakes up your entire world.

Q: What would you say are the components of crisis communication?  

Brown: The ability to articulate the frustrations of your employees and the public and provide tangible solutions. If there are no immediate remedies available, you need the ability to inspire hope.  Have you seen the typical police interview or press conference? They are unemotional, full of facts, and robotic. If you’ve seen one, you’ve seen them all. Police chiefs and command staffs have to become a cross between psychologists and ministers. They have to be able to dissect the emotional impact of a problem, speak to it, and resolve it.   All in a way that provides the same reassurance parishioners receive when they go to church on Sunday.  It’s a big challenge for police chiefs and command staffs, but one they can master.

Q: What advice would you give police chiefs and command staffs to improve their crisis communication skills?

Brown: First, embrace the notion that being an effective leader requires stellar communication skills in all situations. Second, become more adept at quickly establishing rapport with people, one-on-one and in groups. Third, control media messages by setting the stage to fit departmental needs; not the needs of the media. Finally, become a master at dissecting the psychological needs of constituents when advanced communication skills are necessary. Become an expert in human nature. Walk into the lion’s den and take a seat.  When you know the motivations, pains, and fears of the people around you, you are in a better position to control outcomes.

For more information or to register for the workshop, “Officer Down: How to Develop Effective Crisis Communication Skills for Law Enforcement Leaders,” visit: http://policerecruitmentandselection.core-edge.com/events

How to Develop Effective Crisis Communication Skills for Law Enforcement Leaders

Edward Brown, M.S., of Core Edge Image & Charisma Institute provides answers to questions about law enforcement leaders successfully engaging audiences during crises.

Q: What does crisis communication mean?

Brown: A working definition, as it relates to law enforcement, is the ability to engage, inspire, or persuade an audience in response to a situation with negative consequences.

Q: Why did you develop this communication model for law enforcement leaders?

Brown:  As a former Atlanta police officer, I attended many police funerals in addition to budget and morale crises within the department.  Some things were just not in the control of the chief or command staff.  They were part of the machinations of politics and could not do anything about the status quo. However, if command staff knew how to inspire and persuade during crises, they could have gotten the productivity they desired regardless of politics.

Q: Is there one key component to crisis communication?

Brown: If there is one key component, it would be a keen awareness of human nature. For example, what are the thoughts and feelings of attendees at an officer’s funeral? What message would soothe and heal the pain of loss during this dark hour?  What would be a persuasive message at a city council meeting that would prevent budget cuts within a department?  Would knowing the personality traits of city councilmembers help persuade them?  By understanding human nature, leaders begin to manage the crisis, as well as, influence the outcome.

Q: It seems that most police departments have a spokesperson to do what you are suggesting. Are these spokespersons not doing an effective job?

Brown: Larger police departments have spokespersons, but smaller police departments may rely on the police chief as their mouthpiece. Whether the department is large or small, the chief should handle some incidents such as police injuries and deaths, low morale, budget cuts and employee furloughs.  

Q: It seems that police departments get along fine without crisis communication. What has changed?

Brown: Society has changed.  You have to explain more things to the public than ever before. Particularly, the Millennial Generation (born early 1980s to early 2000s) requires more information and analysis. When I joined the Atlanta Police Department in 1988, we were taught to follow orders without questions.  We had to follow any lawful command or be brought up on insubordinate charges. Today, supervisors have to be much more flexible and persuasive in their communication style.  Policing is not a profession where you can micromanage employees.  Once a supervisor gives a directive, the supervisor relies on the officer to get the task done.  Supervisors now have to jockey for greater buy-in than they had to do in the past.   

Q: So, are smaller police departments or jurisdictions with less crime absolved of crisis communication training?

Brown: Show me this utopia where crime does not exist? Where smart phones and video cameras aren’t vigilant about police activities? Show me where the Internet has not created a media where the reputation of a police department can be hurt over false or misleading allegations? In a world without borders, the only thing that may save a police department in crises will be its ability to persuade and influence the public towards a positive outcome.

To enroll now in the workshop, “How to Develop Effective Crisis Communications for Law Enforcement Leaders” visit: http://policerecruitmentandselection.core-edge.com/events