5 Things Police Leaders Should Never Do When Speaking Publicly

Edward Brown, M.S.

  

Quite often, police chiefs who have come up through the ranks feel that effective public speaking isn’t necessary for doing their job. After all, they made it this far without being inspiring or persuasive in their communications. Besides, departmental messages can be handled by the police spokesperson. But, imagine if you could become a savior to your department when effective communication is most needed?  When a community leader galvanizes a group to protest a police action, what could you say to get that same group on your side?  Could you be more persuasive when attempting to get the city council to give your department more resources than fire and sanitation services? No matter what skills got you to the “Top Cop” position, the skills most needed in today’s society are the ability to persuade, inspire, and influence constituents under dire situations. The following are five (5) things police leaders should never do when speaking publicly:

1. Do not address an audience or constituent without adequate preparation. It is important for police leaders to become skilled at impromptu or “spontaneous” speaking. Having an outline that addresses a problem, its genesis, a solution, and a call to action, becomes essential under any circumstance where a department’s confidence and brand are on the line. You should never try to “wing it” or come up with something flat-footed. Even the best speakers make preparations seem spontaneous.

2. Do not leave critical messages in the hands of a police spokesperson.  A police chief should handle critical issues such as budget cuts, employee furloughs, injuries, and officer deaths. Departmental personnel and the public are looking for encouraging words to ensure that the department shows sympathy when an officer goes down and decreases the public’s fear when a dangerous person is running rampant.  These times are especially important for police chiefs and command staffs to rise to the occasion by possessing finely honed public speaking skills.

3. Do not give perfunctory, emotionless presentations. When people experience a loss or hardship, they want to know that someone in authority empathizes with their pain. The standard, emotionless response that police chiefs typically provide does not help ease departmental or public pain. Furthermore, departmental good will is lost when chiefs lack the confidence to become emotionally vulnerable in a time of need. It isn’t necessary that a chief breaks down publicly, but there should be some evidence that he has a heartbeat.

4. Do not leave nonessential information unsaid. There are many times when an ongoing investigation prevents police leaders from divulging pertinent information. An active case requires that critical information remain sealed to either clear up a case or develop evidence for later prosecution. However, controlling public and media messages is all about controlling the conversation. Steer the conversation in a way where you control the tone and mood of the information that is revealed. “No comment” remarks create more intrigue and fodder for rumors than mere explanation of what can be disclosed. Always set the stage on your terms and emphasize a commitment to resolving the case, issue, or controversy as soon as possible.

5. Do not give the same exact presentation to different constituents. Although a message may be the same, the delivery and nuance of each audience requires changes based on constituent’s needs.  If you speak to the Rotary Club, change the same presentation to meet the needs of a Neighborhood Planning Unit (NPU). By being aware of the subtle, yet important, differences between each forum, you won’t be labeled a mere politician who does not understand that audiences often overlap. 

The borderless Internet and the global media make effective public speaking paramount for police leaders. The days of police activities remaining local are over. Police leaders have to become acutely aware that while their jurisdictions may be limited, the reach of their messages is unlimited.  One day, you may be a police chief in a city or county with very little activity. The next day, you may be the face and voice of a monumental event.  Become a master communicator that constituents can be proud of rather than a police leader who is proficient at the administrative aspects of policing, but oratorically ill equipped.

For more information on how police leaders can become more persuasive and influential in their public speaking skills, visit: http://plr.coreedgeprivatelabelrights.com

How Police Leaders Can Use Personnel to Overcome Budget Cuts and Limited Resources

Edward Brown, M.S.

      Budget cuts and employee furloughs create havoc on employee morale and productivity within police departments.  When quality of life issues affect employee motivation, police leaders have to discover innovative ways to do more with less.  In other words, use strategies that don’t have budgetary restraints.  Research suggests that money becomes a predominant desire for employees when recognition, incentives, and other rewards are not in place.  Employees will generally accept less pay doing a job they enjoy rather than making more money doing a job they dislike.  Consequently, to offset financial restraints, police leaders should align personnel assignments with the personality and self-interest of employees.  This simply can be done by reviewing the personality profiles compiled by the police psychologist during hiring. 

Hogan (2000) identified four (4) types of people (Analyticals, Directors, Socializers, and  Amiable): 

• Analyticals tend to be driven by logic and mental acuity. They respond to stimuli that answer “why” and “how” questions. If you want to attract and persuade these types of individuals, it is important to appeal to their rationale and logicality with facts, figures, and proof. They are nonassertive and internally driven to work problems out within themselves as introverts. Within a police department, Analyticals would be suited in assignments where research, analysis and crime patterns are needed. They would need very little supervision and work performance could be measured easily.

• Directors are logical also, but are more assertive and driven towards results and accomplishments at all costs. On the surface, they may appear to mimic some traits of Analyticals, but they are much more extroverted and goal or mission oriented. If you want to attract and persuade Directors, give them bottom line information and keep it short, hitting only the key points. They are externally drawn to see the outcome of specific actions.  Many police chiefs and supervisors fall under the Director’s banner. Directors would thrive on special assignments where there is autonomy and mission orientation.

• Socializers are more emotionally and “Big Picture” thinkers. If you want to attract and persuade these individuals, talk passionately about the overarching mission of your department and tell them how they fit into it. As long as they see themselves as becoming heroes, they are interested in participating in the process, because they are assertive and are big on attention. Show enthusiasm and be light on details. Socializers are not like Analyticals requiring a great deal of facts and details. As public speakers, Socializers are effective in assignments where you need buy-in for police initiatives. Socializers would be great in neighborhood planning units (NPUs) where long-term goals of the community are discussed.

• Finally, Amiables are emotional and introverted based on their need for relationships. If you want to attract and persuade Amiables, it is important to talk about the importance of collaborations and team building. These individuals would be great at police community and outreach programs. They enjoy the status quo and are less inclined to rock the boat as long as their emotional needs are met.   Amiables could be your best evangelists and cheerleaders within your department as long as there are no dramatic changes to what they have bought into operationally. Amiables embody community-oriented policing. Simply give them the creative freedom to connect deeply with the community and they will flourish. 

      Quite often, when police leaders are addressing personnel collectively, the four types of personalities will be in attendance.  Police leaders' best bet is to speak in ways that cross all sectors. Provide facts, figures, and proof to Analyticals.  Give specific information to Directors that relates to accomplishing a mission. Describe passionately the department’s objectives to Socializers in ways that he or she can shine. In addition, stress the importance of stability and camaraderie when addressing Amiables.  By understanding the importance of persuading individuals based on their personality make-up and self-interest, Police leaders can increase employee productivity despite the economic landscape from budget cuts.

Excerpt from The A-Team: How to Be a Top Police Department in Recruiting, Training & Retaining Employees, By Edward Brown, M.S.

Reference(s):

Hogan, K. (2000). The psychology of persuasion: How to persuade others to your way of thinking. Gretna, LA: Pelican Publishing Company, Inc.

About the Author

Edward Brown, M.S., is a researcher and lead instructor for Core Edge Police Professional Development.  Ed is a former Atlanta police officer and has trained supervisors within the Atlanta Police Department as well as police officers throughout the state of Georgia and abroad.

He has advanced legal training from the University of Dayton School of Law and a master’s degree from Mercer University in Public Safety Leadership.

Ed is the author of nine books including: A Badge Without Blemish: Avoiding Police Corruption and The Secrets to Communicating Effectively with Police Officers.

Review Book: Top Cop

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