By Lexipol Content Team
is certainly not a new concept. For decades, people across industries have lauded the importance of servant leadership, calling for everyone in every position to be a servant leader. But what does it actually look like? And more importantly for you, what does it look like in public safety?
Public safety leaders set the tone and culture of their agency and make decisions that often have life or death implications鈥攆or community members and for personnel. True servant leadership in public safety requires finding an appropriate balance: the balance between being in control and empowering your people; taking care of your people, your agency and your responsibilities and caring for yourself; and leading effectively while preparing the next generation for leadership.
In a recent webinar, 鈥�,鈥� Battalion Chief Bruce Bjorge and Police Chief (Ret.) Dave Funkhouser discuss six key areas public safety leaders should look out for that can keep them (and their agencies) from success, or that, when done well, can help them lead the way and develop strong leaders for generations to come.
Lost in leadership
No one will contest that public safety leaders have dozens of at any given moment. It can be all too easy to become overwhelmed and lose sight of your greater strategy or long-term plan for your agency. At some point, you have to ask yourself the question: 鈥淒oes it have to be me that does this?鈥� Do you have to be the one to talk to the media or to give this or that order? Can you train someone else to carry out this task? 鈥淲e are not irreplaceable,鈥� Bjorge says simply. When you start to feel overwhelmed, having a plan and people who are equipped to execute that plan is the best way to address the problems at hand鈥攚hatever they are: 鈥淲e have to anticipate problems and have systems in place to move the agency forward, limiting the impacts when bad things happen,鈥� Bjorge explains.
A few key questions to consider and help you avoid getting 鈥渓ost in leadership鈥�: Do you have contingency plans in place if things don鈥檛 go your way? Have you identified personnel who can step up to the plate, and have you equipped and empowered them to make decisions and act? Have you identified who you can help develop? This is about the reality that you, regardless of your rank, can鈥檛 be everywhere and can鈥檛 do everything yourself. 鈥淚 thought I needed to control everything,鈥� Funkhouser says. 鈥淏ut I don鈥檛 have to know it all, I don鈥檛 have to do it all鈥 had to humble myself and say, 鈥業 need help.鈥欌��
The 鈥渟ervice鈥� in servant leadership
Consider everyone who contributes to your organization鈥檚 mission and the impact they have鈥攏ot only your personnel, but your community at large. 鈥淚t should not be me, the leader, bringing the success of the organization,鈥� says Bjorge. 鈥淚t should be our people.鈥� If it becomes all about you as the leader, you鈥檒l quickly find yourself 鈥渙utside of the organization looking in,鈥� he explains.
Servant leadership in public safety is often the difference between and exerting control. It鈥檚 about 鈥渓istening more than ordering people around, identifying the strengths of people in your organization as opposed to focusing on their weaknesses,鈥� says Funkhouser. You cannot succeed on your own鈥攖here are people who can help you do your job and do it better. In fact, to succeed, you have to rely on your people, empowering them to serve the community as you serve them. Get to , listen to their input, and allow them to use their skills and abilities.
Servant leadership starts from a place of . 鈥淚f you have to remind people that you鈥檙e the boss, you鈥檙e not the boss,鈥� explains Funkhouser. Leading from a place of rank or title is not the way to earn the trust necessary to be an effective leader. On the flip side, earning respect through empowering your people leads to success for every stakeholder. 鈥淐ome to your role as a leader from a place of humility to begin with,鈥� says Bjorge. 鈥淎cknowledge that you鈥檙e human and you鈥檙e going to make mistakes.鈥�
Being in control vs. being controlling
It鈥檚 human nature to desire control, especially as situations start to spiral. When things get overwhelming or hectic, your gut reaction is probably to extend control and move toward . 鈥淲e want to take more control instead of leaning on the team to figure out how to solve the problem,鈥� Bjorge explains. But that isn鈥檛 the answer. Funkhouser says, 鈥淲e need to embrace people, regardless of the title, to find solutions.鈥� As a leader, you can鈥攁nd should鈥攂e in control without personally controlling every detail. When you act with consistency, train your people to adhere to policies and procedures, and empower and trust them to make good decisions, your influence permeates every level of the organization.
View the on-demand webinar, 鈥�,鈥� to learn more.