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In public safety, the ability to stay resilient, adaptable and cool under pressure is essential. This was front and center during the recent Lexipol webinar, 鈥�,鈥� featuring Battalion Chief (Ret.) Bruce Bjorge and Chief (Ret.) Dave Funkhouser. Drawing from decades of experience in fire and law enforcement, Bjorge and Funkhouser discuss how resilient leaders bend rather than break during tough times and traumatic incidents.

Two keys to this ability to adapt and rebound are flexibility and attitude. Truly resilient leaders develop the flexibility to handle unexpected challenges and the positive attitude to help keep their teams motivated even during the most stressful situations.

Research consistently points to resilience and flexibility as core components of effective leadership, especially in a high-stakes field like public safety. Leaders in these fields often face situations where rigid adherence to a plan can be counterproductive. Of course, that doesn鈥檛 mean good leaders don鈥檛 plan. As Gen. Dwight D. Eisenhower said, before he was elected president, 鈥淚n preparing for battle I have always found that plans are useless, but planning is indispensable.鈥�

Adaptability and a willingness to embrace change set successful leaders apart because they are more likely to help their teams overcome whatever challenges come their way.

The importance of flexibility

The Center for Management & Organization Effectiveness how flexible leaders are less likely to become stressed or frustrated when faced with the unexpected. In public safety, where every day brings new challenges, the ability to think on your feet and adapt to shifting conditions is paramount. In the webinar, Chief Funkhouser notes that 鈥測ou can鈥檛 control everything鈥� and urges leaders to stay adaptable instead of being rigid in their approach. A willingness to pivot, he says, is often what allows leaders to respond effectively under pressure.

Another important thing to remember, Bjorge says, is to 鈥渇ocus on what you can control.鈥� This is an interesting echo of the serenity prayer often recited in 12-step programs, where participants pray for 鈥渟erenity to accept the things I cannot change, courage to change the things I can, and wisdom to know the difference.鈥� When they maintain flexibility and a steady approach, leaders stay prepared to tackle unforeseen challenges head-on. This combination of flexibility and adaptability means resilient leaders proactively manage changes rather than merely reacting to them.

Choosing a positive attitude

Author Roy T. Bennett , 鈥淎ttitude is a choice. Happiness is a choice. Optimism is a choice. Kindness is a choice. Giving is a choice. Respect is a choice. Whatever choice you make makes you. Choose wisely.鈥� While it鈥檚 easy to think of our attitudes and moods as things that 鈥渏ust happen鈥� to us, we actually have a lot more control over them than many people recognize.

Even more importantly, a leader鈥檚 attitude sets the tone for their entire team. In the webinar, Bjorge points out that resilience requires 鈥渃hoosing your attitude鈥� each day, regardless of the circumstances. He highlights the power of a positive mindset in helping leaders manage their own stress and inspire confidence within their teams. By choosing to stay positive, leaders can shift their focus away from uncontrollable setbacks and focus instead on finding solutions.

Funkhouser adds that encouraging leaders to 鈥渁cknowledge when you need help鈥� and stay grounded can make or break a team鈥檚 success. He shares a personal experience when he reached a point of overwhelming stress, and a coworker checked in on him, saying, 鈥淎re you OK?鈥� This simple expression of concern allowed him to admit that he 飞补蝉苍鈥檛 OK 鈥� and it was a turning point for him. In sharing this story, Funkhouser illustrates how maintaining a positive attitude includes recognizing when you need support and having the humility to accept it. 鈥淚 probably took out a $50,000 loan on my credit in terms of my long-term potential by not prioritizing my own health,鈥� he says. It鈥檚 difficult to understate the danger of ignoring your personal needs in a high-stress environment.

Embracing humility and letting go of control

In public safety there鈥檚 a natural inclination to aim for complete control of every situation. While micromanagement may seem almost like a requirement in this line of work, both Bjorge and Funkhouser emphasize that resilient leaders need to learn when to step back. 鈥淚t鈥檚 about trusting others and being willing to step back when needed,鈥� Bjorge explains, pointing out that clinging too tightly to control can hinder growth and flexibility.

This aligns with conventional wisdom in the that says leadership requires 鈥渢he ability to delegate and let go.鈥� Embracing humility and acknowledging limitations allow leaders to delegate responsibility effectively, helping them reduce (or at least manage) stress and avoid burnout. Humble leaders create a more resilient team culture in which everyone is encouraged to contribute ideas and solutions, resulting in a team that鈥檚 better equipped to adapt and perform under pressure.

As famously said, 鈥淣o man will make a great leader who wants to do it all himself, or to get all the credit for doing it.鈥�

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Practical steps for building flexibility and positivity

For public safety leaders looking to develop resilience through flexibility and a positive attitude, Bjorge and Funkhouser offer some practical advice. Here are several strategies inspired by their insights:

Practice Self-Reflection: Bjorge emphasizes the importance of checking in with yourself regularly. Good leaders evaluate their physical and emotional well-being and address issues as they arise. Self-reflection helps them identify when they need to make adjustments in their approach.

Own Your Limitations: Both Bjorge and Funkhouser advise leaders to admit when they need help. Humility in leadership doesn鈥檛 imply weakness; rather, it demonstrates self-awareness and a willingness to lean on others.

Encourage Open Communication: It鈥檚 essential to create an environment where team members feel comfortable offering feedback and sharing concerns. In Funkhouser鈥檚 experience, a simple 鈥淎re you OK?鈥� from a colleague made a huge difference to him. Effective leaders foster resilience in their teams by maintaining an open line of communication and offering support.

Focus on Controllables: Bjorge鈥檚 advice to 鈥渇ocus on what you can control鈥� underscores the need to avoid becoming overwhelmed by aspects of a situation that are out of your hands. By narrowing your focus to manageable tasks, you鈥檒l be able remain productive even in challenging circumstances.

Lead with Positivity: Choosing to maintain a positive attitude, especially in the face of adversity, can have a ripple effect across an entire team. By modeling positivity, leaders can help their team members remain confident and focused on solutions rather than obstacles.

Two powerful tools

Flexibility and a positive attitude are powerful tools for building resilience in . As Bjorge and Funkhouser illustrate, resilient leaders are adaptable, self-aware and willing to trust the people they lead. By embracing these qualities, public safety leaders can navigate even the toughest challenges and inspire resilience in others. As Funkhouser puts it, 鈥淵ou can鈥檛 control everything,鈥� but by focusing on the controllable aspects of your role and staying adaptable, you can steer your team toward success regardless of the circumstances.

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