Between the riots and civil unrest, use of force incidents, and the pandemic, just to name a few, it’s been a turbulent and crisis-filled ride for law enforcement. While agencies cannot do anything to undo any of it or make it stop, leaders are put to the test to steer their organizations strategically and effectively amidst these events that have unfolded and are currently ongoing.
Jonni Redick is providing five things leaders can do to navigate turbulence in this webinar. Jonni was the first female captain of the Contra Costa California Highway Patrol (CHP) Area and retired as an Assistant Chief. She is currently providing training and coaching to organizations through her company, JLConsultingSolutions.
Specifics of her discussion include…
- Turbulence and Crisis: Defining and differentiating the terms and the different sources of turbulence in the profession.
- The elements that must be present within an organization and the value of preparedness and prevention to manage turbulence.
- Unpacking some of the causes of turbulence and crisis in the law enforcement field.
- The pandemic and its effect on the workforce, stakeholders, systems, and processes.
- Civil unrest – how it’s been a constant in policing and the distress it creates for the workforce.
- The corrections landscape’s challenges with providing a wide range of services to a diverse population albeit being under-resourced.
- The Great Resignation: The conditions that created it and softening its impact in organizations.
- The global supply chain disruption and its system-wide effect on organizations.
- Recruitment crisis causing uncertainty in the profession and innovations expected to address it.
- Skills Gap: Learning from challenges across various industries to prepare law enforcement should it encounter the same.
- The five Bs that leaders should do during turbulent times.
- Be Mindset-Aware
- The role of leaders in establishing the organization’s mindset when communicating, analyzing, and responding to turbulent situations.
- Practicing both logical and emotional leadership and navigating turbulence through preparedness, competence, adaptability, and courageous leadership.
- The mindset-aware elements that leadership needs to provide during turbulence.
- Be Situationally-Aware
- Highlighting the importance of preparedness and risk management to foster situational awareness.
- Conducting a STEEP review to look at emerging and ongoing issues and come up with potential outcomes and resolutions.
- Understanding trends, threats, and challenges within the profession and leveraging preventative measures to address these.
- Leveraging data to drive decision-making.
- Be Critic-Aware
- Acknowledging the presence of critics during uncertainty.
- Being wary of perfectionism that can hinder decision-making.
- Maximizing partnerships as force multipliers to strengthen services.
- Be Compassion-Aware
- Elevating emotional intelligence and demonstrating compassionate leadership amidst turbulence.
- The balance between compassion and competence when traversing turbulent situations.
- Prioritizing the needs of the people, fostering open communication, and creating a safe space where everyone has a voice.
- Be Self-Care-Aware
- Recognizing traumatic responses and cumulative trauma that may come with uncertainty and providing resources to address these.
- The leader’s role in building resiliency and working towards long-term recovery within the agency.
- Self-care elements to integrate into one’s life through emotional intelligence, healthy boundaries, healthy routines, and support systems.
- Be Mindset-Aware
- Implementing change during difficult times through the concept of shrinking the change.
- Humility as the key principle that helps individuals and organizations maneuver effectively through turbulence.
- Elements that should be present to build leaders in your organization and plan for succession.
Points raised during the Q&A were about:
- Establishing an intentional planning and delegation strategy.
- Cross-training opportunities and its benefits
- Efforts to overcome stigma on mental health in policing.
- References mentioned during the presentation.
Other Webinars with this Presenter:
- Sept 14: Five Ways to Survive Promotional Preparation
- Oct 28: Five Things Highly Effective Leaders Can Do During Turbulent Times (this webinar)
- April 5: How Women Rise: Breaking and Creating New Habits for Success (Part 1)
- April 14: How Women Rise: Breaking and Creating New Habits for Success (Part 2)
Resources and Handouts
- Book: Futuring: The Exploration of the Future by Edward Cornish
- Resource: DOJ’s Community Relations Service
- Book: Switch: How to Change Things when Change is Hard by Chip Heath and Dan Heath
- “This training content is applicable to all leadership, not just law enforcement. With the depletion of headcount and talent combined with remote staffing during the pandemic, there has been severe erosion in most organizational leadership ability. It was a “baptism by fire”! We have found some ways to work smarter and harder. I agree that now is the time for proper cross-training and that the most effective way will be to pull together the managers and peers to assess training needs on a quarterly basis.” — Bart
- “The host telling the group that it’s okay to seek assistance from the EAP. Our agency is huge on this and I believe more people need to hear it.” — Trevor
- “She’s excellent – one of the best leadership sessions I’ve listened to – please pass along the accolades.” — Kelley
- “Excellent presenter and duty expert. Information was presented with excellent takeaways!!!” — Suzette
- “Tons of great information and the biggest was taking Jonni’s entire presentation back to the question of “turbulence or crisis”. The two need to be defined and the issues need to be categorized properly- else they cannot be addressed the right way and will do no help or even harm things and people further.” — Mike
- “New leadership frameworks, practical examples provided by Jonni and her humility. We NEED more humility and transparency from leaders in law enforcement. We need to break down some of the ‘tough as nails’ command structure environments that have been the norm in law enforcement. If not, we’ll never build partnerships with the communities we serve.” — Greg