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The critical role of leaders in First Responder wellness: Are you up to the challenge?
September 11, 2019

Most people that actually care, understand that “leadership” is about inspiring people be and do their very best. That could be at work or play, and/or simply apply to life in general. In the working environment, it most often relates to leading employees to the achievement of corporate goals through various strategies and initiatives.


But leadership is always about people, regardless of the environment in which they are participating. We don’t employ robots – at least not yet, but we hire human beings with basic and complex feelings; personal and professional goals; and the need to feel a valued member of the team.


Some so-called leaders don’t get that it’s not about them but about the people they lead. The leader’s self-centered desire to accomplish great things only to put the spotlight squarely on them, will never occur without inspired employees that buy into the goals and are committed to working their buns off to make them happen. If not, the targets and strategies will never be accomplished and everybody loses.


In the emergency response context, employees are often faced with traumatic and threatening situations that singularly or cumulatively can be life-changing from both physical and emotional perspectives. That unique environment requires the strongest of leadership to support personnel through the most difficult of times.


In recent years, we have thankfully begun to more openly discuss issues around Post Traumatic Stress Disorder (PTSD). Additionally, we have heard some alarming stories of suicides among serving and retired emergency services workers. Although such tragic emergency responder deaths are not always related to PTSD, and the reality is that members of the public without PTSD commit suicide as well, even one suicide by a police officer, firefighter or Paramedic is unacceptable. Organizational leaders from top to bottom need to be united in ensuring effective mental health programs are available and well communicated; that members are fully supported in dealing with PTSD challenges; and ending that the ever-prevalent stigma that often dissuades employees from seeking the help they need and truly deserve.


But PTSD isn’t the only issue impacting the emotional health of emergency responders. There are many reports emerging of employees being bullied by superiors and peers, and other allegations of employee harassment and the retaliatory abuse of staff that have somehow offended agency brass. I’ve been around the horn enough to know that some of these stories would be completely false; a number exaggerated; but many others a complete reality.


One also has to consider the current environmental realities facing policing, and perhaps other emergency responders. Budget cuts; public criticism; a real-time media spotlight; social media attacks; burnout; a justice system that puts dangerous offenders back on the street; multiple layers of oversight – some of which does not occur in an effective manner; guns and gangs…just to name a few. It’s difficult enough for leaders to keep morale high even in the best of times, let alone with that constant, malignant swirl.


Leaders have significant roles to play in ensuring a healthy workplace from PTSD, harassment, bullying and morale perspectives. They have to set the standard. It is their duty to do what is right and for the right reasons, to support their people, communicate effectively, connect with them and keep morale as high as possible. That is the key recipe for organizational success.


Sometimes the leader truly has the best of intentions and quite innocently believes that subordinate managers and supervisors are doing what’s right, only to be let down. You cannot follow the dozens of managers that report up to you around and double-check everything they tell you. Conversely, at other times the senior executive could be completely culpable in failing those he/she leads.


I know in my tenure in leadership roles, I mistakenly thought things were better than they really were at times. I believed some colleagues that I trusted when they told me everything was good. Then I similarly believed them when they told me some employees were bad and needed to be dealt with harshly. On many occasions those that had advised me wrongly had been misinformed by those that guided them. In other situations they were deliberately not being forthright with me. I now know that at times I failed our people by trusting some advisors too much and then inevitably condoning bad behavior by some and over-disciplining others. It was never done maliciously by me, but I have to accept responsibility for the times that it occurred under my watch. The buck stopped with me.


So what do leaders need to do to make a difference and not let their people down? In my view they MUST:


· Set the positive example of leadership and do everything possible to ensure their example permeates the organization at all levels.

· Create an open, respectful and trustful environment with employees.

· Communicate and model the standard of acceptable behavior. Treat people well, with respect, and treat them fairly.

· Ensure that supervisors and managers across the organization do the same and tolerate nothing less from them.

· Encourage an environment in which employees will feel supported and empowered to report bullying and harassment; and will openly access employee wellness programs.

· If you suspect something doesn’t totally meet the smell test, ask more questions. You can’t afford to get it wrong and unjustly impact lives and careers.

· Take swift and decisive action when policy is not followed by others, whether they be managers, supervisors or peers of members that are being victimized.


On one hand it’s not rocket-science but merely commonsense. On the other hand it’s not easy to do, but you owe it to all around you to give it your very best in a unrelenting manner.

By Chris Lewis February 4, 2025
Is there any meat to this or is it more of the same?
By Chris Lewis January 4, 2025
Police know how to conduct major investigations and find bad guys. Although several specific factors change from case to case, their general investigative playbook remains the same. Once some ungodly multi-victim attack occurs, in very simplistic terms: the scene is protected, and the health of the living victims is looked after. Forensic experts begin processing the crime scene. Witnesses are located and interviewed. Physical evidence is gathered. Area and witness video recordings are collected and analyzed. Victims are identified. An off-site reunification centre is established where there are multiple victims. Next of kin notifications begin. At any point – if a suspect or suspects become known, their background is gathered, and the hunt begins. They need to be apprehended before anyone else is hurt. Area law enforcement officers need to know suspect details ASAP. “Motive” is at top of mind as investigators are synthesizing all this information, whether the suspect is identified or not. Of course, establishing motive often leads to identifying the suspect, but at other times identifying the suspect helps fill in the blanks on motive. What was the initial basis of what became a murder? Was it a robbery? Could it have been a street fight gone bad? Was it simply a want or need to kill someone specific or maybe anyone at all? That’s for investigators to sort out. There is an onus to warn the public or at least tell them something, i.e. “ongoing threat”, “stay indoors”, or “no threat to public safety”. There are reporting protocols to follow. Senior officers need to be advised up the food chain as do their political masters, so everyone knows what is happening. None of that should detract investigators from doing what they do best – catching killers. But that’s when the ravenous “thirst for knowledge” and political grandstanding often take over and completely interfere with police work. The only knowledge the investigators are thirsty for in those early hours is evidence and then identifying, locating and capturing bad people. They do not need politics monopolizing their time or efforts. The New Years Day massacre in New Orleans was big. Fourteen innocent party goers were killed and dozens injured. The world wanted to know what happened and the community wanted to know if they were in danger. I absolutely get that. However, what sometimes comes with such tragedies is everyone wanting to know everything. We see it in most mass murder cases, but this was an exceptional example of the insanity surrounding such a high-profile incident. Whatever blanks weren’t immediately filled in by police officials and verified mainstream media reports, were filled in by social media. In such cases police totally lose control of the narrative as rumours, theories, falsities, conspiracy theories and “hey look at me” games take over. The political party and individual positioning in this case was nauseating. In any multi-agency response, having the leaders of those agencies at press conferences in a united front makes sense. The public needs to have confidence that the situation is in the best of hands. But where did these massive press conferences where police officials are flanked by numerous politicians come from? I can see some elected leaders being present when a new program is launched or government funding is being announced, but it should never be in the early hours of a mass murder. Having a bunch of partisan wonks peacocking on stage and in follow-up interviews, helps no one at the operational level. As some of them were speaking, I was responding to their dumb questions in my mind: Was it a terror attack? Maybe, but let the experts figure that out. In the meantime, it’s a mass murder. Was the killer an illegal immigrant? Let’s worry about that when the dust settles. What political party is to blame for allowing him into the country? We don’t care. Maybe he was born here. Let’s sort that out if he turns out to be an illegal immigrant. Why wasn’t the area more secure? Good question for a future debrief. We need to get the FBI and HSI leaders before a government committee right away so we can find out who failed! Shut up. We have police work to do. There are always enough social media theories, private citizens’ investigations into suspects, outright lies and misinformation being spread to the public, without silly partisan games sidetracking investigators who are fighting to stay ahead of legitimate theories and tips. In the early hours of a mass murder case investigators are probably the busiest they have ever been, and don’t need any of this interference. Controlling the social media fever is next to impossible. It would take a sudden level of maturity across the populace that may be unattainable. But politicians at all levels need to get the message that they are not welcome on stage at operational press conferences and their comments to the media – if asked for them – aside from expressing sadness, thoughts, prayers and confidence in the police, should be “Our law enforcement agencies are investigating, and we need to let them do what they do.” Adding any theories, raising questions or passing blame is totally wrong. If elected officials truly care about their electorate and feel the need to say more, they should have some prior dialogue with the police leaders or their Public Information Officers to ensure that what they say is helpful as opposed to harmful. Otherwise, be quiet.
By Chris Lewis December 28, 2024
Violent Crime Remains High
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