Leadership Code of Conduct

It's Time To Hold Leaders Accountable

One of the best experiences about my training and travel schedule is the ability to meet thousands of law enforcement professionals each year and staying in touch with many of them. Rarely does a week go by where I don’t hear from a past seminar attendee about abuses they are seeing in law enforcement leadership.

I’ve been researching various ways to hold leaders more accountable for their cowardice and I came across the multiple pledges that the International Association of Chiefs of Police (IACP) has. Frankly, they are very proud of them but I didn’t see one that revolved around holding individual leaders accountable.

I know it’s going to take more than a pledge so my research continues but in my discussion with various leaders on this issue, author, speaker, and performance coach Chad Bruckner reminded me about his “Leadership Code of Conduct” in his excellent book, “The Holy Trinity of Successful and Healthy Police Organizations.”

Chad developed the code of conduct when he applied for a police chief position a few years ago. He didn’t get the job but I doubt anyone else presented what Chad did. Chad has given me permission to share his “Leadership Code of Conduct” with you.

I’ll be releasing an interview with Chad in the next few weeks. You can be notified when each podcast drops by going here. Once you go to our podcast page, you can either sign up on the site or go to your favorite location (Apple, Spotify, etc.) to follow and rate the show. We are expanding the podcast in 2024 and your engagement would help tremendously.

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LEADERSHIP CODE OF CONDUCT

Contact Chad at his website.

1.      POSSESS HIGH CHARACTER - Great leaders influence their teams by leading by example. A leader who models good behavior and sets a positive example is far more likely to influence the team than not. Having character protects us from leading from a position as “do as I say.” Instead, leaders with a high degree of character tell their teams, “let me show you how.” Having high character helps leaders remove maintain healthy levels of ego. All highly effective leaders have strong mental and moral values.

2.      EXHIBIT HUMILITY - The fundamental mistake most leaders make is their desire to appear all knowing. It’s impossible for a leader to know everything. This is where a humble leader can acknowledge their shortcomings and even rely on a teammate who may know more than them in a certain area. Humility helps build esprit de corps and teammates learn that it’s more important to “get it right, then be right.”

3.      DEMONSTRATE PATIENCE - Teammates are going to learn at different paces. A good leader is patient with those teammates lagging behind. Patient leaders know that success takes time and training our teammates requires a steady, consistent hand. Patient leaders also provide a sense of calmness for their teams which is especially critical in high-stress environments.

4.      OWN EVERYTHING - Great leaders defer credit and own blame. More than that, great leaders own everything. A teammate is underperforming? It’s a reflection on the leader. When leaders own everything, including their own faults, it creates an accountable team culture and minimizes excuses. Accountability is a cornerstone of highly successful teams. We all must be accountable to each other and ourselves. Leaders do not cast blame, rather we triage problems to a successful resolution.

5.      VALUES/ETHOS - There are few things more detrimental to esprit de corps than dishonest and untrustworthy leaders. Team members thrive in a culture where they don’t question the information they’re receiving nor question the motives of the leader. Our teammates are watching everything we do. As leaders, we must serve others selflessly and honorably. We can only accomplish this by leading virtuously. Leaders and organizations should have Core Values defined to serve as a guide for decision-making and problem solving. Values are non-negotiable and leaders must never compromise them. The best leaders understand the role ethos play in team performance.

6.      EMOTIONAL INTELLIGENCE - EQ is mandatory in effective leadership. A core of EQ is self-awareness. The leader needs to know who they are (strengths and weaknesses) if they are to inspire others successfully. Leaders must develop relationships, which is accomplished by influencing their teammates through model and example. Leaders with high EQ reduce team stress, teams sustain success longer, inspire confidence in their teammates, and most importantly are strong communicators. Leaders with high EQ have less egos, which fosters esprit de corps and always ensures the “team” is foremost. The most overlooked aspect in leadership is what I refer to as “self-lead.” Self-lead is the ability to manage yourself first. Proper “self-leadership” helps us control our own emotions, reduce personal stress, not be defensive or vindictive, and maintain a positive mindset for the team. Leaders should “respond” to situations, rather than “react” emotionally.

7.      COMMUNICATION - Without a doubt the most neglected or deficient leadership skill is effective communication. Great leaders all have strong abilities to actively listen and process information quickly and appropriately. Great leaders understand they won’t always have an answer but they engage, listen and follow up. Effective leaders listen more than they speak. They dig into the details and never miss an opportunity to connect with a teammate. Relationships are the bedrock for organizational success and communication is a prerequisite for effective leadership. Strong leaders tend to be master communicators.

8.      SERVE AUTHENTIALLY - A leaders job is to influence and inspire the team. If we’re not genuine people, we will not be able to influence others. Being authentic enables the team to see each other “as is,” not “what I want you to see.” This allows people to form deeper relationships and develop a “buy in” approach. Being authentic forms strong teams and in service professions, serving authentic is critical to forming transcendent relationships with the community.

9.      GOALS AND EXPECTATIONS - Just like children, our teammates operate well in a structured environment with clear goals and expectations. Teams should have collective goals that drives performance. In that though, every teammate should have personal goals for their careers/lives. What is commonly lost is the leaders active involvement in helping their teammates accomplish their goals. Leaders must take ownership for their teammates and help them chart a path for success.

10.    TEAMWORK/RELATIONSHIPS- Great leaders first extend trust to the team. Only when we give it will our teammates reciprocate. Far too often I’ve heard leaders tell their teams, “you need to earn my trust.” What are we telling them? You must trust me first and hopefully I learn to trust you back? No. We trust our teammates and set a good example. We have faith that they will reward our trust and focus on them. This is how relationships become relational and not transactional.

The undersigned has read this document and swears and affirms to serve and lead with honor, dignity, and fairness in accordance with the ____________ Department Leadership Code of Conduct.

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Dr. Travis Yates retired as a commander with a large municipal police department after 30 years of service. He is the author of “The Courageous Police Leader: A Survival Guide for Combating Cowards, Chaos & Lies.” His risk management and leadership seminars have been taught to thousands of professionals across the world. He is a graduate of the FBI National Academy with a Doctorate Degree in Strategic Leadership and the CEO of the Courageous Police Leadership Alliance.