This article originally appeared in the May 30, 2018 issue of the PoliceOne Leadership Briefing. To read the full briefing, visit Relationship Building | Cross-Disciplinary Response | Active Attack Integration, and add the Leadership Briefing to your subscriptions.
With all the posturing around the summit between North Korean leader Kim Jong Un and President Donald Trump, one may wonder why they need to be in the same room at all. Is it merely political theatre? Aren’t there diplomats, translators and treaties that can address the issues? But, as history has shown us with FDR and Stalin, Nixon and Mao, and Reagan and Gorbachev, there seems to be no substitute for being in the same room.
In the first responder world of mutual aid and integrated response, it only makes sense that the major players know each other. Policy and procedure is great, but there is no substitute for a handshake.
If you are not meeting regularly with other public safety decision-makers, here are four ways to make it happen.
1. Create a list of intersections
Where does your world meet their world? Fire and EMS chiefs are obvious, but what about mall management, hospital emergency room directors and mental health executives? Survey the risks in your community and the locations and types of calls frequently encountered to determine who you need to know.
2. Make it informal
Everybody is busy, but everybody needs to eat. Lunch and coffee breaks are a great place to trade contact information and get to know others. Inviting a third person from an organization of mutual interest can lead to creative problem-solving.
3. Watch the agenda
Ideally, cordial meetings happen before a conflict. If there is a problem simmering, address it directly. Otherwise just touch on one or two issues of mutual concern. Posturing to be the biggest agency or most qualified person at the table will not foster mutual trust. There will be egos present because leaders often have them, but being the host doesn’t put you in charge. Ask, more than you tell, offer resources, and suggest future contacts.
4. Engage mid-level leaders
First-line supervisors and other command staff should enjoy the same opportunities to meet other professionals as chief executives. Take the initiative to make those contacts even if you’re not the chief. Encourage future contacts with other team members, especially those who are likely to work on scenes together.
Regular sessions with connected community leaders will enhance their knowledge and yours. Taking the initiative to reach out and personally connect with others is a quality of great leadership.
