Enforce Leadership Quotes

If soldiers are punished before they have grown attached to you, they will not prove submissive; and, unless submissive, then will be practically useless. If, when the soldiers have become attached to you, punishments are not enforced, they will still be unless.

Being Fair and Consistent is the Hallmark of Effective and Non-discriminating Policies. If you are going to set up rules that all have to abide by, then you have to enforce it to all. Or it becomes targeting and discriminating. For consumer brands, it means you lose your integrity as a brand. You lose your effectiveness to keep the loyalty of your vendors, authors, and partners. - Strong by Kailin Gow

The ability to inspire rather than enforce loyalty is a critical quality of leadership.

The more powerful the class, the more it claims not to exist, and its power is employed above all to enforce this claim. It is modest only on this one point, however, because this officially nonexistent bureaucracy simultaneously attributes the crowning achievements of history to its own infallible leadership. Though its existence is everywhere in evidence, the bureaucracy must be invisible as a class. As a result, all social life becomes insane.

Having healthy debating enforces critical thinking principles - increased perspective, less prejudgment, and looking at things from different angles.

This is how we arrive at a broken-windows world: Rules are invoked but not enforced. Principles are idealized but not defended. International law is treated not as a complement to traditional geopolitical leadership but as the superior alternative to it.

Facts, as Reagan famously said, are stubborn things. Truth and honesty are vital pillars of presidential leadership; they create an ineffable reservoir of goodwill for the moments when the man in the Oval Office can’t tell Americans all the details of a military or law enforcement operation. They are a buttress against attacks on his programs, his intentions, and his statements. Leadership demands trust. Trust that the president will keep his word, do as he promises, and deliver on commitments. Donald Trump, the Münchhausen of presidents, is a notorious serial liar and fabulist. He is a man who has boasted about his own dishonesty in life, marriage, and business.

Carl was strong, decisive, unkind when he needed to be. They just liked Carl better. Carl’s story, as told to them by Carl, was a better story. But Carl, it turned out, hadn’t any grand plan for leadership. No agenda or way forward. He just wanted to be leader and have everything go through him. Once that was secured, he delighted in being the enforcer.

It is the leader’s job to model and enforce the values and behaviors that make up the company culture. “Model” the behaviors is key. “Do as I say” only breeds contempt from others.

Currently our society tends to churn out individuals that tend to ask the system, “What are you going to give or do for me?” We see this attitude all around us. Self-serving individuals concerned with their personal comfort and welfare beyond the norm. These individuals expect the system to take care of them at all costs. When I run across one of these individuals, it makes me want to puke. This attitude is damn near a form of communism.

It is the leader’s job to lead by example and enforce the values and the behaviors to set the culture for any company or work group. Show me a company in rapid decline, and I will show you someone in charge who doesn’t give a _____.

I have never bought into the bullshit theory of acceptable losses. We have the technology, the talent, the aggressiveness, and the expertise to bring more of our warriors home than ever before. Our combat, military, and political leaders choose to be mediocre at their jobs. That is as simple as I can put it.

I AM WRITING IN A time of great anxiety in my country. I understand the anxiety, but also believe America is going to be fine. I choose to see opportunity as well as danger. Donald Trump’s presidency threatens much of what is good in this nation. We all bear responsibility for the deeply flawed choices put before voters during the 2016 election, and our country is paying a high price: this president is unethical, and untethered to truth and institutional values. His leadership is transactional, ego driven, and about personal loyalty. We are fortunate some ethical leaders have chosen to serve and to stay at senior levels of government, but they cannot prevent all of the damage from the forest fire that is the Trump presidency. Their task is to try to contain it. I see many so-called conservative commentators, including some faith leaders, focusing on favorable policy initiatives or court appointments to justify their acceptance of this damage, while deemphasizing the impact of this president on basic norms and ethics. That strikes me as both hypocritical and morally wrong. The hypocrisy is evident if you simply switch the names and imagine that a President Hillary Clinton had conducted herself in a similar fashion in office. I’ve said this earlier but it’s worth repeating: close your eyes and imagine these same voices if President Hillary Clinton had told the FBI director, “I hope you will let it go,” about the investigation of a senior aide, or told casual, easily disprovable lies nearly every day and then demanded we believe them. The hypocrisy is so thick as to almost be darkly funny. I say this as someone who has worked in law enforcement for most of my life, and served presidents of both parties. What is happening now is not normal. It is not fake news. It is not okay.

In Yellowstone National Park, human-imposed stability thwarted for many years the natural process of small fires, which regularly clean out brush and dead trees. The result was a fragile equilibrium completely vulnerable to the cataclysm of fire that destroyed large areas of the park. The attempt to manage for stability and to enforce an unnatural equilibrium always leads to far-reaching destruction. The

It is not loyalty or internal motivation that drives us programmers forward. We must write our code when the road to our personal success is absolutely clear for us and writing high quality code obviously helps us move forward on this road. To make this happen, the management has to define the rules of the game, also known as "process", and make sure they are strictly enforced, which is much more difficult than "being agile".

Whatever your politics, it is wrong to dismiss the damage to the norms and traditions that have guided the presidency and our public life for decades or, in many cases, since the republic was founded. It is also wrong to stand idly by, or worse, to stay silent when you know better, while a president brazenly seeks to undermine public confidence in law enforcement institutions that were established to keep our leaders in check.

The local leadership class clearly saw tickets and citations as a convenient source of cash that would fill the city’s treasury without their having to do the politically difficult work of raising taxes. The problem with raising, say, property taxes is that the most engaged, empowered citizens will revolt against it. So instead, why not just squeeze all you can out of a smaller, less powerful group of citizens by raising the revenue through enforcement? The citizens receive municipal services, and the subjects have to pay for them.

Spontaneous order is self-contradictory. Spontaneity connotes the ebullition of surprises. It is highly entropic and disorderly. It is entrepreneurial and complex. Order connotes predictability and equilibrium. It is what is not spontaneous. It includes moral codes, constitutional restraints, personal disciplines, educational integrity, predictable laws, reliable courts, stable money, trustworthy finance, strong families, dependable defense, and police powers. Order requires political guidance, sovereignty, and leadership. It normally entails religious beliefs. The entire saga of the history of the West conveys the courage and sacrifice necessary to enforce and defend these values against their enemies.

FOCUS ON GENERATING REVENUE THE DOJ FOUND THAT virtually every branch and tributary of the city’s bureaucracy—the mayor, city council, city manager, finance director, municipal court judge, municipal court prosecutor, court clerk, assistant clerks, police chief—all were enmeshed in an unending race to raise revenue through municipal fines and fees:            City officials routinely urge Chief [Tom] Jackson to generate more revenue through enforcement. In March 2010, for instance, the City Finance Director wrote to Chief Jackson that “unless ticket writing ramps up significantly before the end of the year, it will be hard to significantly raise collections next year. . . . Given that we are looking at a substantial sales tax shortfall, it’s not an insignificant issue.” Similarly, in March 2013, the Finance Director wrote to the City Manager: “Court fees are anticipated to rise about 7.5%. I did ask the Chief if he thought the PD [police department] could deliver 10% increase. He indicated they could try.” The importance of focusing on revenue generation is communicated to FPD officers. Ferguson police officers from all ranks told us that revenue generation is stressed heavily within the police department, and that the message comes from City leadership. The evidence we reviewed supports this perception.

You may not recognize the name Steven Schussler, CEO of Schussler Creative Inc., but you are probably familiar with his very popular theme restaurant Rainforest Café. Steve is one of the scrappiest people I know, with countless scrappy stories. He is open and honest about his wins and losses. This story about how he launched Rainforest Café is one of my favorites: Steve first envisioned a tropical-themed family restaurant back in the 1980s, but unfortunately, he couldn’t persuade anyone else to buy into the idea at the time. Not willing to give up easily, he decided to get scrappy and be “all in.” To sell his vision, he transformed his own split-level suburban home into a living, mist-enshrouded rain forest to convince potential investors that the concept was viable. Yes, you read that correctly—he converted his own house into a jungle dwelling complete with rock outcroppings, waterfalls, rivers, and layers of fog and mist that rose from the ground. The jungle included a life-size replica of an elephant near the front door, forty tropical birds in cages, and a live baby baboon named Charlie. Steve shared the following details: Every room, every closet, every hallway of my house was set up as a three-dimensional vignette: an attempt to present my idea of what a rain forest restaurant would look like in actual operation. . . . [I]t took me three years and almost $400,000 to get the house developed to the point where I felt comfortable showing it to potential investors. . . . [S]everal of my neighbors weren’t exactly thrilled to be living near a jungle habitat. . . . On one occasion, Steve received a visit from the Drug Enforcement Administration. They wanted to search the premises for drugs, presuming he may have had an illegal drug lab in his home because of his huge residential electric bill. I imagine they were astonished when they discovered the tropical rain forest filled with jungle creatures. Steve’s plan was beautiful, creative, fun, and scrappy, but the results weren’t coming as quickly as he would have liked. It took all of his resources, and he was running out of time and money to make something happen. (It’s important to note that your scrappy efforts may not generate results immediately.) I asked Steve if he ever thought about quitting, how tight was the money really, and if there was a time factor, and he said, “Yes to all three! Of course I thought about quitting. I was running out of money and time.” Ultimately, Steve’s plan succeeded. After many visits and more than two years later, gaming executive and venture capitalist Lyle Berman bought into the concept and raised the funds necessary to get the Rainforest Café up and running. The Rainforest Café chain became one of the most successful themed restaurants ever created, and continues that way under Landry’s Restaurants and Tilman Fertitta’s leadership. Today, Steve creates restaurant concepts in fantastic warehouses far from his residential neighborhood!

Situation awareness means possessing an explorer mentality A general never knows anything with certainty, never sees his enemy clearly, and never knows positively where he is. When armies are face to face, the least accident in the ground, the smallest wood, may conceal part of the enemy army. The most experienced eye cannot be sure whether it sees the whole of the enemy’s army or only three-fourths. It is by the mind’s eye, by the integration of all reasoning, by a kind of inspiration that the general sees, knows, and judges. ~Napoleon 5   In order to effectively gather the appropriate information as it’s unfolding we must possess the explorer mentality.  We must be able to recognize patterns of behavior. Then we must recognize that which is outside that normal pattern. Then, you take the initiative so we maintain control. Every call, every incident we respond to possesses novelty. Car stops, domestic violence calls, robberies, suspicious persons etc.  These individual types of incidents show similar patterns in many ways. For example, a car stopped normally pulls over to the side of the road when signaled to do so.  The officer when ready, approaches the operator, a conversation ensues, paperwork exchanges, and the pulled over car drives away. A domestic violence call has its own normal patterns; police arrive, separate involved parties, take statements and arrest aggressor and advise the victim of abuse prevention rights. We could go on like this for all the types of calls we handle as each type of incident on its own merits, does possess very similar patterns. Yet they always, and I mean always possess something different be it the location, the time of day, the person you are dealing with. Even if it’s the same person, location, time and day, the person you’re dealing who may now be in a different emotional state and his/her motives and intent may be very different. This breaks that normal expected pattern.  Hence, there is a need to always be open-minded, alert and aware, exploring for the signs and signals of positive or negative change in conditions. In his Small Wars journal article “Thinking and Acting like an Early Explorer” Brigadier General Huba Wass de Czege (US Army Ret.) describes the explorer mentality:   While tactical and strategic thinking are fundamentally different, both kinds of thinking must take place in the explorer’s brain, but in separate compartments. To appreciate this, think of the metaphor of an early American explorer trying to cross a large expanse of unknown terrain long before the days of the modern conveniences. The explorer knows that somewhere to the west lies an ocean he wants to reach. He has only a sketch-map of a narrow corridor drawn by a previously unsuccessful explorer. He also knows that highly variable weather and frequent geologic activity can block mountain passes, flood rivers, and dry up desert water sources. He also knows that some native tribes are hostile to all strangers, some are friendly and others are fickle, but that warring and peace-making among them makes estimating their whereabouts and attitudes difficult.6

I see many so-called conservative commentators, including some faith leaders, focusing on favorable policy initiatives or court appointments to justify their acceptance of this damage, while de-emphasizing the impact of this president on basic norms and ethics. That strikes me as both hypocritical and wrong. The hypocrisy is evident if you simply switch the names and imagine that a President Hillary Clinton had conducted herself in a similar fashion in office. I've said this earlier but it's worth repeating: close your eyes and imagine these same voices if President Hillary Clinton had told the FBI director, 'I hope you will let it go,' about the investigation of a senior aide, or told casual, easily disprovable lies nearly every day and then demanded we believe them. The hypocrisy is so thick as to be almost darkly funny. I say this as someone who has worked in law enforcement for most of my life, and served presidents of both parties. What is happening now is not normal. It is not fake news. It is not okay. Whatever your politics, it is wrong to dismiss the damage to the norms and traditions that have guided the presidency and our public life for decades or, in many cases, since the republic was founded. It is also wrong to stand idly by, or worse, to stay silent when you know better, while a president so brazenly seeks to undermine public confidence in law enforcement institutions that were established to keep our leaders in check...without these checks on our leaders, without those institutions vigorously standing against abuses of power, our country cannot sustain itself as a functioning democracy. I know there are men and women of good conscience in the United States Congress on both sides of the aisle who understand this. But not enough of them are speaking out. They must ask themselves to what, or to whom, they hold a higher loyalty: to partisan interests or to the pillars of democracy? Their silence is complicity - it is a choice - and somewhere deep down they must know that. Policies come and go. Supreme Court justices come and go. But the core of our nation is our commitment to a set of shared values that began with George Washington - to restraint and integrity and balance and transparency and truth. If that slides away from us, only a fool would be consoled by a tax cut or different immigration policy.

The information in this topic of decision making and how to create and nurture it, is beneficial to every cop in their quest to mastering tactics and tactical decision making and are a must read for every cop wanting to be more effective and safe on the street. My purpose is to get cops thinking about this critical question: In mastering tactics shouldn’t we be blending policy and procedure with people and ideas? It should be understandable that teaching people, procedures helps them perform tasks more skillfully doesn’t always apply. Procedures are most useful in well-ordered situations when they can substitute for skill, not augment it. In complex situations, in the shadows of the unknown, uncertain and unpredictable and complex world of law enforcement conflict, procedures are less likely to substitute for expertise and may even stifle its development. Here is a different way of putting it as Klein explains: In complex situations, people will need judgment skills to follow procedures effectively and to go beyond them when necessary.3 For stable and well-structured tasks i.e. evidence collection and handling, follow-up investigations, booking procedures and report writing, we should be able to construct comprehensive procedure guides. Even for complex tasks we might try to identify the procedures because that is one road to progress. But we also have to discover the kinds of expertise that comes into play for difficult jobs such as, robbery response, active shooter and armed gunman situations, hostage and barricade situations, domestic disputes, drug and alcohol related calls and pretty much any other call that deals with emotionally charged people in conflict. Klein states, “to be successful we need both analysis (policy and procedure) and intuition (people and ideas).”4 Either one alone can get us into trouble. Experts certainly aren’t perfect, but analysis can fail. Intuition isn’t magic either. Klein defines intuition as, “ways we use our experience without consciously thinking things out”. Intuition includes tacit knowledge that we can’t describe. It includes our ability to recognize patterns stored in memory. We have been building these patterns up all our lives from birth to present, and we can rapidly match a situation to a pattern or notice that something is off, that some sort of anomaly is warning us to be careful.5

The old man was packing his bags as fast as he could. Other people had done this for him for decades, so he was out of practice. As the “dragonhead,” or boss of the 14-K Triad, he had thousands of enforcers, dealers, and politicians who followed his orders, but none of them could help him tonight. Word had been sent to all of the triad leadership in Hong Kong that they would have to cooperate with the new “regime” or face the consequences. The other dragonheads laughed at the ultimatum. There were always people trying to play games with the Triads. Any future leader of the country knew that he could not succeed without dealing with them. Chiang Kai Shek co-opted them; Mao Zedong suppressed them. The old man didn’t worry until he heard about the disappearance of the head of the Wo Shing Wo Triad. Two nights ago, the Wo Shing Wo “dragonhead” and his entire family simply disappeared. The next night, the head of another Triad, the San Yee On, fled the territory as fast as he could. Now he would do the same. He finished stuffing his bag and headed down to the waiting cars. He was in such a hurry that his mistress and his wife might have to be put in the same car. They would hate it, but he didn’t care. This was no time to worry about proprieties.

In each of those situations, as in many others during my career, the department made a judgment that the public needed to be assured that law-enforcement professionals were investigating those controversial cases.

Although I was joking, I thought the tech community did not fully appreciate the costs when good people from law enforcement were unable to use judicial orders to get evidence. I also think it would be fair criticism to say we focused too much on those costs, given the darkness outside our windows all day long.

I say this as someone who has worked in law enforcement for most of my life, and served presidents of both parties. What is happening now is not normal. It is not fake news. It is not okay.

Some leaders implement the latest fad technique without properly researching it. These new techniques will generally work dry, but throw in role players and simunitions, and the problems jump out at you.

Still others implement the latest and greatest technique just because the instructor was from this or that organization. This can be dangerous for several reasons. First, there are a slew of instructors who are one-hit wonders out in the community. One type of instructor is the trainer who has been to all the schools, and their walls are covered by certificates, but they have never kicked in a door on an actual mission. The problem here is the schoolbook answer versus the reality-tried-and-tested answer.

Live the example in training and mirror what you’re going to do in combat. Adhering to this philosophy will make your transition to the battlefield seamless. If you have built a realistic training system that mirrors combat and you train to exceed the standards, you will do well. The only change is that you may lose people.

Once you master the basics, it is important to begin to reinforce the training with simple and realistic scenarios. The visualization phase of training needs to be confirmed with mission-oriented and realistic scenarios which require the individual to work with all the tools they carry on a mission. This training ensures that individual carries the proper gear and in the spot they can most efficiently use it.

There are no guarantees in life, but train in a system that will give you the best chances of survival and then allow your controlled and aggressive combat mind-set to do the rest.

They feel that by simply being issued the special gear, they are qualified to do the mission. An old instructor said to me, “It takes five minutes to dress like a commando, but years to become one.” This attitude of the “the gear makes me” is false. You always make the gear.

We have become a society that strives for the minimum standard, and this is how we live our lives. Failure to put in the desired time and effort will reward you with only middle-of-the-road performance.

Ask any performer in the field who they would choose to lead them in a high-risk environment: the person with four years of college or the person with four years of experience? The answer is simple.

Effective combat leadership should empower the fighting troops to take initiative and decisive action at the lowest level to support the common goal.

Personnel in the tactical arena should be thick skinned and ready for direct and frank feedback.

School chasers, on the other hand, will have stunning résumés but are functionally illiterate in their fields and are often socially inept. Much of the time, they put so much energy in getting certificates, they never do their job, or their entire focus is spent on getting the “slot,” that they never have a chance to develop their team. Further, if they are always in school, they are never home to pass the knowledge on and develop their teams.

You need to know the difference between discomfort and pain and when to stop. If you condition yourself to stop when you feel discomfort and not pain, you’re setting yourself up for failure. You’re not only training your body to stop, but more importantly, you are training your mind to give in. You need to plan, prepare, rehearse, and make it happen; then repeat this cycle over and over. By properly planning and rehearsing, you take away all the excuses, and you realize that you have all that is necessary to succeed or fail.

Choose tactics that are simple and safe to execute and will ensure the greatest chance of survival for your men. We do a dangerous job, and the team needs to understand this.

Further, as a TL, I use a system where my team members get hands-on and either I cover or supervise. This is important because if I get caught getting hands-on, I am not doing my job as a leader. My job is to supervise my team and ensure that we maintain 360-degree security at all times.

You need to be technically and tactically proficient with all your weapon systems and set the standard for the newbie on the team. They should aspire to be like you one day. If you live the example, you set the stage for success. You also take away all the excuses, should anyone want to fall back on one.

As noted earlier, current theory states that it takes two thousand to three thousand repetitions to master a physical act or develop physical “muscle memory.” I believe it takes an equal amount of “mental muscle memory” to ingrain a thought process or act.

Some techniques may work for one venue and not another. Streamline the techniques you use and practice into a simple and comprehensive package. If not, you will have a cluttered toolbox that will not work for you. You will not find the right tool when you need it.

Students and instructors will reinvent the wheel by bringing back old discarded techniques, as new or new and improved.

Take the time to first figure out why you want to teach. Is it to bolster your ego to feel important and have people sit back in awe of your stunning presence? Or, does it look to be an easy road and steady paycheck? Either of these reasons does nothing for the teaching profession, let alone your ego.

Maintaining my proficiency keeps me humble and practicing the basics. It ensures that I keep with current training trends and techniques, so that I know what the students are going through in their mind.

Closing a student’s mind should be a criminal offense. If you let your ego get in the way of your teaching, you may become flustered or angry and lose sight of your goal to enlighten or give back.

Record your strengths and positive experiences. Dwell upon them to the point where you can build on them and continually put them into practice in future lessons. Note weaknesses, then, try not to dwell on them and do not put them into action again. Learning not to do something again is learning

awkward televised hug from the new president of the United States. My curtain call worked. Until it didn’t. Still speaking in his usual stream-of-consciousness and free-association cadence, the president moved his eyes again, sweeping from left to right, toward me and my protective curtain. This time, I was not so lucky. The small eyes with the white shadows stopped on me. “Jim!” Trump exclaimed. The president called me forward. “He’s more famous than me.” Awesome. My wife Patrice has known me since I was nineteen. In the endless TV coverage of what felt to me like a thousand-yard walk across the Blue Room, back at our home she was watching TV and pointing at the screen: “That’s Jim’s ‘oh shit’ face.” Yes, it was. My inner voice was screaming: “How could he think this is a good idea? Isn’t he supposed to be the master of television? This is a complete disaster. And there is no fricking way I’m going to hug him.” The FBI and its director are not on anyone’s political team. The entire nightmare of the Clinton email investigation had been about protecting the integrity and independence of the FBI and the Department of Justice, about safeguarding the reservoir of trust and credibility. That Trump would appear to publicly thank me on his second day in office was a threat to the reservoir. Near the end of my thousand-yard walk, I extended my right hand to President Trump. This was going to be a handshake, nothing more. The president gripped my hand. Then he pulled it forward and down. There it was. He was going for the hug on national TV. I tightened the right side of my body, calling on years of side planks and dumbbell rows. He was not going to get a hug without being a whole lot stronger than he looked. He wasn’t. I thwarted the hug, but I got something worse in exchange. The president leaned in and put his mouth near my right ear. “I’m really looking forward to working with you,” he said. Unfortunately, because of the vantage point of the TV cameras, what many in the world, including my children, thought they saw was a kiss. The whole world “saw” Donald Trump kiss the man who some believed got him elected. Surely this couldn’t get any worse. President Trump made a motion as if to invite me to stand with him and the vice president and Joe Clancy. Backing away, I waved it off with a smile. “I’m not worthy,” my expression tried to say. “I’m not suicidal,” my inner voice said. Defeated and depressed, I retreated back to the far side of the room. The press was excused, and the police chiefs and directors started lining up for pictures with the president. They were very quiet. I made like I was getting in the back of the line and slipped out the side door, through the Green Room, into the hall, and down the stairs. On the way, I heard someone say the score from the Packers-Falcons game. Perfect. It is possible that I was reading too much into the usual Trump theatrics, but the episode left me worried. It was no surprise that President Trump behaved in a manner that was completely different from his predecessors—I couldn’t imagine Barack Obama or George W. Bush asking someone to come onstage like a contestant on The Price Is Right. What was distressing was what Trump symbolically seemed to be asking leaders of the law enforcement and national security agencies to do—to come forward and kiss the great man’s ring. To show their deference and loyalty. It was tremendously important that these leaders not do that—or be seen to even look like they were doing that. Trump either didn’t know that or didn’t care, though I’d spend the next several weeks quite memorably, and disastrously, trying to make this point to him and his staff.

First, I said, we in law enforcement need to acknowledge the truth that we have long been the enforcers of a status quo in America that abused black people; we need to acknowledge our history because the people we serve and protect cannot forget it. Second, we all need to acknowledge that we carry implicit biases inside us, and if we aren’t careful, they can lead to assumptions and injustice. Third, something can happen to people in law enforcement who must respond to incidents resulting in the arrest of so many young men of color; it can warp perspectives and lead to cynicism. Finally, I said, we all must acknowledge that the police are not the root cause of the most challenging problems in our country’s worst neighborhoods, but that the actual causes and solutions are so hard that it is easier to talk only about the police. I then ordered all fifty-six FBI offices around the country to convene meetings between law enforcement and communities to talk about what is true and how to build the trust needed to bend those lines back toward each other. It is hard to hate up close, and the FBI could bring people up close.

So there was basically the same kind of conflict in Peter as Yeltsin had with the Supreme Soviet [parliament]? Yes. But it is important to note that there wasn’t the same division between the law-enforcement agencies that there had been in 1991. The FSB11 leadership—Viktor Cherkesov was the head—announced their support for the mayor from the start. The FSB introduced a number of measures advocating the arrest of extremists who were plotting provocations, planning to blow things up, or trying to destabilize the situation. And that was the end of it.

City officials exerted constant pressure on police executives to generate more revenue through enforcement, and the pressure was transmitted all the way down through the ranks: The importance of focusing on revenue generation is communicated to FPD officers. Ferguson police officers from all ranks told us [federal investigators] that revenue generation is stressed heavily within the police department, and that the message comes from City leadership. . . . Officer evaluations and promotions depend to an inordinate degree on “productivity,” meaning the number of citations issued.

This citizenship was quite literal and conveyed enormous privileges. The universities of Germany were, and I use the past tense with sorrow, powerful institutions in their own right who owed no obedience to the laws governing other civil organizations. They made and enforced their own rules. Police or even government officials were forbidden to so much as enter the university grounds except upon the invitation of the rector. To be a student in a university was to belong to a group which exercised a great formative power upon the life of the nation. Social trends were formed there and political doctrines originated. It is difficult to compare these institutions with the American colleges because our contact with the life of the nation was so close and we exerted a strong political leadership. The German universities are the greatest professional schools and all their entrants are already college graduates.

Teamwork is the key to winning team sports. The best TEAM wins, not the best players. Peer pressure is the best enforcer of the rules. The worry of ‘me’ destroys a team. Success leads to wanting credit and recognition. Worship of stats is a sign of the ‘me’ culture.” Nick Saban, University of Alabama

In their beaver-like work to enforce the Reich's emigration policies on the Jewish community, the SS had hitherto tried hard to keep a low profile, and to avoid any kind of spectacular outrage to international opinion. Göring thus found himself on the side of the SS, in alliance against the radical Goebbels, and on January 24 he formally instructed the ministry of the interior to set up a central emigration office under Heydrich to regulate and organize the deportation of the Jews. Hitler's personal part in this anti-Jewish programme was one of passive observation. Talking with Colonel Jósef Beck, the Polish foreign minister, on January 5 he rather speciously regretted that the western powers had not entertained Germany's colonial demands: ‘If they had, I might have helped solve the Jewish problem by making a territory available in Africa for resettlement of not only the German but the Polish Jews as well.’ On the twenty-first, he uttered to the Czech foreign minister Chvalkovský these ominous words: ‘The Jews here are going to be destroyed.’ The Czech replied sympathetically, and Hitler continued: ‘Help can only come from the others, like Britain and the United States, who have unlimited areas that they could make available for the Jews.’ And in a major speech to the Reichstag on January 30, 1939, Hitler uttered an unmistakable threat to any Jews who did choose to remain behind in his Germany: I have very often been a prophet in my lifetime and I have usually been laughed at for it. During my struggle for power, it was primarily the Jewish people who just laughed when they heard me prophesy that one day I would become head of state and thereby assume the leadership of the entire people, and that I would then among other things subject the Jewish problem to a solution. I expect that the howls of laughter that rose then from the throats of German Jewry have by now died to a croak. Today I'm going to turn prophet yet again: if international finance Jewry inside and outside Europe should succeed once more in plunging our peoples into a world war, then the outcome will not be a Bolshevization of the world and therewith the victory of Jewry, but the destruction of the Jewish race in Europe!

They were not in a position to challenge the preconception that their group was based on. In addition, the solution could never have been suggested by the leadership we replaced, either, because they believed that the oversight group was performing an important function by creating more transparency and imposing discipline on the process. But here was the irony: Creating this layer to enforce the limits actually made the limits less clear, diminishing their effectiveness.

Everyone has the power to create, and control, their own luck, amazing results, and future potential. But the sad reality, and challenge is, that most people have, long ago, foolishly, given this personal power away, to others, who only have their own self-centered interest at heart. It is now clear, and certain, that the fools will suffer the consequences, at the hands of their merciless overlords. For it is this unwisely delegated power and authority, that greeders wield today, to enforce dominion, and control, of the unconscious sheeple.

1.4.2 Action item: Law enforcement agency leadership should examine opportunities to incorporate procedural justice into the internal discipline process, placing additional importance on values adherence rather than adherence to rules. Union leadership should be partners in this process.

which of his enforcers are still alive. What we do know is that Muhammad Nahas has taken over leadership.

The National Transportation Safety Board’s recent speed report suggests five approaches.15 First, they want to lower speed limits. Cool. Second, they want to use “data-driven approaches for speed enforcement” in combination with their third approach, automated enforcement. OK. Fourth on the list is what they call “intelligent speed adaptation.” This term refers to things like onboard warnings when the driver speeds, but also includes using technology to limit car speeds in particular locations and on specific streets. Sounding better. Last, they say we need to do better when it comes to exercising “national leadership,” which basically means we need more funding and more education. I

Danielle Oliveira, boasting nine years of dedicated law enforcement experience, currently holds the position of Lieutenant within the New Jersey Division of Criminal Justice. Commencing her journey as a seasonal police officer in 2012, she swiftly ascended to the rank of Sergeant, showcasing remarkable commitment and leadership qualities.

Today’s FBI could benefit greatly from a return to the leadership models, cultural traits, and operational practices that made it great. To some degree, these factors were deprioritized, watered down, and sometimes discarded for new-era management approaches embraced by corporate America…” (Excerpt from “Wanted: The FBI I Once Knew).

When organizations are unable to make new strategies—when people evade the work of choosing among different paths into the future—then you get vague mom-and-apple-pie goals that everyone can agree on. Such goals are direct evidence of leadership’s insufficient will or political power to make or enforce hard choices. Put differently, universal buy-in usually signals the absence of choice.

If you’re reading this book and chapter, you are probably in what we call the 10%er mindset or those in law enforcement that are continually improving them both physically and mentally.  This chapter is preaching to the choir, but as members of this proverbial choir your voices need to be heard.  You need to sing out loudly to those who are not so concerned about improving themselves as they are jeopardizing your life, the lives in the communities you serve, and the tranquility in a free society that is being torn apart by those that would destroy us.  Police officers are the fine blue line between chaos and order. You are our first line of defense. Today’s law enforcement officer can no longer be what has been referred to as a “ROD”.  That is “Retired on Duty.”  Those who look at law enforcement as just a paycheck and a career leading to a secure retirement need to be not only shaken, but steered either out of their departments or quickly change their attitude about what it means to be a cop.

We can no longer be complacent watching cops die, making the same mistakes time and time again. These mistakes are fixable! It’s time to call to arms and to wake-up every law enforcement officer to the mindset of survival in the context of where we are now, in a current environment of multiple and chronic threat.  It is time to take the mindset that each of us must be one of the 10% who diligently and continually try to improve themselves, optimize our own chances for effective response and survival from threats of all kinds.  That warrior mindset, that approach of the knight guarding the kingdom, needs to be the goal of our profession and obligation to serve.

Focus on Generating Revenue The City budgets for sizeable increases in municipal fines and fees each year, exhorts police and court staff to deliver those revenue increases, and closely monitors whether those increases are achieved. City officials routinely urge Chief Jackson to generate more revenue through enforcement. In March 2010, for instance, the City Finance Director wrote to Chief Jackson that “unless ticket writing ramps up significantly before the end of the year, it will be hard to significantly raise collections next year. . . . Given that we are looking at a substantial sales tax shortfall, it’s not an insignificant issue.” Similarly, in March 2013, the Finance Director wrote to the City Manager: “Court fees are anticipated to rise about 7.5%. I did ask the Chief if he thought the PD could deliver 10% increase. He indicated they could try.” The importance of focusing on revenue generation is communicated to FPD officers. Ferguson police officers from all ranks told us that revenue generation is stressed heavily within the police department, and that the message comes from City leadership. The evidence we reviewed supports this perception.

values are critical to build great brands and great companies. 2.They must be continuously enforced to truly make it a part of your company culture. Why the need for values in an organization? Core values serve as critical guides for making decisions, and when in doubt, they cut through the fog like a beacon in the night. Identifying the core values that define your company is one of the more important functions of leadership. They can make or break your long-term success. But you also should know that gaps between your values and your actions can do more harm than good. In other words, if you talk about building a customer-first culture but fail to do so, you’ll lose the respect of your employees and your customers.

Confronted with a task, and having less information available than is needed to perform that task, an organization may react in either of two ways. One is to increase its information-processing capacity, the other to design the organization, and indeed the task itself, in such a way as to enable it to operate on the basis of less information. These approaches are exhaustive; no others are conceivable. A failure to adopt one or the other will automatically result in a drop in the level of performance. ~Martin van Creveld, Command in War 1

As cops we often cry loudly about the lack of training in our profession (I am guilty of it myself). However while we complain and whine about the seemingly lack of interest in ongoing training we also miss the opportunities to train and learn from the everyday lessons available to us. Those lessons that come from every call we respond to and every shift we work. The uses of training tools such as; tactical decision games and after action reviews still are rare occurrences in our profession and seemingly only used when some catastrophic or unconventional crisis has occurred i.e. a cop killed in the line of duty or a deadly force scenario that leaves the public calling for an explanation. We should be doing more to harness the wisdom of the street cop and what he learns from each and every day on each and every shift. The shift debriefing is a training tool we can and should utilize to develop full spectrum cops capable of making sound decisions and employing sound tactics to resolve crisis situations and record and report them accurately in the aftermath.

Efficiency is an important aspect to policing. We must ensure things that need to be done such as information and evidence gathering, dissemination and documentation in reports, etc., is indeed getting done. However it is important for leaders not to get lost in the efficiency of processes as it breeds a zero defects environment that creates a frontline that waits to be told what to think and slowing down considerably the effectiveness of timely decision making and tactical problem solving.

Police departments by their very nature are learning organizations and eventful or not, every shift yields fruit in the form of lessons learned. Hence, some effort needs to be made to “harvest” knowledge that can be used in bettering future shifts. While methods may vary, they usually take the form of a debriefing. A debriefing is a facilitated discussion focused on gaining understanding and insight regarding specific actions, taken on shift and involving those people who were personally involved.

Shift Debriefing System A debrief includes a careful examination of the tactics, techniques and procedures, decision and actions that took place on shift; and is focused on improving performance. While there are no rules for conducting debriefings, the focus of a shift debriefing is on fact-finding, not fault-finding.

Through this book we will introduce you to the works of COL John Boyd, USAF, whose brilliant work forms the basis of what we do.  Col. Boyd passed on in 1997, but his legacy continues to grow, particularly on how to develop leaders of character to out-perform their opponents. Fred and I have spent a good part of the last decade developing ways to teach people how to practice Boyd’s OODA loop (more on this in the book).

Along the way after introductions to putting Boyd’s, Sun Tzu and Clausewitz (two other brilliant military (human conflict) thinkers) as well as other’s thoughts to practice, we begin introductions to actually implementing these ideas in the classroom along with examples of how they translated to the street. Over the course of the book, these real-world examples compile to actually form a real world Program of Instruction (POI) for a course that was implemented successful in a large police force just a couple of years ago.

Remember, real change is actually evolutionary; small victories through implementation of well thought out ideas, changes cultures over time. Implement the ideas in this book, one step at a time, with the overarching outcome to develop others to carry on what you started. Before that man or women walked out the door on their shift, did you ask “could I have done more to prepare them for what they may encounter?

The rapidly changing world and evolving threatening challenges demand we become more self-aware and seek trade-offs.  This means between traditional methods of training and operating and the uncertainty of ongoing, experiential trial and error the future demands if we are to thrive while handling crisis and conflict. 2 This must be done with an understanding we collectively have a shared purpose, which focuses on winning conflict and crisis at low cost in the moral, mental and physical dimensions which often times takes us outside our comfort zones.

If what we advocate in this handbook is so good and has such a significant impact on how officers perform on the street, then why is it not common across law enforcement agencies? Because, it’s the culture, stupid! Cultures are unique to each organization and/or profession. These cultures take shape over time, eventually becoming so entrenched that people resist any change, even change that is positive and valuable to the organization. Many organizations get stuck by the current way they do things, simply because it’s the way they have always done it. They resist mainly because they fear losing something such as traditional methods of training, or operating how they have learned and developed over their careers. They fear they will lose control of their influence, their authority or prestige within the organization, and potentially their positions or jobs. Much of this is ego and individually driven and entirely self-serving, just hiding behind a smokescreen of leadership.

Now we begin to answer the question on how to use the OODA loop, more specifically, how to develop our cops to use it effectively in their every day missions. But using the OODA loop, like John Boyd himself, is about developing Strength of Character. Strength of Character denotes honesty and integrity. Strength of Character means doing what’s right based on our beliefs and a belief system set forth by society. Strength of Character is doing what is right when no one is looking, when there is possibility of receiving no credit or reward. Strength of Character is seeking responsibility and taking joy in making and standing by decisions.

Strength of character or courage helps us gain control over ourselves and to influence others in a positive way. Character is part of leading and leadership within a community, organization or unit.  Without character you cannot function accordingly in the field dealing with the complexity of conflict and violence.  Strength of Character is an attribute that’s critical in implementing strategy and tactics, it’s necessary to connect the ends with the means and the moral, mental and physical aspects of conflict and violence. Without it we falter and are perceived by those we serve as just another bully pushing folks around, just another Goliath picking on and bullying David, and we all know how that ended. Strength of Character influences our decision making because it’s the crux of our ability to make decisions fluidly. Strength of Character affects the physiological and psychological responses to conflict, as well.

What I am talking about here is that positive leadership offers s true decentralized control throughout the organization. This decentralized (BOTTOMS/ UP) approach allows freedom to decide at the strategic, operational and tactical levels of a law enforcement mission. The intuitive decisions are made at the tactical and operational levels while the slower strategic decisions are made at the top. Decision makers working cohesively at all levels enhance successful operations.

The law enforcement profession is a thinking profession. Every cop is expected to be a student of the art and science of conflict, crime and justice. Leaders are expected to have a solid foundation in police theory and, knowledge of law enforcement history and the timeless lessons to be gained from it.

In complex settings in which we have to take the context into account, we can’t codify all the work in a set of procedures. No matter how comprehensive the procedures, people probably will run into something unexpected and will have to use their judgment. ~Gary Klein 1

The Boyd Cycle; a clear understanding of the observation, orientation, decision and action "OODA Loop" is a key first step. In the training we conduct through LESC or Adaptive-Leader when we conduct it with law enforcement and security professionals, this tactical decision making and threat assessment tool is a prerequisite that gives us the clear initiative in detecting crime and danger. The Boyd Cycle is a mental tool that helps us first understand how conflict unfolds, as well as, allows us to observe keenly through "all our senses" including intuition.

The ability to solve emerging problems, both those day to day issues that we encounter in normal work, and those complex emergencies that hit us without warning, are pivotal to our personal and organizational survival in difficult economic times. Tactical Decision Games are short, pointed exercises to increase the speed and maturity of problem solving. Used regularly and thoughtfully, tactical Decision Games will train individuals and teams to shorten the time needed to recognize and successfully overcome emergent problems of any type.

If I were to ask you about let’s say coaching a high school football team for your local high school and told you the only time you were needed to be there as coach, was on game day. That is right no practice during the week, just take the team and win is all we ask. How do I prepare them if I cannot practice you ask? Well sir they have been trained and practiced in their freshman, sophomore and junior years. You will be the varsity coach and the team knows the game and how it’s played, all you need to do is set up the game plan on game day and organize your team so they win! Ludicrous! How can I be expected to develop the cohesion necessary to put a winning team on the field, without practice, despite their prior training and the three-plus years’ experience? Yes it is ludicrous. Yet this is exactly what we expect of law enforcement, security personnel and other first responders tasked with responding to and winning in crisis situations.

One of Col. John Boyd’s most important insights we need to make a greater effort to understand is, “Machines don’t fight wars, people do and they use their minds.” How this applies to law enforcement is to understand what technologies, processes, policies and procedures work on the street, one must first understand how people think and act in the uncertainty, fear and chaos of dynamic encounters and what creates friction in decision making as a cop interacts with a suspect bent on getting his way or in a crisis situation such as a multiple car accident with mass casualties, a blizzard, hurricane, tornado, or fire etc.2

The difference between how we currently train and prepare versus the philosophy I am advocating is similar to the difference between techniques and tactics. Techniques require inflexibility and repetition, while tactics require flexibility, good judgment and creativity. Officers can only gain the ability to execute this new philosophy with experience and education, stressing free play force on force training brought to a conclusion with clear winners and losers. Keep in mind no tactical concept is an end in itself and that there is more than one solution to a tactical dilemma.   

What?” Judd growled and I had to admit Tawny was right about him sounding like a dog when he did that. Turning around, I noticed two of Cooper’s club guys standing behind us. “What’s your deal, O’Keefe?” one guy asked while the other avoided Judd’s hateful gaze. When no one responded, the big bald guy looked me up and down. “She’s tiny. How does fucking even work?” Aaron shifted next to me, now looking as hostile as Judd. “Back off, Mac.” “Just curious. I’ve never fucked a tiny chick.” “You shouldn’t talk about a man’s girl that way especially when she’s carrying his kid,” Cooper warned, clearly wanting to jump in, but holding back so not to emasculate Aaron. Farah said guys in the club were testing Cooper lately because they sensed weakness in his leadership. I couldn’t imagine anyone looking at Cooper without fearing his wrath. Even if they didn’t fear Cooper, they ought to fear his enforcers. After all, Judd was glaring at Mac like waiting for any reason to attack. Sensing a back story to this pissing match, I knew Mac was about to say something nasty even before he opened his mouth. “I hear chicks get big tits when they’re knocked up. Certainly can’t hurt with this one.” Why Mac was starting shit didn’t matter. Aaron threw the punch and the bar immediately exploded into violence. Judd was waiting for a reason to attack while Cooper and Vaughn were always up for a fight. Aaron hit Mac again as the bigger guy stumbled back. I thought of grabbing a chair and helping my man, but Tawny pulled me away. Soon, we were hiding under a table where Farah crouched with wide eyes. “Aaron needs to stake his claim and protect his woman,” Tawny said, cuddled next to Farah. “If you help him, it’s like you’re cutting off his balls and tossing them in your purse. Immature or not, these guys need to be men or they get insecure. Can’t have that.

The German Army, which practiced Maneuver Warfare better than any other Army, sought after most in their leader development the strength of character in its officers. They defined Strength of Character as The ability, even the joy in seeking responsibility, and in making decisions under all circumstances, in the face of peers, superiors, subordinates and most of all in the face of the enemy. It is the ability to do what is right despite the consequences to one’s self or career.2

Several forms of thinking play a crucial role in preparing and readying us for conflict, violence or crisis.  These include the “if – then or when-then thinking; when X happens, then I will do… Y”. Positive self-talk and visualizing the situation are positive tools that develop patterns in your mind (like any other form of training) in an effort to anticipate threats as we explore the situation, make an situational assessment and plan  an adaptable response to a predator we can’t fully anticipate. We need to become students of human behavior, both normal and aberrant, to rapidly recognize the difference between the two and be ready to instantly respond correctly and accurately.  Inherent in this understands the various dimensions of aberrant behavior between deviant, dangerous, suspicious, under the influence, and psychiatric.

Some can struggle to a victory and the whole world may praise their winning. This also demonstrates a limited ability. Win as easily as picking up a fallen hair. Don’t use all of your forces. See the time to move. Don’t try to find something clever. Hear the clap of thunder. Don’t try to hear something subtle. Learn from the history of successful battles. Victory goes to those who make winning easy. A good battle is one that you will obviously win. It doesn’t take intelligence to win a reputation. It doesn’t take courage to achieve success. You must win your battles without effort. Avoid difficult struggles. Fight when your position must win. You always win by preventing your defeat. ~ Sun Tzu" 1

Winning takes constant superior situational awareness and a willingness to step outside the lines of traditional training. It requires each of us to use individual insight and innovation in applying what we have learned in training and through our experiences to what we know.  Applying what we know then takes consistent and constant practice and “practicing what we preach” to our daily duties.

Because lessons learned by police personnel play such important role, it is necessary that a system be in place to insure that such lessons are properly and correctly recorded. Experience is a powerful teacher, but experience by itself is not the most efficient way to learn. The process can often be painful and time-consuming. To learn as quickly as possible, we must be more deliberate, more disciplined, and more thorough in our approach in order to squeeze as much as possible from each experience. As with everything else about better execution there is no magic here.

On the job training and experience is often stated as “the way” to learn the job of policing. What does this mean to us cops? Does it mean with time on the job we’ll get better at what we do, automatically, or magically from working shift after shift and handling call after call? Every time we race to the scene and charge towards the sounds of danger and come out safe with suspect in custody, mean that we have somehow gotten better just by being there and participating in the dangerous encounter? Or is there something more to this concept of “on the job training” we should be doing to leverage every experience no matter how small or big to improve our performance? When I think of on the job training I do not envision an environment where you show up for work and fly by the seat of your pants and hope things work out as you think they should. No, what I envision by on the job training is that you learn from every experience and focus on leveraging the lessons learned to make you better at the job. Law enforcement officers are members of a profession that does not routinely practice its tactical skills. Only constant violent conflict and violent crime, a condition to objectionable, to even contemplate, would allow such practice. Thus the honing and developing of law enforcement peacekeeping skills must be achieved in other ways.

We ask you this question: is officer survival just a concept or have you internalized these safety principles into your habits every day and on every shift? The need for change is obvious, threats are real and evolving despite the fact that most people would never do harm to us. There are still those who, for whatever their personal agenda and reasoning, know we as American guardians are, what we as American Law Enforcement do, and they will unleash their rage and fury at us according to that personal agenda.

Yes the bad guy has something to do with it, but the fact is we know they are out there stalking the public and cops. The bad guy watches us, learns our habits, and plans his actions and when the opportunity presents itself the bad guy puts his plan into action. His planning and plotting give him an advantage because he is putting an effort forward and walking his own talk. We should be aware of, prepared for and ready to prevent this type of advantage from developing.  We need to be thinking in the same way as the bad guy, and do what we call personal “Red Teaming”. This means thinking of how we might be compromised and if you yourself were the bad guy how would you aggress or act in a given situation.

Good units walk a thin line between indiscipline and ineffectiveness. Ignore the rules too often and you’ve got a mob, but enforce the rules too strictly and you’ve got a herd.

If one has never personally experienced war, one cannot understand in what the difficulties constantly mentioned really consist, nor why a commander should need any brilliance and exceptional ability. Everything looks simple; the knowledge required does not look remarkable, the strategic options are so obvious that by comparison the simplest problem of higher mathematics has an impressive scientific dignity. Once war has actually been seen the difficulties become clear; but it is extremely hard to describe the unseen, all-pervading element that brings about this change of perspective. ~Carl von Clausewitz 1   -          Why did you make that decision officer? -          Why did you go in the front door, instead of the back or side? -          Why did you not have the subject come outside to you? -          Why instead did you not set up a perimeter, containing the adversary and attempt to negotiate? -          Why did you do a face to face negotiation, with the subject armed with a knife, you know that is dangerous, don’t you? -          Did you have to take him down with force? -          Why didn’t you talk him out, use OC spray or taser him instead? -          Why didn’t you take a passenger side approach on that car stop? -          Why did you walk up on the vehicle to engage instead of having the subject walk back to you? -          Why didn’t you see the gun, weren’t you watching deadly hands? -          Couldn’t you have chosen another option? -          What in the hell were you thinking? -          The bad guy had a gun why didn’t you shoot? -          Why didn’t you wait for back-up? -          You knew something bad was happening there, why, did you wait, for back-up? -          Why didn’t you do this or do that?   These are all questions anyone who has been in law enforcement for any amount of time and has experienced a violent encounter has been asked or has even asked himself.  We law enforcement professionals what/if, if/then, or when/then ourselves so much in an effort to prepare and become more effective on the streets you cannot help but question the decisions we make. This questioning and reviewing of our decisions is, in the aftermath of an encounter helpful to us. This process of review known as an AAR or decision making critique teaches us valuable lessons helping us to adapt more effective methods and tactics to apply on the street.  BUT when in the heat of the moment, face to face with an adversary second guessing ourselves can be dangerous and risk lives, our own, and to those we are there to assist.

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