The NJ Police Chief Magazine Volume 23, Number 9 | Page 19

LEADERSHIP FOR REDUCING ORGANIZATIONAL
STRESS IN LAW ENFORCEMENT
This seminar will assist those attending with gaining a distinctly different perspective on the unique and
potentially problematic consequences of performing well within a law enforcement culture. Executives,
managers and supervisors will examine better ways to reduce their stress and simultaneously garner greater
staff compliance with department standards. Leaders will address stressors encountered by the rank and file
which influence the pivotal balance between professional and personal relationships. Emphasis will be
placed upon executives, managers and supervisors, developing leadership practices and policies that
recognize and encourage accomplishment of organizational goals while also taking better care of themselves
and the people who serve under their leadership.
An experienced law enforcement executive and educator will guide supervisors and managers in
understanding a variety of best practice approaches in addressing this problem. A theme of personal
leadership will run throughout this seminar and those attending will have ample chance to share their
views, develop decision-making models, and actually reflect on better ways to make decisions for themselves
and those they lead.
Topics will include:
 Inspiring a new generation of Knights
 Removing classi c frustrations encountered by all law enforcement officers and the consequences of
rewarding cynicism
 How the dynamics of control and trust can negatively influence officer attitudes
 How to lead and inspire those who have been taught to anticipate the worst in everything
 Being an optimistic leader among a sea of professional pessimists
 Overcoming the damaging effects of “the rule bound” and stoic approaches to the job
 Recognizing the symptoms of stress and how police stress differs significantly from other jobs
 Developing a personal and organizational action plan to confront the issues
 Learning to help others overcome unhealthy organizational over-investment
 Why officers are at a greater risk for alcohol abuse, divorce, isolation, depression and suicide
 Warning signs of distress and preventative programs to reduce and monitor it
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