I was sitting in the office of the new police station in this growing city across from the chief of police. He was facing the open door so he could see what was going on while we talked. This leader has been in the position for a short period of time but has been growing as a leader throughout his tenure as a police officer.
If I were to describe this officer in a few words, they would be servant, intentional, and compassionate. You’ll see why as you continue to read.
Chief Gebhart started his career in Colorado and ended up moving to Indiana into a Northeastern suburb of Indianapolis where he presides as chief of police. At a young age after a ride-along, he imagined joining the police force. As we talked, he described how over the years he has evolved as a leader.
Two general styles of leadership can exist: fear/task-based and people/relationship-based. He admitted in the beginning he was much more of the former than the latter. At times though in this field the former is necessary and acceptable since the mission must be accomplished and orders need to be followed. During the in between time though the approach is quite different.
WHY
We are undisciplined, and we ask why. An observation from George Washington
The above thought informs one of his leadership principles, but before explaining the concept permit me to share the chief’s why. Gebhart’s goal is to help others set and accomplish their goals. He gets pleasure in helping others succeed. This is one reason I describe him as a servant leader.
After sharing the above learning from a book on Washington, Gebhart discussed the importance of leaders not only knowing the “why” behind a decision, but also sharing it. I would suggest this is vision casting 101. A leader must know why they are asking those they lead to go a direction and more importantly communicate that reason. This process can increase the willingness of others to participate.
COMPASSIONATE HUMILITY
As we were talking, one of his officers who has been on leave due to a serious accident came to visit and without hesitation the chief stood up, greeted him and then sat and listened to the update on this individual’s life. How many leaders would drop everything for an employee? This man would because of his compassion and the humility to recognize others’ needs often are more important than his agenda.
Another example of this humility is his willingness to demonstrate personal imperfection. One way he does this is by taking the blame when it may not be his fault. He believes ultimately if something goes wrong the top leader has a part in the failure and should accept responsibility for his or her part.
CONNECTION
Most leaders realize communication is an important component to effective leadership. As Gebhart moved up in position over the years he recognized connection is critical. One way he connects is by understanding those he leads, their motivation, and what drives them. Another way is by intentionally engaging people on a personal level.
For me this idea was a great lesson because often I want to get straight to the point, but I need to slow down to connect and find out about the person. Of course I care about the person, but my task-minded personality oftentimes prevents me from demonstrating this care and I fail to connect.
This ability and intentionality in connecting is in part fueled by one purpose: building morale. Gebhart believes if morale is high production will follow.
OTHER PRINCIPLES
I do not have the time to cover some of the other key concepts in depth so I will highlight them briefly.
“If you don’t know where you are going, how are you going to lead anyone there.” This is a statement of vision. The leader must have a clear vision of where they are leading the organization or in the emergency situations police officers face what the objective is . . . get the “bad guy.”
SELF-AWARENESS
Everything that happens on his clock the chief looks in the mirror first and accepts responsibility for his part. This is another example of this man’s servant leadership.
TIMING IS EVERYTHING
When communicating a leader must be strategic in communicating his message or request at the right time, to the right people, and in a way that is important to them. Sometimes if someone is having a bad day, wait and you will probably get a better result.
I am grateful for not only this man, but all our public servants across this nation. They thanklessly do their jobs so we can safely do ours. Allow me to challenge you with two things today. 1. THANK a police officer, fireman or another public servant. 2. Look at the above principles and think into one way you can grow as a leader in that area. Need help thinking into it? Contact me for a complimentary thirty-minute coaching session. Lead well.
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