The field of public safety has never been more demanding. Despite a shifting landscape of increased criticism and scrutiny, public safety leaders must remain steadfast, adaptable and committed to building resilient teams. In the recent webinar, “Navigating Challenging Times: 3 Leadership Strategies for Public Safety,” hosted by Lexipol and Echelon Front, panelists Jocko Willink, Leif Babin and Mitchell Sklar share practical advice to guide leaders through these turbulent times. Moderated by Mandy Nice, the conversation includes helpful leadership strategies drawn from years of battlefield and administrative experience.
The discussion centers on three key leadership strategies: building strong relationships to combat attrition, applying Extreme Ownership principles to overcome agency challenges, and fostering leadership at all levels to thrive under pressure. With lessons from the war-torn streets of Ramadi to the administrative corridors of major police departments, the panelists underscore how leadership is not determined by a title; rather, it’s a profoundly personal responsibility shared by people across all levels of an organization.
Leaders by Example
Jocko Willink and Leif Babin are former U.S. Navy SEAL officers and co-authors of the bestselling leadership books Extreme Ownership and The Dichotomy of Leadership. As co-founders of Echelon Front, a leadership consultancy that applies combat-tested principles to organizational success, they share their insights and expertise with others grappling with how to train, motivate and lead.
In the webinar, Willink emphasizes the importance of decentralized command, relationship-building and extreme ownership as critical pillars. Babin complements this with lessons learned from both wartime combat and peacetime business, illustrating how these principles translate seamlessly to public safety. Mitchell Sklar, executive director of the New Jersey State Association of Chiefs of Police, rounds out the conversation with insights into retention and professional development, particularly in the context of contemporary challenges in law enforcement.
Key Takeaways
1. Strengthen Relationships to Counter Attrition
Attrition has become a pressing issue in public safety, fueled by burnout, external pressures and early retirements. Willink and Babin note leaders must prioritize relationships within their teams to foster resilience and morale.
Highlighting the power of relationships, Willink breaks them into five components: trust, listen, respect, influence and care. He notes, “Relationships are not built on coffee breaks or compliments — they’re built on the battlefield of shared experiences and mutual trust.”
Babin echoed this with an anecdote about a metropolitan police department dealing with a high attrition rate. While the larger organization struggled, one leader maintained a high-functioning, motivated team by cultivating strong internal relationships. This example illuminated how, even in challenging environments, microcultures of trust and support can buffer against widespread dissatisfaction.
“Relationships are not built on coffee breaks or compliments — they’re built on the battlefield of shared experiences and mutual trust.”
Take Action:
- Leaders should demonstrate care by actively listening to their team members and respecting their input.
- Create opportunities for informal interactions, fostering camaraderie and building mutual respect.
2. Apply Extreme Ownership to Public Safety
The concept of “extreme ownership,” a cornerstone of Jocko Willink and Leif Babin’s leadership philosophy, emphasizes taking full responsibility for every aspect of an organization’s mission. In public safety, this principle translates to leaders stepping up to address challenges head-on — whether they’re resource constraints, operational setbacks or community relations. Leaders must own their decisions and outcomes, regardless of external circumstances.
Willink explains, “If you assume ownership, you can solve problems and overcome obstacles. When leaders at all levels take accountability, the organization thrives.” This approach is particularly crucial in navigating tight budgets or limited resources. Instead of focusing on what they lack, leaders should concentrate on what they can control, advocating effectively for needs while innovating within constraints.
Babin shares an example of a department that invited city council members to observe operations firsthand. By taking this rather unconventional step to communicating their challenges to those overseeing their budget, the department was able to build stronger relationships with decision-makers, leading to better funding outcomes and a more informed understanding of resource allocation.
Take Action:
- Leaders should clearly communicate their team’s needs and challenges to supervisors or governing bodies, emphasizing how addressing them aligns with organizational goals.
- It’s crucial to assign clear responsibilities to team members, giving them autonomy while holding them accountable for results.
3. Thriving Under Pressure
In public safety, thriving under pressure requires a ground-up approach to leadership. As Babin states, “Leadership at every level is what makes a team successful.” This concept emphasizes that effective teams don’t rely solely on top-down direction but instead cultivate a culture where every individual takes ownership, adapts to changing conditions and leads within their scope of influence.
The principle of decentralized command encourages leaders to delegate authority while providing the necessary support, fostering trust and autonomy. Babin shares an example from his SEAL days, noting that team members who felt connected to mission planning were more engaged and motivated — even in the most challenging situations. “When people have ownership of the mission, they find renewed purpose and drive, even under immense stress,” he explains.
Sklar adds that creating and developing leaders should be an ongoing process integrated into daily operations, not relegated to occasional training sessions. Leaders who create opportunities for informal learning, such as role-playing scenarios or debriefing real-world events, build teams that are prepared to adapt and excel in high-pressure situations.
Take Action:
- Encourage frontline personnel to take on leadership roles within their teams.
- Integrate leadership development into daily operations through mentorship and hands-on opportunities.
A Disciplined Approach to Leadership
The webinar discussion underscores how the challenges facing public safety professionals today are — at their core — leadership challenges. Whether addressing attrition, budget constraints or the need for continuous development, the solutions lie in fostering strong relationships, empowering teams and maintaining a disciplined approach to leadership.
As Willink aptly states, “Leadership is the most important thing. Work on developing yourself and those around you.” By adhering to the strategies suggested by the panelists, public safety professionals can not only navigate challenging times but emerge stronger, more united and more capable of serving their communities.
For those inspired by these principles, further resources are available through the Echelon Front and Lexipol leadership training series, designed to tailor these concepts to the unique challenges of public safety leadership. Together, public safety leaders can build a resilient workforce prepared to lead with strength and purpose.
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