Public safety leadership has never been easy, but today’s diverse workforce adds a new layer of complexity. Agencies now include personnel spanning four or more generations, each with different communication styles, expectations, and lived experiences. It’s a dynamic that can either fracture an organization or make it stronger.
In Lexipol’s webinar, “People-Focused Leadership for Public Safety,” panelists Battalion Chief (Ret.) Bruce Bjorge, Chief (Ret.) Dave Funkhouser, and Chief (Ret.) Mike Ranalli take on one of today’s most pressing leadership challenges: how to lead individuals, not stereotypes, and build unity across age groups, backgrounds, and perspectives. Their message boils down to leading with humility, showing up for your people, and creating a workplace where everyone, no matter their generation, feels valued and connected to the mission.
Throughout the discussion, the panelists reinforce a shared principle: Effective leaders connect with others as they actually are, rather than expecting them to already be who the leader hopes they’ll become. As Bjorge puts it, those in positions of authority must “be willing as leaders to meet people where they are in order to get them to make the journey of where we need them to be.” That simple idea becomes the through line for a compelling conversation about culture and legacy.
“The real leadership challenge is not what makes us different, but actually what draws us together.”
Beyond the Labels: Leading People, Not Generations
The panel begins by tackling one of the most persistent myths in public safety, the belief that generational differences define how people work. While these differences exist, Bjorge says they should never become excuses for division or frustration. “Each generation has their unique positives that go along with it,” he notes, adding that the real leadership challenge is “not what makes us different, but actually what draws us together.”
Rather than writing off younger personnel as “wild, crazy kids” or assuming older personnel are resistant to change, it’s important to remember that everyone wants to be treated with respect, kindness, and recognition for what they bring to the team.
Leading across generations, Ranalli reminds us, isn’t a new challenge. What changes is simply “the names of the generations,” not the responsibility to understand people as individuals and help them succeed. When leaders rely on stereotypes instead of genuine connection, they miss the real needs and motivations of their people, and that’s where leadership begins to break down.
Listen, Observe, Learn — and Understand
One of the clearest messages from the webinar is the reminder that effective leadership starts with presence. The panel introduces the acronym “LOL” — Listen, Observe, and Learn — as a practical way for leaders to stay connected to what’s really happening within their teams. The idea is simple, but it requires intention.
Too often, leaders operate on assumptions rather than firsthand awareness, discovering problems only after they’ve had a chance to grow and fester. Agencies struggle when leadership stays behind a desk while rank-and-file personnel deal with challenges in the field. Closing that gap begins with getting out, asking questions, and paying attention to what people are experiencing day to day.
The panel also expands “LOL” with a fourth and essential step: Listen to understand. Public safety leaders are natural problem solvers, but jumping to solutions before fully hearing someone out can create even more distance. Slowing down long enough to absorb the full context, not just the first few words, helps leaders see where their people actually are and what they truly need.
Listening, in this sense, isn’t a passive act. It’s a service behavior that builds credibility and trust. When leaders take time to be present, observe with purpose and genuinely understand their people’s perspectives, they create the kind of connection that strengthens teams and opens the door to meaningful change.
Serve Others by Taking Care of Yourself First
The panelists next address a misconception that often undermines well-intentioned leaders: The belief that servant leadership means always putting yourself last.
Many public safety leaders confuse servant leadership with self-sacrifice. Bjorge notes this mindset becomes harmful when leaders are tired, overwhelmed, or dealing with stress at home because it limits their ability to support their people effectively.
To illustrate the point, Funkhouser uses the familiar air travel analogy. You are instructed to put your own mask on first because you cannot help anyone else if you are out of oxygen.
The takeaway is clear. Leaders cannot take care of others if they do not take care of their own well-being. Reframing servant leadership as a practice that requires personal stability encourages leaders to invest in themselves as a necessary step in strengthening the teams they guide.
Build Trust Through Empathy and a Shared Mission
Empathy is a big part of what strong leadership looks like. Funkhouser frames it as remembering “where you came from,” recalling the rookie mistakes and insecurities everyone experiences in their early days. “Whatever their perspective is, is their reality,” he says, urging leaders to “seek to understand … and actively support” their people through challenges.
Understanding becomes especially important when addressing misconduct or performance problems. Bjorge reminds us that behavior often reflects deeper frustrations or needs. Leaders must ask what is driving the behavior, not just react to what’s visible.
The conversation also highlights the importance of a shared mission, one that goes beyond the formal statement posted on a website. The mission must become something everyone truly understands and connects with, guiding daily decisions and reinforcing unity across generations.
Bjorge captures this idea with a simple phrase: Public safety exists to serve “Mr. and Mrs. Smith.” The mission is not about personal preferences, rank, or generational background. “Service delivery … is what matters most.” When everyone orients toward the same purpose, differences become assets rather than obstacles.
Working “shoulder to shoulder” is how trust is built, Bjorge adds. When leaders pitch in with the crew, whether they are cleaning apparatus or managing a chaotic scene, they show that leadership is not about authority. “It didn’t matter if it was time to wash the fire truck … they put their officer tasks to the side and worked with the crew,” he says. That shared effort builds credibility and connection that no memo or policy can replace.
Leave It Better Than You Found It — Every Day
The panel closes with a powerful reminder: leadership legacy isn’t defined on the last day of your career. It’s defined every day.
Leaders should focus on leaving things better than they found them. Leadership shows up in the daily moments, like talking with a struggling employee, offering guidance, modeling humility, or simply being present.
Funkhouser extends this idea by urging leaders to cultivate humility and transparency. “It takes more courage to admit that you’ve done something wrong … than it does to just blindly say that you’re right,” he says. Transparent leaders create cultures where communication flows both ways and people feel safe speaking up.
Leaders must constantly engage in self-reflection, Ranalli adds. “Are you the one that screwed this up? Are you the problem here?” he asks. Recognizing personal blind spots is a hallmark of a leader committed to improvement rather than ego.
Together, these practices create workplaces where people want to be, not because everything is perfect, but because leadership is intentional and compassionate, and everyone shares a commitment to the mission.
Practical, proven leadership tips from Jocko Willink and Leif Babin: MORE INFO
A Leadership Model Grounded in People
Leadership in public safety is not about rank, charisma, or generational labels. It is rooted in people. Effective leaders listen with intention, lead with empathy, care for themselves so they can care for others, and build trust by working alongside their teams. They stay grounded in the mission and look for ways to leave the organization better every day.
These ideas are not abstract. They show up in the small, daily actions that strengthen culture and prepare agencies for the future.
Bjorge sums it up simply: “Focus on what makes you the same. Focus on the mission and leave it better than you found it.” That is people-focused leadership in action.
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