Everybody has a favorite word that sums up their value system, and mine is consequences. Along with that, my favorite expression is “Look over the horizon and try to anticipate the multiple consequences of an action before taking the action.”

I have found that when leaders demonstrate thoughtful and inclusive behavior, they are often able to do a pretty darn good job — especially by brainstorming with their subordinates and colleagues — in identifying the likely multiple consequences of the actions they are contemplating. We don’t have a crystal ball that will tell us what the future holds, but we often have the next best thing in the form of wise and intelligent leaders who know how to lead and nurture subordinates in identifying the multiple likely consequences of at least some of the actions that are being contemplated.

Let me prove the validity of my perspective by asking you, the reader of this article, a question: Based on your background, training and experiences, do you feel — with a reasonable degree of certainty — that right now you can identify an individual or individuals under your command who within the next six months are likely to do something really stupid that will be disruptive to the workforce? I know the answer, and so do you — yes!

I am not suggesting that every subsequent outcome of our actions can be accurately anticipated or that the approach is always straightforward and simple, but I do recommend that all leaders need to attempt to predict — to the extent reasonable — the multiple outcomes of the actions that we contemplate.

To further illustrate my point in anticipating future consequences by the application of solid leadership behaviors, I offer the following scenarios for discussion purposes, and am confident that many of you will recognize similar experiences.

We don’t have a crystal ball that will tell us what the future holds, but we often have the next best thing in the form of wise and intelligent leaders.

Personnel selections

A key factor in the selection of personnel for advancement or special positions is the reality that “the best indication of future performance is past performance.” Everybody makes mistakes and likely has a few things in their past they are not proud of. Further, making mistakes and learning from them is part of the growth and development process. That said, when evaluating someone for positions of additional responsibility, do look closely at both their problematic background and all the good things they have done in order to get as complete an assessment as possible. Each reader is likely able to cite a situation where a person should never have been advanced to a present rank because of a known weak reputation. Don’t be the person who makes these types of shallow selections.

Equipment acquisitions

As I have looked in my storage rooms over the years, I note real cool stuff that did not work as advertised; items from companies that went out of business or changed their product lines to the point where replacement parts are no longer available; package purchases of items that do not reflect the changing diversity of the agency, including equipment belts that are not suitable for female employees, portable signal lights and other electronic items for which batteries are no longer available; and radios that are not compatible with neighboring jurisdictions.

Political positions and posturing

Among the fine and credible politicians, there have always been a few who are particularly unique, and that percentage seems to have grown in recent years. I often don’t know whether to be stunned or disgusted by some of the patently foolish proposals that are put forward: shutting down or cutting back on jail and juvenile detention facilities because of a perceived over-incarceration problem, without providing suitable alternative facilities to place existing dangerous people, or the political statements to “defund the police” without considering the physiological adverse impact on public safety recruitment and the predictable increase in crime as fewer officers protect all communities, including those whose elected leaders have been the most outspoken in cutting funds. Also, the calls to drastically lower educational, background and physical standards for new officers without consideration of organizational disruption, internal discrimination lawsuits and external lawsuits that are a predictable consequence of poorly trained and unsuitable people with guns and badges.

Policing strategies

Policing policy is clearly an art rather than a science, and the circumstances change all the time. One constant is a finite number of personnel and that every officer in one location is one less officer in another location. As the police executive moves personnel from one location to another location, there must be a recognition among all concerned that public safety will be affected. As unpleasant as it may be, more traffic citations translate into slower speeds and fewer traffic accidents; curfew enforcement translates into fewer juvenile crime activities; anti-loitering enforcement results in a lowering of rates for selected crimes; and blatant homelessness in business districts results in more shoplifting and less commercial prosperity. These are examples of known and predictable realities that need to be recognized and acknowledged in planning.

Summary

The wise leader is one who always insists that the future multiple consequences of any contemplated action be included in the discussion of plans, actions and strategies. Further, an applicant’s actions and inclination — as part of who he or she happens to be — should always be a key component in the consideration of employees for promotions or positions of increased responsibilities.