Editor’s note: This article is reprinted with permission from the March/April 2025 issue of LVPPA Vegas Beat, the official publication of the Las Vegas Police Protective Association.

The phrase “be a thermostat, not a thermometer” is often used in leadership and personal development contexts. It conveys the idea that individuals should strive to be proactive and influence their environment (like a thermostat) rather than simply reacting to it (like a thermometer). 

A thermostat registers the temperature in the room and adjusts its setting to regulate it. A thermometer, on the other hand, simply takes the temperature and reports the results. A thermometer has little power or influence, while a thermostat has both.

When you know you have prepared yourself physically, it allows you to have the internal thermostat to remain calm, even when the situation or the suspect turns the temperature up.

A police officer’s ability to regulate the “temperature” and tone on a call is vital. By not only controlling but also setting the temperature, the officer can calm the environment, enhance effective communication and gain control of the situation or call. If a police officer allows their environment to set the tone, pace or temperature on the call, de-escalation or achieving a preferred outcome can be severely compromised.

• Mindset is key in successfully setting the tone, pace and temperature on a call. Officers with a thermostat mindset emphasize a proactive approach. They focus on what they can do to create a positive environment or outcome and look for desired solutions, rather than just allowing suspects to dictate the call.
• Officers with a thermometer mindset have a reactive approach, where they merely respond to external pressures or negativity without attempting to influence or improve the situation.

Being a thermostat on calls will not just magically happen. Officers who operate in this manner do so more than just at work. It is unusual to be a mess in your personal life or as a person and be squared away at work. Being a thermostat as an officer starts with you and how you feel about yourself. Below are some ways to achieve the ability to set the tone no matter where you are.

Physically: Are you in shape? Can you physically do what the job requires you to do? Are you conducting personal training on an ongoing basis that allows you to have the functional strength, energy and “gas tank” to handle the rigors of the job? You don’t have to fight every day, but when you do, the way you have spent your days will determine if you can do it or not. The job, the suspect, the call … none of it will give you any quarter if a situation occurs and you need to be in shape, but you are not. Your eating habits and how consistently and often you elevate your heart rate will dictate whether you can or cannot. When you know you have prepared yourself physically, it allows you to have the internal thermostat to remain calm, even when the situation or the suspect turns the temperature up. When you are visibly physically capable, that can often lower the temperature or resistance of a suspect who knows resistance will lead to a physical confrontation.

Emotionally: Are you mentally and emotionally stable and “good”? If needed, are you pursuing mental health assistance that might affect your ability to not only do the job, but function day to day in your personal life? Many departments have wellness bureaus that have made great advancements in services and care for officers. If needed, this is a great resource for you, especially if you are a thermometer being acted upon. To be a thermostat, you need to consistently care for your emotional and mental well-being on a daily basis.

Tactically: Officers who have trained a little a lot, consistently over time in a combative manner, are so far ahead of those who do not that it becomes the norm to stay calm in the face of physical resistance. Regular, ongoing training that includes striking, takedowns and takedown defense (solo and team), grappling (standing and ground, offensively and defensively), ground defense and control (solo and team), weapons defense and weapon retention, and multiple suspect problems makes a significant difference. Officers who train consistently (two to five times per week) are in better physical condition and, more importantly, are in “fight shape.” When officers train combatives consistently over time, they become capable, confident, calm and even more compassionate. When you train combatives on a regular basis and take your losses in training, you know what it feels like to be tired, feel pressure and even experience pain. This consistent exposure to these things makes events where suspects physically resist and try to hurt officers more controllable physically, mentally and emotionally. If you want to be a thermostat in the face of a violent encounter, you must be familiar with violence and the ways to combat and deal with it.

Differences between thermostats and thermometers

Thermostats are:

• Proactive: Set the temperature and create the desired atmosphere.
• Influential: Take initiative to change situations or moods.
• Leaders: Drive change and inspire others.

Thermometers are:

• Reactive: Measure the temperature but do not change it.
• Passive: Respond to external conditions without influencing them.
• Followers: Adapt to the environment rather than shaping it.

Thermostats often exhibit high emotional intelligence, allowing them to read situations and respond appropriately. They can manage their emotions and influence the emotions of others positively.

Thermometers, on the other hand, may struggle with emotional regulation and can become overwhelmed by external circumstances.

Leadership style:

• Effective leaders are often seen as thermostats. They set the tone for their teams, encouraging collaboration, innovation and resilience. They inspire others to adopt similar attitudes.
• Leaders who act as thermometers may contribute to a culture of uncertainty or negativity, as they are influenced by the prevailing sentiments rather than guiding them.

Applications

In personal life:

• Relationships: Being a thermostat can mean taking the initiative to resolve conflicts, express appreciation or create enjoyable experiences, rather than just responding to problems as they arise.
• Self-development: Individuals can focus on personal growth, setting goals and seeking constructive feedback, rather than merely reacting to life’s challenges.

In the workplace:

• Team dynamics: Encouraging a thermostat culture can lead to higher morale, better communication and increased productivity. Team members are more likely to contribute positively when they feel empowered to influence the environment.
• Conflict resolution: A thermostat approach in conflict resolution involves seeking solutions and fostering understanding, rather than just addressing the symptoms of the conflict.

Benefits

• Increased resilience: Thermostats are often more resilient, as they focus on what they can control and influence, leading to a greater sense of empowerment.
• Improved relationships: Being proactive in relationships fosters deeper connections and mutual respect, as individuals take responsibility for their interactions.
• Enhanced productivity: In a work environment, a proactive atmosphere can lead to innovation and a collective effort toward achieving goals, rather than stagnation caused by negativity.

Cultivate a positive environment

• Thermometers mirror the negative attitudes of peers or surroundings.
• Thermostats focus on positivity by sharing uplifting messages, celebrating small wins or creating a gratitude practice within their team or family. They encourage others to share their successes and support one another.

Embrace challenges as opportunities

• Thermometers view challenges as setbacks.
• Thermostats shift their perspectives to see challenges as opportunities for growth. When faced with a problem, they ask themselves, “What can I learn from this?” or “How can I approach this differently?”

Lead by example

• Thermometers follow the group’s mood or decisions.
• Thermostats take initiative. If they notice a negative trend in their group, they address it constructively. For example, if team morale is low, they suggest a team-building activity or a brainstorming session to generate new ideas.

Focus on solutions, not problems

• Thermometers point out issues without offering solutions.
• Thermostats always come prepared with at least one potential solution when discussing problems. This shifts the focus from complaining to problem-solving, inspiring others to adopt a similar approach.

Celebrate progress and resilience

• Thermometers may overlook small wins or improvements.
• Thermostats regularly acknowledge and celebrate both personal and team achievements, no matter how small. This reinforces a positive atmosphere and encourages continued effort and resilience.

Although a thermometer is important, it lacks the control, power and influence of a thermostat. Great cops are thermostats, not thermometers.

Las Vegas Metropolitan Police Department Officer Chad Lyman is a director of the LVPPA.