Creating a Culture of Courage
Courage is a core value in policing and a key part of effective decision-making. Officers face difficult choices every day, from responding to high-pressure situations to speaking up when something is not right. Taking risks is part of the job, but the right risks must be guided by integrity, sound judgment, and a commitment to the department and the community.
Merriam-Webster defines courage as the mental or moral strength to venture, persevere, and withstand danger, fear, or difficulty. A culture of courage is one where officers and leaders feel empowered to take principled risks, address challenges, and act with integrity even in uncertain situations. It is built on open communication, accountability, and a commitment to continuous improvement.
A culture of courage is not about eliminating fear. It is about taking action with confidence and integrity, even when fear is present. Effective leaders create an environment where officers feel supported in making bold decisions. They encourage initiative, problem-solving, and professional growth. In a department that values courage, officers do not hesitate in the face of uncertainty. They challenge themselves to improve, take responsibility for their actions, and step forward when leadership is needed.
But a culture of courage does not happen by chance. It requires trust, leadership, and a commitment to making risk-taking a necessary and expected part of progress.
Self-Assessment:
Creating a Culture of Courage
Please take a few moments to contemplate the following self-reflection questions. Where can you identify opportunities for personal growth in your leadership approach?
How do I personally define courage in leadership?
Do I demonstrate courage in my leadership?
Do I model vulnerability by admitting mistakes and seeking feedback? If not, what holds me back?
Am I open to difficult conversations, or do I tend to avoid conflict?
How do I handle fear—both my own and my department’s—when faced with uncertainty or risk?
Do my team members feel safe speaking up with ideas, concerns, or disagreements?
Have I created an environment where failure is seen as a learning opportunity rather than a liability?
Am I willing to have difficult but necessary conversations with employees, peers, and superiors?
Use this self-assessment to evaluate your commitment to creating a culture of courage. Reflect on your responses, identify areas for growth, and seek feedback from your ECFL coach or a trusted mentor to strengthen your leadership on and off duty.
Everyone understands fear. Officers experience it in many ways, whether responding to an unpredictable call, making a split-second decision, or facing uncertainty in a high-pressure situation. Research by Dr. Paul Brown highlights that our brains are wired to recognize and remember fear. This means that past experiences, even those we are not fully aware of, influence how we react to challenges and risks in the future.
For officers, fear must never be the deciding factor. In a department built on courage, leaders recognize that risk is a necessary part of growth and progress. Officers must be able to act decisively, but they also need to feel supported in making ethical decisions, even when the right choice is unpopular or difficult. A department where officers hesitate out of fear of failure or criticism is one that limits its own potential.
Research by Morrison and Milliken confirms that when employees work in a culture of fear, they hesitate to speak up. Concerns are kept quiet, and innovation is stifled. In law enforcement, when officers do not feel confident voicing concerns or taking initiative, both the department and the community suffer.
A culture of courage thrives on accountability. Officers must trust that they can act with integrity and make decisions without fear of unfair consequences. This means:
Listening to concerns and feedback without judgment
Rewarding transparency rather than punishing mistakes.
Ensuring that difficult conversations lead to solutions, not consequences.
“Courage is not the absence of fear, but the triumph over it. The brave man is not he who does not feel afraid, but he who conquers that fear.”
Psychological safety is essential to a courageous culture. When officers trust that their voices are heard and respected, they are more likely to report concerns, suggest improvements, and make confident decisions in the field.
Supervisors and command staff set the tone by admitting mistakes, exercising sound judgment, and prioritizing long-term growth. Open debriefs, structured feedback, and ethical decision-making training create an environment where officers feel empowered rather than hesitant.
Departments must provide the right tools, training, and leadership support to help officers navigate high-pressure situations. Scenario-based training, peer mentorship, and leadership development reinforce the balance between taking initiative and assessing risk wisely.
A culture of courage transforms a department by replacing hesitation with trust, sound decision-making, and operational excellence. When officers know their contributions matter, they step forward with confidence, strengthening both their department and the community they serve.
Courage is a habit, and like all habits, it can be learned. Officers are often placed in situations that test their confidence, judgment, and decision-making. The ability to face these challenges without hesitation is not something people are simply born with—it is developed over time through experience and exposure.
The "mere exposure" effect means that the more often someone is exposed to a situation that makes them uncomfortable, the less intimidating it becomes. As Nicole Geller, CEO of GCS, shared:
"Just because I see something in a person doesn’t mean they see it in themselves. Sometimes as a leader we have to push people a little to get them out of their comfort zone because we know that they have what it takes to do more but they just don’t know it themselves. Most of the time they are far more successful than they think they will be. But whether they are or they aren’t, it’s important to help them to see and celebrate what they’ve accomplished."
Encouraging people to exit their comfort zone grows their confidence to step further outside it more often. So too will rewarding courageous behavior, particularly when it doesn’t reap the desired outcome. Doing so makes a strong implicit declaration that you see smart risks as vital to long-term success, even when they don’t pay off in the short-run.
Imagine what could be achieved if every officer felt empowered to speak candidly, suggest new approaches, and stand up for what is right. A department that values courage not only strengthens its officers but also builds trust within the community it serves.
“I am learning every day to allow the space between where I am and where I want to be to inspire me and not terrify me.”
Building a culture of courage starts with individual leadership. Officers and supervisors must set an example by making bold, ethical decisions, encouraging open conversations, and ensuring that every member of the department feels supported.
Create an Inspiring Vision for Yourself: Take time to define what courage means in your role. Whether responding to high-pressure situations, leading your team, or making tough decisions, your actions shape the culture around you. Confidence is contagious, and when you lead with courage, others follow.
Practice What You Preach – Self-Leadership: Holding others accountable starts with holding yourself accountable. Be willing to take responsibility, acknowledge challenges, and lead with transparency. When officers see their leaders modeling courage and ethical decision-making, they are more likely to do the same.
Practice Humility: Effective leaders know they do not have all the answers. Asking for input, listening to different perspectives, and being open about uncertainties strengthens trust and teamwork. Officers respect leaders who are willing to admit when they need support or guidance.
Encourage Smart Risk-Taking: Support officers who take initiative, even when the outcome is uncertain. Recognize that innovation comes from those willing to step forward and challenge the norm.
Listen Well: Good leadership is not about having the loudest voice but about truly hearing others. Taking time to listen—whether to fellow officers, community members, or command staff—builds trust and strengthens decision-making. A leader who listens creates a department where concerns are addressed, ideas are valued, and officers feel supported.
A department that values courage does not expect perfection. It expects integrity, accountability, and a commitment to doing what is right, even when it is difficult. Officers who take smart risks, engage in open dialogue, and support their team strengthen both their department and their community.
Most leaders recognize the importance of listening, but far fewer truly practice it. Some are too busy or too focused on their own perspective. Leaders who take the time to listen—especially to those with less positional power—build trust, earn respect, and gain stronger support for meaningful change.
Taking just a few minutes to ask thoughtful questions and understand different perspectives can have a lasting impact.
In the next session, we will explore Strategic Courage, focusing on how officers can take calculated risks that drive meaningful progress while maintaining integrity and accountability.
Enhance your understanding of Courage by reviewing the following resources. Take this opportunity to enhance your leadership effectiveness and expand your influence within the department and community.