Self-Aware Leadership
Leadership isn’t just about making sound decisions or managing others. It’s also about committing to your own growth. The best leaders know that no matter how much experience they have, there’s always more to learn—more ways to improve, and more opportunities to strengthen trust with their team and the community. That mindset is what coachability is all about.
In this profession, where high standards and quick decisions matter, coachability is what keeps good officers becoming great ones.It all starts with self-awareness. Officers who lack self-awareness may get defensive, miss chances to improve, or continue repeating avoidable mistakes. On the other hand, self-aware officers understand that feedback is a tool, not a threat—and they use it to lead better and serve stronger.
When self-awareness and coachability come together, leaders in law enforcement can:
Spot areas for improvement without taking it personally
Respond to input with professionalism instead of emotion
Identify blind spots and fix them before they become issues
In a department where accountability, trust, and performance matter every day, coachability isn’t optional—it’s essential.
Self-Assessment:
Self-Aware Leadership
Please take a few moments to answer the following self-reflection questions. Where can you identify opportunities for personal growth in your leadership and coachability?
Do I take time to reflect on my emotions and actions, or do I move from task to task without considering how I respond to situations?
Can I accurately identify my strengths and areas where I need to grow as a leader?
When I receive constructive feedback, do I notice any emotional reactions like defensiveness, frustration, or shutting down?
Do I recognize patterns in my leadership style that may impact my ability to receive or apply feedback?
How often do I consider how my tone, body language, and communication style influence whether people feel comfortable giving me feedback?
Am I aware of my emotional triggers—the situations or types of feedback that cause strong reactions in me?
Have I ever been surprised by feedback about my leadership or communication? If so, what does that tell me about my blind spots?
How often do I intentionally ask myself, “Am I showing up as a leader who is open to learning and growth?”
Remember, this self-assessment is just a starting point for developing self-awareness as a leader. It's essential to reflect on your responses and actively work on areas where improvement is needed.
Being coachable starts with understanding yourself. Officers who lack self-awareness often struggle to see how their words, tone, and behaviors impact their partners, supervisors, or the community. Without it, it's easy to overlook blind spots, repeat the same missteps, or miss opportunities to build trust.
Self-Awareness Prepares Officers for Growth
In a profession built on quick decisions and high-pressure situations, emotional control and personal reflection are critical. But even the best officers can get in their own way if they aren’t tuned in to how they show up.
When a colleague or supervisor gives you feedback, do you:
Immediately defend yourself instead of listening?
Feel irritated or shut down the conversation?
Assume they don’t understand the situation like you did?
(These reactions are normal—but they can also keep you stuck.)
Self-aware leaders pause and ask themselves:
“Is there something I can learn here?”
“Could there be truth I’m not ready to see?”
“How can this help me lead more effectively?”
(By replacing defensiveness with curiosity, you create space for growth.)
Self-Awareness Builds Stronger Teams
Think about a time you worked with someone who didn’t realize how they came across—maybe they talked over others in briefings, brushed off input from patrol, or gave orders in a way that felt dismissive. It likely caused friction or made others less willing to speak up.
Officers with strong self-awareness:
Understand how their tone and body language influence others
Own their part in communication breakdowns
Adjust how they communicate depending on the situation and who they're speaking to
Self-awareness helps create a climate where officers feel heard, respected, and motivated to do their best work.
Self-Awareness Encourages Adaptability
No two calls, scenes, or teams are the same. Leaders who are coachable don’t just push through with a “my way or the highway” mindset—they adjust as needed and learn from every experience.
Self-aware officers can:
Recognize when their approach isn’t working—and shift it
Take responsibility instead of assigning blame
Turn mistakes into lessons, not patterns
For example:
You're supervising a scene and one of your officers says, “I don’t feel like you’re open to hearing ideas.” You could get defensive. Or you could reflect, consider their perspective, and make a shift—like asking for team input during the next debrief. That small change can strengthen trust and improve decision-making.
“The more reflective you are, the more effective you are.”
Real-World Scenario: The Sergeant Who Thought He Was Approachable
Sgt. Daniels believes he’s approachable. He keeps his briefings short and straight to the point—no wasted time. He figures if anyone has a concern, they’ll speak up. But after a department feedback survey, he's surprised by the results:
“He always seems too busy.”
“I feel like I’m bothering him when I bring something up.”
At first, he’s annoyed. That’s not true—I tell them they can come to me anytime. But later, watching a police drama, he sees a commander barking out orders while barely looking at the officers. The scene hits a little too close to home.
The Self-Awareness Moment:
The next week, Sgt. Daniels starts paying attention. He notices he rarely makes eye contact in conversations. His crossed arms, clipped responses, and distracted demeanor send a message—I don’t have time for you.
So he makes some changes. He opens his posture, slows down, and starts asking follow-up questions. Within weeks, his squad begins to engage more, share ideas, and check in regularly.
The Lesson:
Leaders in law enforcement don’t just lead with their voice—they lead with presence. Being self-aware about your tone, body language, and listening style can build trust, improve communication, and create a stronger team.
Building Self-Awareness: A Core Leadership Skill in Policing
Self-awareness doesn’t develop overnight. It takes consistent effort, reflection, and the willingness to recognize patterns in your behavior—especially the ones that might be holding you back. Many officers believe they’re self-aware, but without intentional effort, it’s easy to miss how your habits or tone might be affecting the team, the community, or your leadership growth.
The following practices can help law enforcement professionals become more self-aware—and ultimately more coachable and effective as leaders:
1. Make Reflection a Daily Routine
Strong leaders take time to review their day, even briefly. In law enforcement, every shift brings tough calls, high-stress moments, and interactions that deserve a second look.
Ask yourself:
“How did I handle pressure today? Did I stay calm, or did I react emotionally?”
“Did my team feel comfortable speaking up, or did they hold back?”
“If there was tension or miscommunication, what part did I play?”
Over time, this kind of reflection helps you identify patterns—what’s working, and what needs to change.
2. Know Your Triggers
Everyone has emotional triggers—whether it’s a last-minute change in plans, getting questioned in front of others, or dealing with repetitive mistakes. Recognizing yours helps you respond, not react.
Next time you feel frustrated or defensive:
Pause and ask: “Why is this bothering me so much?”
Take a deep breath before responding. A short pause can help you lead with intention instead of emotion.
In high-stakes environments like policing, managing emotional responses helps you stay in control and make better calls under pressure.
3. Seek Input from People You Trust
Even the most experienced officers have blind spots. The only way to see them is by asking others you trust.
Try asking a respected peer, supervisor, or mentor:
“How do you experience my leadership?”
“Is there something I might be missing about how I come across?”
“What’s one thing I could do better when working with the team?”
When you get feedback, don’t rush to explain or defend yourself. Listen. Reflect. Look for themes. This isn’t about proving yourself—it’s about improving yourself.
4. Pay Attention to How You Communicate
What you say matters. But in police work, how you say it—your tone, your body language, your posture—can carry even more weight.
Consider:
Do you cross your arms or avoid eye contact when listening?
Does your tone get sharp when you're under stress?
Before tough conversations, do you think about how you want to come across?
Small shifts—like keeping your arms open, making eye contact, or softening your tone—can make your team feel more at ease and more willing to speak up.
5. Set One Personal Growth Goal
You don’t have to fix everything at once. Focus on one behavior and work on it with intention.
Examples:
If you tend to talk over others, set a goal to ask two questions before offering your opinion in briefings or roll calls.
If you get defensive when corrected, practice taking a breath and saying, “Let me think about that” before responding.
If you’ve heard that you seem unapproachable, work on showing interest—through eye contact, nodding, or checking in more often.
Tracking small changes builds confidence—and momentum.
Bottom Line: Growth Takes Work
Self-awareness isn’t a checkbox—it’s a habit. The more you reflect, listen, and adjust, the stronger you’ll become as a leader and a teammate. You’ll not only perform better—you’ll also build deeper trust with your squad, your supervisors, and the community you serve.
How do your emotional reactions impact how you receive feedback—from peers, supervisors, or the public?
Who can you trust to give you honest insight about your leadership style?
How could increasing self-awareness help you stay open to coaching or growth?
In what types of situations do you find it hardest to be self-aware, and why?
Enhance your understanding of Coachability by reviewing the following resources. Take this opportunity to enhance your leadership effectiveness and expand your influence within the department and community.
What Self-Awareness Really Is (and How to Cultivate It)
Daniel Goleman Introduces Emotional Intelligence (5:31 video)
Self-Awareness And Coachability: The Two Most Important Leadership Traits
Why Coaching Should Begin with Self-Awareness and Emotional Intelligence