Being number one is often a good thing. It is prestigious, envied or “the best.” Being number one is about being ready—about preparing to go to battle. It is willing yourself to do better and better – to exceed your personal best. But what happens when you are number one for the wrong reason? What happens when forces beyond your control cause you to be number one for negative aspects and as a result, causes more shame and anguish than positivity?
My last article spoke directly about implicit bias and its impact, not only on public safety, but on communities and organizations as well. Since that article was written, I have worked with countless agencies on identifying another issue that seems to be plaguing their organizations. It deals with how to effectively interact with people who disagree with the new rules, policies and procedures put in place by COVID-19 and the need to keep people safe from its deadly consequences. Outside of public safety’s role of having to enforce, divert and control angry individuals, many businesses have found their non-law enforcement and security employees being confronted by upset, insolent and frustrated patrons who refuse to adhere to even the most basic mandates and instead seek to find aggressive means to address their frustration.