The Debrief

Earlier this year, we wrapped up our 12-month leadership series in partnership with Echelon Front. I hope every Unit 612 member had the opportunity to read Extreme Ownership. If not, it should be at the top of your reading (or listening) list this year. The leadership principles covered in our webinars are simple, practical and applicable both on the job and at home with our families.

We understand that attending the live webinars was challenging. Operational demands and mandatory overtime — required of so many of our brothers and sisters — made participation difficult. However, many of you were able to access the recordings on the PPOA website. If you have not yet seen them, I strongly encourage you to prioritize this training and take advantage of the archived sessions.

So, what did we learn?

Effective leadership is not a fixed skill — it is a journey shaped by evolving challenges. At different stages of our careers, we face different struggles: handling failure, managing performance, guiding teams through adversity or maintaining direction when circumstances deteriorate. Lessons that may not resonate today can become critical months later when conditions change. The key is to revisit core principles consistently, remain open-minded and recognize that growth often occurs when prior lessons suddenly become relevant.

At the center of lasting impact is the concept of cultural shift through “extreme ownership.” While some research suggests that organizational change requires 8%–12% of a group to alter direction, the deeper truth is simpler: meaningful change begins with one person. Cultural transformation does not wait for consensus. It starts when an individual chooses to execute, to embody the standard and to positively influence their immediate sphere.

Leadership is not defined by rank, title or tenure. Even those at the lowest level of an organizational chart possess influence — among peers, within teams and throughout daily interactions. When exercised deliberately, that influence sets tone and direction.

This understanding reframes leadership as responsibility rather than authority. In rank-structured professions such as law enforcement, the fire service, EMS and the military, leadership is often associated with insignia. The reality, however, is that everyone leads. Each person has a sphere of influence, and within that sphere lies the opportunity to model and reinforce core principles.

At the heart of this philosophy are the “laws” that guide execution.

Cover and Move emphasizes collective success over individual gain. When leaders consistently prioritize mission and team, trust deepens, relationships strengthen and discretionary effort increases. Culture shifts when personnel genuinely care for one another rather than viewing colleagues as interchangeable parts.

Simple underscores the power of clarity. Leaders must strive to keep communication and planning clear, concise and easily understood. Complexity creates confusion, and confusion degrades execution.

Prioritize and Execute challenges the myth of effective multitasking. Leaders often believe they can manage multiple competing demands simultaneously; however, divided attention weakens decision-making. Instead, leaders must identify the highest priority and address it first. This requires detachment — not from responsibility, but from emotion. By stepping back and assessing situations objectively, leaders can determine what truly matters and act decisively.

Decentralized Command represents the ultimate objective: a culture in which leadership is empowered at every level. This cannot be achieved without mastering the preceding principles. Strong relationships, clear communication and disciplined prioritization create the foundation for trust. Once trust is established, authority can be shared appropriately. In a decentralized culture, everyone leads regardless of rank or seniority. However, empowerment requires context. Leaders must consistently explain the “why” behind decisions, because understanding purpose drives ownership. When personnel understand why they are doing something, they are far more capable of executing independently and effectively.

Ultimately, sustainable cultural change does not begin with sweeping reform. It begins with personal accountability. It starts with one individual choosing mission-first thinking, clear communication, emotional discipline and the empowerment of others through trust and transparency. Leadership starts with each of us.

I would like to thank the members of the PPOA Training Committee who brought this vision to fruition, including PPOA President Steve Johnson; former PPOA Board members Kevin Ahsmuhs (LASD ret.) and Walter Arcos; LASD Sergeants John Strosnider and Oscar Rodriguez; and LADA Sergeant Jason Hosch. I also want to acknowledge our PPOA Board, professional staff and sworn personnel who assisted with the initial book distribution to our members. We are stronger leaders because our PPOA Board chose to invest in our membership and in the development of leadership at every level.