Leading Up: The Art of Candid Conversations with Leadership

by Dr. Stephen A. Morreale, Professor of Criminal Justice – Worcester State University | Host – The CopDoc Podcast | Director – LIFTE Command College Program at Liberty University Helms School of Government

In law enforcement, as in any organization, effective leadership flows in all directions. While we often focus on leading our teams, the ability to "lead up" – to have candid, constructive conversations with those above us in the chain of command – is equally vital for organizational excellence and forward momentum. Sometimes it is about a new idea, project or approach, sometimes it's talking about the "elephant in the room."

The Power of Candor

Candor is an essential element of leadership at all levels. Finding the right opportunity to speak honestly with senior leaders can be challenging and sometimes uncomfortable. However, when done with integrity – to help protect the organization, identify potential blind spots, or support your team in fulfilling their mission – these conversations become invaluable to organizational health.

When approaching senior leadership with feedback, maintain realistic expectations. Leaders may not react positively or immediately to your input. Often, they need time to process and consider your perspective. Approaching these conversations with a growth mindset positions you to effectively advocate for your team, advance organizational goals, and promote forward thinking.

Three Key Elements for Successfully Challenging the Status Quo

At a recent LIFTE Command College graduation at Liberty University, I emphasized to graduates, agency leaders, and family members that emerging leaders should be encouraged to challenge the status quo. Look for new ideas, approaches to the work. This challenge should always be presented:

• With respect and proper intentions – Focus on helping leadership move forward and improving agency operations, not personal gain
• With solid preparation – Conduct thorough research on where similar approaches have been implemented successfully before suggesting changes
• With strategic timing – Choose moments when leadership is receptive and able to give full consideration to your ideas

Innovation thrives when leaders create environments where team members feel empowered to offer new perspectives. This strengthens agencies and better positions them to adapt to evolving challenges.

The Strategic Approach to Upward Conversations

Timing is crucial when approaching senior leadership. Select a neutral setting where both parties can speak freely without interruptions. Schedule the conversation rather than catching the leader unprepared. Be mindful of the leader's current priorities and stressors, and avoid times of high tension or crisis unless necessary.

Preparation demonstrates professionalism and increases your credibility. Develop a concise "fact sheet" with documented examples, relevant data, and metrics. Provide concrete information the leader can review during their consideration phase. Anticipate potential objections and prepare thoughtful, evidence-based responses. Leave a brief document with bulleted key points for later reflection and arrange for a specific follow-up discussion.

Four Principles for Effective Delivery

The way you present your ideas significantly impacts how they're received:

• Build from common ground – Begin with areas of agreement and use inclusive "we" language
• Focus on solutions, not just problems – Offer practical, realistic alternatives that consider resource limitations
• Maintain unwavering professionalism – Keep emotions in check, even when faced with resistance
• Frame around shared values – Connect your suggestions directly to established organizational goals

Working Through the "Iceberg" of Resistance

Sometimes you need to gradually "thaw the iceberg" – the established mindset that initially resists new perspectives. Recognize that resistance often stems from experience, not obstinance. What seems obvious to you may represent a significant shift for someone with longstanding assumptions.

Meaningful organizational change rarely happens immediately. Be prepared to revisit important issues respectfully and strategically. Build a consistent, professional approach that enhances your credibility over time. Look for incremental opportunities to move toward larger goals, and recognize when timing is right to reintroduce previously resisted ideas.

Building Your Influence Capital

Selective advocacy increases your impact. Only elevate significant issues worthy of leadership attention. Become known for bringing valuable insights paired with practical solutions. Balance constructive feedback with recognition of positive elements, and demonstrate commitment to organizational values in your own work.

How you handle success matters just as much as how you present challenges. Distribute credit widely when your suggestions lead to improvements. Recognize that many ideas originate from frontline staff seeking to contribute. Emphasize collective achievement rather than personal recognition, and create opportunities for others to participate in improvement initiatives.

The Long View

In law enforcement, where traditions run deep and change often comes gradually, leading up requires strategic patience. The suggestions you offer today may demonstrate their full value months or even years later. By approaching these conversations with genuine concern for your people and organization, you contribute to a culture of continuous improvement and forward thinking, which ultimately better serves your community.

Remember that leading up isn't about challenging authority – it's about fulfilling your responsibility to contribute to organizational excellence at every level. The most effective law enforcement organizations foster environments where honest, constructive communication flows freely in all directions.

This article is part of our "Aiming for Excellence in Law Enforcement" series, dedicated to strengthening leadership thinking and capacity across all ranks. Let me know what you have found works. What have I missed? I welcome your feedback to help others consider an approach to improving the organization.

About the Author: Dr. Steve Morreale is a pracademic, a retired practitioner turned educator and scholar. He serves as a professor of Criminal Justice at Worcester State University and Director of the LIFTE Command College Program at Liberty University. His recent book "Choosing to Lead" is available on Amazon.

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