In 2010, the Rand Corporation conducted an analysis of the Cincinnati Police Department and found “no evidence of racial differences between the stops of black and those of similarly situated nonblack drivers.” The report also found that some individual officers "stop substantially more black drivers than their peers do." But that's still a big improvement over 2001, when one analysis found that black drivers were twice as likely as white ones to be cited for certain traffic violations. These new policies have not fixed all of the racial injustices in Cincinnati, but they have improved them. The ACLU of Ohio, which was one of the signatories of the agreement, hails it as “one of the most innovative plans ever devised to improve police-community relations.” Most importantly, it instructed officers to build relationships with the community by soliciting feedback with residents and using all available information to find solutions to problems before necessarily resorting to a law enforcement response. The agreement also created the Citizens Complaint Authority to investigate incidents when officers used serious force. Officers are now trained in low-light situations, like confronting a suspect at night in an alley, as was the case in Thomas’s death. After the riots, the ACLU, Cincinnati Black United Front, the city of Cincinnati and police union settled the suit with the Cincinnati Collaborative Agreement, which made numerous changes to police protocol. Just a few weeks before the riots, the American Civil Liberties Union (ACLU) of Ohio and a few other organizations had sued the city of Cincinnati, alleging 30 years of racial profiling. The curfew largely worked, and the unrest subsided. On April 13, six days after Roach fired his fateful shots, Cincinnati Mayor Charlie Luken declared a state of emergency, called in the state highway patrol and announced a curfew for 8 p.m. We provide the guidance necessary to increase a leader’s ability and confidence to not only lead but also create a healthy climate for those who follow them.The rioters in Cincinnati looted businesses, burned buildings, and even pulled white motorists from their cars and beat them. Our multi-layered discovery process using skilled experts, challenges leaders to courageously unpack their assumptions no matter the situation or audience. We believe Worthy Leadership ™ requires strong leaders who are not afraid of healthy conflict and debate because the best decision and choice of action are led by facts, which can be guided overall by strong confident leaders who use a moral compass of empathy, compassion and selflessness.Īt Lodestone we meet leaders where they are and help them maximize their potential as moral, confident leaders who make the right decisions and choices, no matter the challenge. This act of inclusiveness builds the sustainable leadership we believe all leaders need to become effective and worthy of the title, LEADER. These many differences today require confident, empathetic leaders who are intent on ensuring all parties represented have a chance to be heard when BIG decisions need to be made. We know that change is among us due to many differences in our climate demographically, culturally, politically and social economically. For many leaders, this climate exploration will occur within their place of employment, government institution, community center, household, neighborhood and/ or faith-based organization. At Lodestone, we ensure our Worthy Leadership ™ participants explore and then define the world climate of differences within their span of control. We believe a leader’s ability to empathize is enhanced when they have taken the time to explore the differences around them. However, the success of each leader depends on his or her willingness to use their leadership skills proficiently while maintaining a heightened level of sensitivity, empathy and compassion for all those they serve in an ever-changing world climate of differences. We believe LEADERSHIP is a skill that can always be enhanced. We believe every leader needs to make an honest assessment of who they are and how those they lead perceive them as effective and worthy of the title, LEADER. Greetings from Lodestone’s CEO, Captain Ron Johnson, RetiredĪt Lodestone, our Mission is to inspire leaders to use a moral compass of empathy, compassion and selflessness to discover personal and sustainable strength in leading others confidently, whether no one is watching or the whole world is watching.
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