BOSTON — In his session at the IACP 2024 police leadership conference, “Fear and How It Influences an Officer’s Response,” retired police chief and owner of JP Law Enforcement & Safety Training, James Pierson delved into the complex relationship between fear and performance in high-stakes environments. Throughout his presentation, Pierson challenged the traditional view of fear as a sign of weakness and reframed it as a necessary and beneficial part of human behavior — especially for those tasked with protecting the public.
Fear as a built-in safety mechanism
Pierson described fear as “safety software installed from the factory,” meaning it’s a natural tool humans use to avoid danger. Fear operates 24/7, even during sleep, when someone might wake up due to an unexpected silence after their fan stops. Fear alerts individuals to anomalies, from checking the date on a milk carton to looking both ways at a one-way street. The point Pierson emphasized is that fear isn’t inherently bad — it’s designed to keep people safe and warn them of potential risks. The challenge, he noted, is learning to manage and harness it effectively.
Cultural fear and the stigma of weakness
Pierson highlighted how fear is often stigmatized, especially in professions like law enforcement, firefighting and emergency medical services. Admitting to fear can be seen as a sign of weakness or cowardice, and this cultural expectation can cause officers to avoid asking for help or suppress their emotions. He shared that this pressure contributes to the reluctance to address fear openly within these professions, which can lead to detrimental effects on both performance and mental health. “We don’t want to appear weak,” he explained, “but it’s important to recognize that fear is part of the job.”
The fear of the unknown
Pierson stressed that much of emergency services work deals with the unknown. He provided vivid examples from law enforcement, explaining how rarely an emergency call goes exactly as expected. The unpredictability of these situations heightens stress and fear, yet responders are expected to make split-second decisions. Pierson suggested that embracing the unknown as part of the job is crucial, but responders must also be equipped to manage the adrenaline and physiological changes that come with fear in high-pressure situations.
Fear of consequences and judgment
Pierson illustrated this concept with a striking example: “This officer survived an active shooter situation and his biggest fear was, ‘I don’t know if my body cam was on.’” This story reveals a deeper layer of fear officers experience — the fear of consequences, judgment from supervisors and potential public scrutiny. Pierson remarked that this fear of the aftermath looms larger than the immediate physical danger for many officers. “We’re more worried about what comes after,” he said. This fear of what comes after an incident influences real-time decision-making, sometimes leading to hesitation or reluctance to act.
Coping strategies for managing fear
Pierson offered several coping strategies for managing fear in law enforcement:
- Acknowledge fear: Pierson stresses that the first step to managing fear is acknowledging it. Suppressing or denying fear can lead to dangerous situations, while admitting it allows officers to address it head-on. He notes that acknowledging fear doesn’t equate to weakness; rather, it’s a vital step in maintaining control under stress.
- Training and repetition: Repeated training is critical to reducing fear’s impact on performance. Pierson draws parallels between driving a car and responding to an emergency — through repetition, complex tasks become automatic, and the fear associated with them diminishes. He advocates for realistic, scenario-based training that incorporates emotional elements, allowing officers to practice managing their fear in situations that closely mimic real-life encounters.
- Managing physiological responses: Pierson explains that fear triggers adrenaline spikes and other physiological changes that can impair performance. To counter this, officers must be trained to regulate their breathing, lower their metabolic rates and manage their emotions during high-stress events. This helps them regain control and think clearly, preventing fear from overriding their decision-making.
- Embrace fear as motivation: Rather than viewing fear as an enemy, Pierson encourages officers to use it as motivation. Fear can drive individuals to prepare better, perform better and stay alert. For example, officers should fear not catching criminals or failing to protect the public, using that fear to fuel their efforts to excel in their duties.
Managing fear in training
Pierson advocates for more realistic training that addresses the emotional and psychological effects of fear. He argues that standard physical training isn’t enough — officers must learn to manage fear in emotionally charged scenarios. By practicing under simulated stress, officers can develop the ability to control their fear in real-life situations, reducing the likelihood of emotional responses leading to excessive force or mistakes.
Fear in courtroom testimony
Pierson also discussed how fear plays a role in courtroom testimony. Officers often downplay their fear on the stand, thinking it makes them seem stronger. “I’ve seen officers sit there and say, ‘It wasn’t a big deal. I handle this stuff all the time,’” Pierson recounted. But this can backfire with a jury, who may interpret the officer’s detachment as a sign of emotional instability. “They’re wondering, ‘Is this guy even human?’” Pierson said. By acknowledging that fear was part of the decision-making process, officers can appear more relatable and credible.
Conclusion
Pierson’s session provided a nuanced view of fear as a natural, necessary part of life that must be managed rather than suppressed. His insights emphasize the need for law enforcement professionals to embrace fear, understand its role in their work and integrate it into their training. By doing so, officers can perform more effectively, reduce the likelihood of mistakes and maintain their mental wellbeing. Fear, Pierson argues, is not the enemy — it’s a tool that, when properly managed, can keep officers safe and help them succeed in their roles. “Fear is not a bad thing,” Pierson concluded. “It’s safety software installed from the factory, and it’s the biggest fuel source you have.”
