safety verbal aikido, is defined as using

Safety Verbal Aikido, is defined as using one's words to prevent,

de-escalate, or end an attempted upon your wellbeing.

People will ALWAYS try to attack you

Physically, Mental or Verbally

Learn this simple technique to solve their problems in life let your words become Habit of Mind not “mushin”

© P bar Y Safety Consultants

Dr. George Thompson, the English professor-

turned-street-cop who ultimately taught one

million professionals the art of verbally redirecting

negative behavior, passed away June 7 at his

home in Auburn, New York. He was 69.

Dr. Thompson, known as “Doc” to the legions of

professionals trained in his methodology of Verbal

Judo, developed his tactics by witnessing

seasoned law enforcement professionals — whom

he affectionately called “salty old dogs” — talk

down violence and generate voluntary

cooperation in real-time crisis situations.

Through his Verbal Judo Institute and, recently,

under its new brand of Verbal Defense &

Influence, Dr. Thompson led a legion of global

trainers who taught these tactics to law

enforcement within police forces large and small.

In Memorial


What is Verbal Judo?Verbal:

Of, relating to, or associated with words:

a detailed verbal description.

Judo:

A sport and method of physical training

similar to wrestling, developed in Japan

in the late 19th century and using

principles of balance and leverage

adapted from jujitsu.


REGARDLESS IF YOU ARE

Regardless if you are the police person on the beat or sales clerk in a store these principle of Verbal AIKIDO

This kind of "conflict management" involves using posture and body language, tone of voice, and choice of words as a means for calming a potentially volatile situation before it can manifest into physical violence. This often involves techniques such as taking a time-out, deflecting the conversation to less argumentative topics, and/or redirecting the conversation to other individuals in the group who are less passionately involved.


Simple Secret

• It’s okay if someone insults, resists, or attacks

you. Try to laugh it off.

• Show that is has no meaning, no sting.

• If you fight back and resist the affront, you

give it life and credibility.

• If you defend yourself, you invite

counterattack.


An Example

• Look what happened when Richard Nixon declared, “I am not a crook.”

• If, instead of lying or defending himself, he had early on admitted the truth without anger or sarcasm.

• He might actually have survived politically.

• Imagine if he had said, “We got caught in a stupid move and we’re going to make it right.”


Verbal Karate

• Verbal Karate is lashing out—using harmful and destructive words.

• Verbal Karate is the use of unprofessional language, because you are using words to express your personal feelings.

• You are not connecting with your audience and you are off target

• Verbal Karate is easy—but it doesn’t work in oral communication!


Verbal Karate

• Verbal Karate burns bridges and alienates people.

• It may make you feel good about yourself temporarily, i.e. telling someone off.

• You strut away thinking, “I told them!”

• And then, you usually have to come back and apologize.

• Be careful – people never forget verbal abuse. It sinks deeper and lasts forever!


What Not To Say

• “You wouldn’t understand” – There’s no harm in

warning people what you’re about to say is

complicated – even put the onus on yourself and say,

“I hope I can explain this…”

• Just don’t prejudge their ability to comprehend.

• If pressed into revealing something you don’t want

to, don’t lie. Be empathetic in telling them, “I am not

willing to answer that.”


What Not To Say

• “Because those are the rules” – That one is sure to cause heartburn!

• If you are enforcing the rules for good reason, don’t hesitate to explain it to them.

• Your audience might not agree, but at least they will have been honored with an answer.


What Not To Say

• “It’s none of your business” – This phrase angers people because it brands them as outsiders and cuts them off.

• And, it looks like you don’t have a good reason for answering their question.

• Rather than telling them it’s none of their business, explain why the information cannot be revealed.

• If someone barks at you, don’t be a jerk…just explain yourself firmly and tell them why.


What Not To Say

• “What do you want me to do about it?”

If you say this you can count on two problems: the one you started with and the one you just created by appearing to duck your responsibility.

• Instead, offer to sort out the problem and offer a solution. Maybe an apology works.

• “I’m sorry. I really don’t know what else to tell you or what to recommend, and I wish I did.”

• A concerned tone will enhance your credibility and convey that you’re not secretly just trying to pass the buck.


What Not To Say

• “Calm down” – this is criticism of people’s behavior

and implies that they have no right to be upset.

• Rather than reassuring them that things will

improve—which should be your goal—you have

created a new problem.

• Not only are they already upset at you to begin with,

but now they need to defend their reaction to you.


What Not To Say

• “I’m not going to say this again” – that is

almost always a lie, because you probably are

going to say it again!

• If you need to emphasize the seriousness of

your words, say, “It’s important that you

understand this, so let me say it again. And

please listen carefully.”


What Not To Say

• “Why don’t you be reasonable?” – instead, allow people to be more reasonable by being reasonable with them.

• Use language of reassurance like “Let me see if I understand your position,’ and then paraphrase their own words.

• This lessens tension and enables them to feel your support.

• Now you can help them think more logically and less destructively because you are listening to them, not insulting them.


Be Empathetic

• Empathy is the quality of standing in another’s shoes and understanding where they are coming from.

• Empathy absorbs tension. It works!

• The ultimate empathetic question is, “Let me be sure I heard/understood what you said.”

• Now, no matter how upset they are, they will have to hush and listen because they want to make sure you heard what they wanted you to hear.


Empathy/Paraphrasing

• By paraphrasing the question back to them, you have taken control of the conversation because you are talking and they are listening.

• And, it you have not heard them correctly, it gives them an opportunity to correct you.

• You have made them a better listener because no one listens harder than to their own point!

• Paraphrasing is gentle. It tones down the volume and makes a diatribe a conversation.


Making a Positive Initial Contact

Verbal & Non-Verbal Cues (smiling, nodding, eye contact, upbeat, enthused and respectful

telephone voice, etc)

Greeting(standard, and welcoming including your name and an offer to assist)

Stature(straight posture, professional appearance)


Active Listening Techniques

Listen from the beginning and to the entire

dialogue (when entering office or initially answering the telephone)

Pick up non-verbal cues indicating stress, rising

temper, defensiveness while listening (folding of

arms, pacing, raising voice, etc)


Developing Professionalism

Use existing processes, systems to

eliminate perceived bias

(treat everyone the same)

Share information typed, e-mailed or

shared via a printed document (relies on

process and removes attention from you as

a person)

Develop guards for your verbal triggers

(understand your breaking point and guard

against it)


Knowing When Words Fail

Become aware of the stages of escalation of a

problem

– Misunderstanding (I don’t know what you mean

or How does the online process work?)

– Denial (Yes I did submit my application yesterday

– at 11:59 pm)

– Anger (This is ridiculous, I can’t believe this!)


Knowing When Words Fail

What to do when they stop listening to you

(misunderstanding, denial and anger over ride

reasonable solutions and further

conversation)

– Articulating your forced responses (“I’m really sorry

that you have missed the deadline, the position closed

on...which means…you have a couple of options…)


Addressing Difficult People

• Ask the person what exactly he/she is upset about,

in order to show that you are interested in

communicating rather than in arguing. The burden of

responsibility is now back on them.

• Agree with or acknowledge one of their reasonable

points verses generalizations (ex: it took days to get

my voice mailed returned verse you all Never return

telephone calls)


Addressing Difficult People

• Discuss without a defensive tone (resist the urge

to participate in an argument, being silent while

someone is ranting is a good way to not be pulled

into an argument


Dealing with Difficult People

• Remove the person from your environment (Please

take a seat in the front office or we’ll need to

reschedule your appoint)

• Confront the person about his/her behavior directly

(Ask “Are you raising your voice in order to intimidate

me?” or “Will speaking harshly to me resolve this

situation?”)


Dealing with Difficult People

• Release it (the Buddha example – “If someone

offers you a ‘gift’ and you decline it who is left

with it?)

• Change it - use behavioral conditioning (ignore

or confront negative behavior and reward

positive behavior)


5 Universal Truths

According to the master of the Verbal Judo , instead of focusing on how people are different, we should focus on how people are the same.

1. All people want to be treated with dignity and respect.

2. All people want to be asked rather than being told to do something.

3. All people want to be told why they are being asked to do something.

4. All people want to be to be given options rather than threats.

5. All people want a second chance.


Tactical Communication

LEAPS keeps you SAFER 8 to 5 Concept

Active Listening Concepts Moving

Beyond Words Concept

Making Initial Contacts Concept

Managing Verbal Resistance Concept


Know What You Can Do...(and do it!)

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Other Barriers-

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• All of these things create safety issues that the professional must assess immediately.

• Know your limits

• Know when to call police, or at least other office assistance

• Non escalatory interaction is easier to deal with than de-escalation

• We all know what the looks like…right?


WORD COMP• ANTICIPATE VS EXPECT

– (L. anticipare) means to see beforehand and move to prevent

– (L.expectare)means to wait for-suggesting greater rigidity of response

– Consider approaching three males on a corner-expecting the one on the right to give you the most trouble-2 min later, the one on the right is most troublesome-when you expect trouble you generate it!

– KNOW…your audience will reflect back to you what you put out-three times in intensity (we all are generally able to protect ourselves from the perceived threat-what about the one we didn’t see coming?


GOOD NEWS!

• NO ONE EXPECTS THE IMPOSSIBLE-USE YOUR BEST CONCEALED WEAPON-YOUR BRAIN-AND RECOGNIZE.....

• That the goal to professional intervention is to gain-

• Voluntary compliance


Allow attitude to drift-focus on behavior

Say what you want

do what I say

I have the last act

I give you the last word


Autogenic(tactical)breathing(BASED ON TECHNIQUES DEVELOPED BY CALIBRE PRESS AND GARY KLUGIEWICZ)

*Three times:

* In through the nose for 4-count

* Hold for 4-count

* out through the lips for 4-count

* Hold for 4-count

* Attitude is contagious* Panic is contagious

* calm is contagious

* Can “INFLICT” BREATHING ONTO OTHERSWWW.KILLOGOY.ORG COPYRIGHTED BY DAVE GROSSMAN-AUTHOR OF “ON KILLING”


Contagious Mindset

• Consider that your body language as you make contact is the First Impression-cannot erase this!

• Basic Concepts are simple-

Treat others as you would want to be treated if you were the victim/complainant/dissatisfied customer- If you were a victim, how would you want to be handled? Your wife? Your mother? Your child?


Peace phrases• I can appreciate that…..

• Can you work with me, sir………

• You don’t need this kind of trouble

• For your safety and mine………..

• What’s the matter……….

• Someone gave you some bad info………(careful)

• How can I help you………..

• If you cooperate with me, it will be noted in my report………

• Sorry to hear that, sir………..

• Can I chat with you for a moment?............


Why Peace Phrases?

• Makes you feel good-keeping your cool

• Springboard-deflect over the insults, focuson goal

• Dis-empower your opponent

• Sound good

• Buy time –for answers from other departments or for assistance to arrive-CRISIS HOSTAGE NEGOTIATORS WORLDWIDE SAY-TIME IS YOUR FRIEND


L.E.A.P.S. Concept

1. Listen

2. Empathize

3. Ask

4. Paraphrase

5. Summarize


S.A.F.E.R. Concept

• Security

• Attack

• Flight

• Excessive Repetition

• Revised Priorities


Tactical 8 Step Concept

1. Appropriate Greeting with Name, if Known

2. Identify Yourself / Department, if Unknown

3. Explain Reason For The Contact

4. Any Justifiable Reason For… If Needed

5. Ask for Identification if Unknown / Required

6. Additional Information – Wellness Check

7. Decision Stage

8. Appropriate Close



1. Ask

2. Set Context

3. Give Options

4. Confirm Noncompliance

5. Act – Disengage and/or Escalate

Is there anything I can say …to get you to …

I would like to think so.


Traits of a Professional• High Visibility

• Quick Decisions

• Codified Body of Knowledge

– Imminent Jeopardy

– Preclusion

• Continuous Training

• Adapt to Change

• Ethical Standard of Conduct

• Licensed; Badge A Symbol Of Public Trust


GVC3 Revisited

Communications 3 C’s

1. Compliance

2. Cooperation

3. Collaboration


Force Continuums vs. Intervention

Options

1. Professional Presence

2. Dialog (Moving Beyond Words)

3. Control Alternatives

4. Protective Alternatives

5. Deadly Force


S.A.F.E.R. Concept

• Security

• Attack

• Flight

• Excessive Repetition

• Revised Priorities


Three Kinds of People

NICE

DIFFICULT

SNEAKY

You Must Be Skillful With All Three.


Difficult People

A Difficult Person will always tell you no,

the first time you tell them to do something,

but somewhere around the second, third,

or fourth time,

when handled properly,

9 out of 10 will comply


“Showtime”

Showtime is a term used to mentally prepare

the officer (tactical mind set) for the task at

hand. It reminds the

officer to use only his professional face and,

to use words that will generate

voluntary compliance.


Know Your Weaknesses

Name It:

Define It:He Who . . .

Mr. “Wanna Bet”

Challenges My Authority

Own It!.

The Path To Strength Is Built On

Recognized Weaknesses.

Hot Buttons

or

Triggers


Anatomy of a Verbal Assault

• Why people verbal assault you?

• Professional and Personal Face

• Who has access to your Personal Face

• Ego is the On Ramp to Personal Face

• What is Personal Face

• What types of verbal attacks do people use to verbal assault you?

• How to render the verbal assault impotent?

• Preparing to meet Pete

A concept created by Doug Haig, Verbal Judo National Trainer


Types of Verbal Assaults

• Authority

• Profanity

• Personal Threats

• Family Safety

• Other Staff Members

• Physical Features

• Age

• Sex / Sexuality

• Skill / Competence

• Education

• Economic Status

• Religion

• ETC.


How To Handle Verbal Abuse

• “I ‘preciate that, but . . .”

• “I understan’ that, but . . .”

• “I hear that, but . . .”

• “I got that, but . . .”

• “I’m sorry you feel that way, but . . .”.

Note: Combination Phrases Work Best

Natural Reaction = Confrontation

Vs.

Studied Response = Deflection & Redirection


Reasons To Use

Deflection Techniques

• It Makes You Feel Good!

• Springboard-Focus Technique

Playground

America• It Disempowers the Other

• It Sounds Good!

preciate that, But P L Goal


5 Types of Deflectors

• Funny Word Blocks

• Serious Word Blocks

• Polite Threat Word Blocks

• Mobilizing the Audience Word Blocks

• Sudden Assault (Time Out) Word Blocks


Funny Word Block Rules

• Quick

• Appropriate

• Not a Counter Punch

Note: Must be delivered with the right face, tone, and body

language with an non aggressive use of distance


Three Principles Of Verbal Judo

• Say What You Want,

DO What I SAY unless safety is threaten.

• I Have The Last ACT,

I GIVE You The Last Word!

• REspect Vs. Respect.


Personal vs. Professional Face

Officer Contact

Ps Face Ps Face

Pr Face Ps Face

Win Win.


Ethical Interventions

• Professional – Pre Incident Prevention– Raise / Maintain Personal Ethical Presence

– Performance of your Personal Ethical Presence

– Impacted Other Officers by your Personal Ethical Presence

• Direct – Contact Officer Override– Level One: Verbal

– Level Two: Positioning

– Level Three: Physical

• Delayed – Post Incident Remedies– Make an Apology, when and if appropriate

– Debrief Incident – Improve Future Behavior

– Supervisor Notification / Report Writing


L.E.A.P.S. Concept

1. Listen

2. Empathize

3. Ask

4. Paraphrase

5. Summarize


Communication

The Opposite of Talking

Should Be Listening,

But for Most People

It Is Waiting…

Waiting To Interrupt!.


L.E.A.P.S. Concept

Listen

– Open & Unbiased

– Hear Literally

– Interpret Accurately

– Act Appropriately.


Listening Components

• Words

• Tone of Voice

• Facial Expressions

• Body Language

• Context of the Situation

• Distance / Positioning


L.E.A.P.S. Concept

Empathize

– To See Through The Others

Eyes

– Construct A Verbal Means To

Relate To The Subject

– You Do Not Have To Agree5

Simply Understand The Others

Perspective.


Tactical Empathy

Tactical Empathy refers to

the active intelligence gathering of

a professional investigator who

is attempting to learn

what a person is thinking

in an attempt to learn how to generate voluntary

compliance, cooperation, and collaboration.


L.E.A.P.S. Concept

Ask (Five Types of Questions)

– Fact Finding

– General

– Direct

– Leading

– Opinion Seeking.


L.E.A.P.S. ConceptParaphrase - The Sword of Insertion

“Let Me Be Sure That I Understand

What You Just Said.”

HIS Meaning Dressed In Your Words,

So That You Can BOTH Understand It.


Paraphrase

1. Sword of Interruption

"Let me be sure I understand what you just said!"

2. The other’s perceived Meaning in Your Words.

"You're feeling ________, because of ________. True?”

Be Disinterested!

It means to put the other person’s perceived MEANING into

your WORDS and give it back to them to modify or clarify.

X YM


The Art Of Paraphrasing

• You Can Interrupt And Not Generate Resistance.

• No One Will Listen Harder Than To His OWN Point of

View.

• It Creates Empathy - The Other Will Believe You Are

Trying To Understand.

• It Often Makes The Other Modify Their Initial Statement

After Hearing Their Meaning In Different Words.


L.E.A.P.S. Concept

Summarize

– Creates Decisiveness & Authority

– Reconnects Communication When

Temporarily Interrupted.

– Checks on Understanding

– Improves Memory Retention


Communication

MEANING

HELP

FEAR

VIOLATED

MY STUFF

TIME

RESPOND To The Meaning,

Never REACT To The Words.© P bar Y Safety Consultants

Voice

• 33 - 40%

• How you Say It

If there’s a contradiction between

Content & Voice,

which should you believe?


Voice

• Tone = Attitude

• Pace = Speed

• Pitch = High or Soft

• Modulation: Ebb & Flow

The Voice is a Window of a Subject’s Intentions.


Other Non - Verbals

• 50 - 60%

• Body Language

• Proxemics: Spatial Relations

If there’s a contradiction between

Voice & ONV,

which should you believe?


Other Non - Verbals

Proxemics: Spatial Relations

Where you are in regards to the other person.

And, will it enhance or inhibit communication?


Proxemics

• Remaining Alert

• Control of Distance

• Personal Danger Zone

• Relative Positioning

• Contact Cover

• Multiple Subjects

• Cutting Herd Tactics (Divide & Control)

• Reasonable Arc Concepts


3333

Unaware (White) Total Relaxation in a

Safe Place

Unaware (White) Total Relaxation in a

Safe Place

DESCRIPTION COLOR CODE OFFICER RESPONSEDESCRIPTION COLOR CODE OFFICER RESPONSE

Relaxed but Alert (Yellow) Scanning for Possible

Threats

Relaxed but Alert (Yellow) Scanning for Possible

Threats

Ready to Act (Orange) Focusing on Possible

Threats

Ready to Act (Orange) Focusing on Possible

Threats

Action State (Red) Respond to Threats:

Disengaging and

or Escalating

Action State (Red) Respond to Threats:

Disengaging and

or Escalating

Blind Panic (Black) Indecisive and/or

Excessive Response

to Threat

Blind Panic (Black) Indecisive and/or

Excessive Response

to Threat

1.1.

2.2.

3.3.

4.4.

5.5.

Developed by Jeff Cooper, clarified by Bob “Coach” Lindsey


PublicPublica.a.

SocialSocialb.b.

c.c. PersonalPersonal

d.d. IntimateIntimate


Verbal Judo vs. Verbal Karate

Verbal Karate

• Unprofessional

• Express Personal Feelings

• Self-Referential Language -

“I - me”

• Not in Contact

• Off-target Reactions

Verbal Judo

• Professional

• Use of Words to Achieve

Professional Objectives

• In Contact with Audience

• Skillful Communication That

is On-Target.



Performance Tips

• Use Interrogatory Tone of Voice

• Pause first after saying, “The Reason I Stopped You is ...

• Pause again after asking, “ Is There any Justifiable Reason for …

• Forecast for Weapons before asking for Identification or allowing them to access possible weapons

• Harmonize Decision and Close Steps


P.A.V.P.O. ConceptThe Rhetorical Perspective

Perspective – Know / Control

Audience – Read

Voice(s) – Adopt

Purpose – Desired Results

Organization – Beginning/Middle/End



1. Ask

2. Set Context

3. Give Options

4. Confirm Noncompliance

5. Act – Disengage and/or Escalate


The Domestic KATA

YX

The Practical Appeal


Tactical 5 Step Concept Performance Tips

• Use Interrogatory Tone when Asking

• Use Declarative Tone when Setting Context and Shut Down Your Reasons before Continuing

• Use Service tone when Giving Options

• Be ever more polite tone on Confirmation

• Confirmation: “Is there anything that I can say … to get you to … I would like to think so.

• You Can Go Back to 5.2 if You Meet a Lessening of Resistance on the Subject’s Part

• Acting includes Disengaging and/or Escalating


Tactical 5 Step Chant

1. Ask

2. Tell Them Why

3. Give Them Options

4. Confirm

5. Act


©The Verbal Judo Institute, Inc89

E.R.P.P.The Four Appeals:

Sources Of Persuasion

ETHICAL

RATIONAL

PERSONAL

PRACTICAL

PERSUASION

YOUR ALLIANCE IS YOUR

ETHICAL APPEAL AND IT IS

THE MOST POWERFUL

This is the second most

powerful appeal and it is the

GREED PRINCIPAL –if they

have something to win or lose –

then you have something to

USE!!!

This appeal is GVC by

using an off beat

strategy.

This is reasonable

and logical2. But

people don’t care

about logic when

they are upset.

1

2

4

3


Tactical 5 /Step Voices

• V1 – Interrogatory Voice

• V2 – Declarative Voice

• V3 – Service Oriented Voice

• V4 – Collaborative Voice


5 Step Hard Style

AskEthical Appeal

Set

ContextRational Appeal

OptionsPersonal Appeal

ConfirmPractical Appeal

ACT


5 Step Hard Style

AskArt Of Representation

Set

ContextArt Of Translation

OptionsArt Of Mediation

ConfirmV4 A4

ACT


5 Step Hard Style

AskV1 A1

Set

ContextV2 A2

OptionsV3 A3

ConfirmV4 A4

ACT

Explain

0/10

7/10

8/10

Close Down

1.Positive Tone

2. Pos./Neg.

3. Specific

Command

= Ps Face

9/10

4. Greed


©The Verbal Judo Institute, Inc94

5 Step with Voice & Appeal

AskVoice 1 Appeal 1

Interrogatory Tone Ethical

Set

ContextVoice 2 Appeal2

Declarative Tone Rational

OptionsVoice3 Appeal3

Service Tone Personal

ConfirmVoice4 Appeal4

Confirmation Practical

Most Courteous

Tone

ACT

Explain

0/10 will do as

asked

7/10 will do

it when you

explain why

8/10 will

do it if there

is something

in it for them

C

1. Use Pos. first

over Neg

2. Be Specific

3. Use the

Greed Principle

Command

= Ps Face

9/10 watch for

A lessening of

Resistance5go

Back & rephrase

context


Crisis Intervention Concept

Pre-Intervention Preparation

1 . Calm yourself , autogenic breathing .

2 . Center yourself , get focused.

3 . Develop a strategy for intervention.


Crisis Intervention Concept

Crisis Intervention Format

1 . Attempt to get person’s attention.

2 . Check on their perception of reality.

3 . Attempt to establish a rapport.

4 . Explain your perception of reality.

5 . Move towards resolution .


P.A.C.E. ConceptHow to Diagnose a Verbal Encounter

Problem – your perspective / their perspective

Audience – relationship / experience / your role

Constraints – obstacles: ignore/step around/use

Ethical Presence – professional presence projected


Verbal Judo Street Maxims

• It’s Not Enough To BE Good, You Have To LOOK

Good & SOUND Good, or It’s NO Good!

• Never Step On One’s Personal Face!

• The Goal Is To Be RESPECTED On The Streets!

• People Are Like Steel - When They Lose Their

Temper They Are Useless!


Principles Of Disinterest

• Always Keep Professional Face

• Always Treat Others As You Would Want To

Be Treated . . . Under Identical

Circumstances

• Never Inflate People With Adrenaline

• Flexibility Is Strength - Rigidity Weakness

• Redirect Rather Than Resist.


Six Levels of Stabilization

1. Presence

2. Verbal

3. Standing

4. Wall

5. Ground

6. Special Restraints


Closure Principle

Leave people better than

they were feeling

at their worst


Types of Debriefing

• Immediate Subject / Scene

Debriefing

• Immediate Team Debriefing

• Formal Debriefing Process


TALKING THE TALKWALKING THE WALK

The challenge to be who we represent• Superior Service Thinking for others as they would 48-72 hrs later• Proactive Having a plan and knowing when to act• Innovative The courage to support challenging tactics

• Unbiased Treating everyone with respect• Professionalism Doing the best job possible for ourselves, our families and

those we serve

• Respect Earned on the job and in the house

• Integrity Effective strategies for maintaining personal composureand maximizing skills

• Dedication The ability to deflect and counter negative energy and focus on positive behavior

• Ethics Actively engaged in upholding the public trust


safety verbal aikido, is defined as using

Presentations & Public Speaking

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