breaking the wheel
-
1. To end the recurring cycle of unprepared leadership in policing, in which officers are promoted without training, mentorship, or development.
2. To replace a “sink-or-swim” system with intentional pipelines that prepare, mentor and sustain future leaders.
As a veteran of law enforcement, now approaching 25 years in uniform, I often reflect on how I got here — from that know-it-all kid in 2002, who signed up to serve his community after 9/11, to the older, wiser man I am today. A man who knows he still has much to learn.
My journey began with a choice. I was a 21-year-old electrician’s apprentice on that terrible day in September 2001. Like many, I remember where I was, what I was doing, and what I felt in that instant. I cycled through fear, sadness, anger — even rage — before landing on a powerful realization: I wasn’t doing what I was meant to do. So, I changed course.
That decision, and many since, led me to where I am today: Chief of Police for a statewide law enforcement agency. Those choices shaped who I was, molded who I am and continue to guide who I strive to become.
Through it all, the constant has been the job. The job that’s cost me sleep, missed family moments and a few close friendships. But it’s also given me purpose, perspective and relationships I wouldn’t trade for anything.
And yet, I keep returning to one question: How did I make it?
It haunts me more now than ever — not because I doubt the answer, but because I understand it better. I made it here thanks to a mix of good fortune, a few right-place-right-time moments and incredible mentors. But there was also a glaring gap: a lack of planned, strategic leadership development.
| DOWNLOAD: 25 on 2025: A police leadership playbook
‘Trial by fire’ leadership
Far too often, officers are promoted into leadership roles through what I call a “trial by fire” system. If you asked 10 veteran officers — each with 15 to 25 years of service — how they began as supervisors, I suspect most would share a similar story: handed their stripes, wished luck and left alone on shift while their lieutenant took vacation. No preparation. No guidance. Just, “Figure it out.”
Many of us were never offered training, mentorship, or even a chance to shadow a seasoned leader. And anyone who’s worn the weight of responsibility knows that leadership isn’t just about your own actions — it’s about the decisions, mistakes and welfare of those under your command.
Blueprint actions for chiefs
- Review your promotion process. Are new supervisors formally trained, or left to “figure it out”?
- Require structured onboarding for every new leader.
- Pair first-time supervisors with mentors immediately.
FTO programs as culture-setters
For me, the most dangerous gap I’ve seen is in the Field Training Officer (FTO) program. A broken FTO program is a breeding ground for toxic culture. When training is led by disengaged or unaccountable FTOs, the cycle of dysfunction continues.
But a well-run FTO program? That’s a force multiplier. If your FTO program is top-tier, you’re likely producing top-tier officers. And if that’s the case — congratulations — you’ve taken the first major step in breaking the wheel. But don’t let early success become complacency. A high-performing program needs constant maintenance: updated materials, engaged trainers, and proactive burnout support.
Blueprint actions for chiefs
- Set rigorous standards for selecting FTOs.
- Require regular review and updates of training materials.
- Provide wellness support and recognition for FTOs.
- Evaluate FTO performance as closely as officer performance.
Preparing leaders before they lead
Even with a solid FTO system, the bigger challenge remains: How do we prepare leaders to lead before they must lead?
We start by building a leadership pipeline, not a leadership lottery. Leadership development can’t be left to chance. It must be intentional.
We need to identify leadership potential early — looking beyond tenure or technical skills. Emotional intelligence, integrity, adaptability and influence matter more. These are the officers we should mentor long before a promotion is on the table.
Blueprint actions for chiefs
- Identify high-potential leaders at the officer stage.
- Focus on emotional intelligence and integrity over tenure.
- Build a database or roster of “emerging leaders” and track their growth.
Structured development in action
Next, we implement structured leadership development programs. These should include:
- Formal courses on communication, decision-making, ethics, accountability and personnel management
- Shadowing opportunities with seasoned supervisors
- Scenario-based training that mirrors real-world leadership challenges
- Mentorship programs connecting future leaders with experienced guides
- Cross-training and temporary assignments, so officers can “test drive” leadership before they’re handed the keys
Blueprint action for chiefs
- Make leadership development part of career progression, not just post-promotion.
Responsibility over rank
But most importantly, we must change the culture. Leadership isn’t about rank — it’s about responsibility. It’s about making things better for the next generation. Preparing future leaders isn’t optional. It’s an obligation.
That cultural change also means emphasizing something we often overlook: the importance of followership. Young officers need to learn how to follow with integrity, accountability and humility — because great leaders start as great followers. If we can instill a followership mentality early on, we normalize respect for the chain of command, we build team cohesion, and we reinforce the principle that leadership is earned through service, not simply granted through promotion.
Blueprint actions for chiefs
- Incorporate followership into academy and in-service training.
- Celebrate officers who demonstrate humility and accountability.
- Model servant leadership at the command level.
Mentorship that outlasts careers
Equally vital is the need to develop mentors who mentor. Leadership development is not a one-time act; it’s a continuous responsibility. We must cultivate leaders who don’t just lead — but who deliberately grow others. Too many mentorships end at the title. Real mentorship means investing time, sharing lessons learned, and building relationships that extend beyond the badge. If we want a legacy that outlasts our tenure, we must pour into others as we once needed someone to pour into us.
Blueprint actions for chiefs
- Require formal mentorship as part of leadership evaluations.
- Train leaders in effective mentorship skills.
- Recognize and reward leaders who actively grow others.
Leadership self-check for chiefs
Flip the six cards to gauge your agency’s readiness and get one action you can take today.
What’s the biggest risk of a broken FTO program?
It breeds toxic culture, passes down bad habits and normalizes dysfunction.
What’s the first step to break the “trial by fire” cycle?
Audit promotions and onboarding: ensure every new supervisor gets structured training and a mentor.
Pipeline vs. lottery — what’s the difference?
A pipeline is intentional development; a lottery leaves leadership to chance and timing.
Which traits outrank tenure when spotting future leaders?
Emotional intelligence, integrity, adaptability under stress and influence beyond rank.
One concrete action to take this month?
Assign a mentor to every new supervisor and schedule two shadow shifts with a seasoned sergeant.
How do we embed followership in the culture?
Teach it in academy and in‑service, model servant leadership at command level and reward humility and accountability.
A call to action
If we want to stop setting people up to sink or swim, we must teach them to swim before the water gets rough. And when we do that — when we prepare our people intentionally — we don’t just create better leaders. We build healthier teams, stronger departments, and safer communities.
So let this be the call to action:
Let’s stop asking: “How did I make it?” Let’s start asking: “How can I help others make it too?”
That is how we break the wheel.
What did you need most before your first promotion? Share below.
| WATCH: Cultivating self-awareness for enhanced police supervisor skills