This article is part of an ongoing series on leadership development for new law enforcement leaders. Each article addresses a specific area of leadership competency offering learning points, strategies and tips. Click here to access the entire Leadership Development Series.
“I do not believe you can do today’s job with yesterday’s methods and be successful tomorrow.” — H. Nelson Jackson
Your officers are sharp tactically. They can clear a building, run an active shooter drill and qualify on the range without issue. But when judgment calls arise, such as handling a heated community complaint, mentoring a new officer or making a split-second legal decision, they struggle. Morale dips, retention suffers and even strong performers begin to stall.
This is not a failure of training. Firearms qualification, defensive tactics and emergency vehicle operations are the foundation of officer readiness. They save lives, and without them, law enforcement could not function. The issue is that many agencies still frame all learning under the single label of training. That word signals drills, qualifications and compliance. Important, yes, but incomplete.
When officers believe learning stops at tactics, they miss out on the broader development that sustains effectiveness throughout a career. Professional development — growth in judgment, communication, leadership and resilience — equips officers to lead themselves and others through the most demanding parts of the profession.
Practical approaches for leaders
“What lies behind you and what lies in front of you pales in comparison to what lies inside of you.” — Ralph Waldo Emerson
To meet these challenges, leaders can take intentional steps that move beyond tactics and foster lasting professional growth.
Shift the language
Words matter in policing. If leaders only talk about training, officers picture the range, mats or the high-speed driving course. Those images are accurate but narrow. Adding the phrase professional development changes the message. It signals that growth is more than muscle memory.
One thing my agency has started doing is tracking and reporting both “training hours” and “professional growth hours.” The core curriculum did not change dramatically, but we added internal and external resources to create a professional development course catalog alongside the required curriculum. The way officers viewed training shifted. Buy-in improved, participation increased and even casual hallway conversations changed. Officers began to see learning as more than drills.
Lead through mentorship
Leadership is not tied to rank. A patrol officer mentoring a recruit in field training shapes the profession as much as a captain running a command staff meeting. True leadership lies in recognizing that the knowledge and experience we inherit does not belong to us, but is ours to hold, to curate and to one day share.
After tough calls, one of my sergeants takes a few minutes with rookies to reflect on what went well, what could change and what the call taught them. He doesn’t just ask questions — he shares the lessons he has learned, guiding rookies to apply experience wisely. His approach embodies stewardship: hold knowledge, curate it into teachable insights and share it intentionally to shape the next generation.
Build thinking time into routine
Tactics keep officers alive, but thinking keeps them effective. Adding reflection into the rhythm of policing pays dividends. At my former department, as lieutenant, I would ask a single question at roll call: “What judgment call did you face yesterday that made you pause?”
The question took less than five minutes to answer, but it forced officers to share real decisions and hear how peers handled similar situations. The effect was twofold: it normalized judgment calls as part of the job, not moments of weakness, and it helped younger officers build decision-making skills without having to live every scenario firsthand.
Teach emotional intelligence and resilience
The demands of policing go beyond tactics. Officers face trauma, conflict and high-pressure decisions that strain mental health and stamina. At my agency, we are addressing this head-on with initiatives and peer-support trained officers embedded throughout the ranks.
These programs are spearheaded by officers on the front lines, whose leadership and buy-in are driving real change. As a result, we are seeing benefits not only in officers’ ability to manage stress and recover quickly from difficult calls, but also in camaraderie and trust within the agency. Communities notice when officers handle tough situations with calm and empathy, and officers notice the difference in themselves, their peers and their families.
Borrow from other professions
Doctors conduct case reviews after complicated procedures. Lawyers attend continuing education. Pilots run scenario-based debriefs. Policing can adopt the same practices.
At my agency, we are exploring ways to bring this philosophy into reviews. Ideas under consideration include structured post-incident debriefs, peer-review sessions, mentorship-guided reflections and tabletop exercises that let officers practice decision-making in a low-risk environment. The goal is to make reviews about growth rather than blame, helping officers sharpen judgment and strengthen both individual performance and collective effectiveness.
Insights from the field
“If you do not change your direction, you will end up exactly where you are heading.” — Chinese proverb
Agencies that embed professional development into daily work discover several things. Morale improves as officers see themselves as members of a profession, not just shift workers. Leaders emerge naturally through mentorship and reflection. Retention increases when officers feel they are growing in judgment, leadership and resilience. Community trust strengthens as citizens observe thoughtful, composed and adaptive officers in the field.
The lesson is simple: development does not have to be costly or complicated. It just has to be intentional.
Time
Resources
Culture
Put it into practice and commit to real change
“The pessimist complains about the wind; the optimist expects it to change; the realist adjusts the sails .” — William Arthur Ward
In roll call, add one reflective question each week that pushes officers to think beyond tactics. In after-action reviews, always ask, “What lesson can we carry forward from this incident?” Pair a senior officer with a junior partner this month for mentorship. In your language, use professional development alongside training to show that growth includes judgment, resilience and leadership. Over the next quarter, host a short incident review modeled on real cases, framing it around learning rather than fault-finding.
The leadership edge
“A genuine leader is not a searcher for consensus, but a molder of consensus.” — Dr. Martin Luther King
Training will always be essential. It saves lives and ensures operational readiness. But training alone is not enough. Officers also need professional development to grow in judgment, resilience and leadership.
The future of policing depends on blending both. Tactical mastery prepares officers to fight. Professional development prepares them to think, adapt and lead. Together, they elevate law enforcement from a workforce into a true profession.
This is our charge: to hold the knowledge and experience we inherit, curate it thoughtfully and share it intentionally. By doing so, we become molders of consensus, shaping a culture where every officer grows, every officer leads and every officer contributes to the strength, resilience and trust of our agencies and the communities they serve.
Tactical takeaway
Pair tactical training with structured professional development — reflection, mentorship and resilience — to prepare officers not only to act but to lead.
What first step could your agency take to move beyond tactics and build professional development into daily work? Share below.
