Just as an officer can decide between performing at a high level or doing just enough to get by, supervisors have a similar choice. A supervisor can choose to create an environment of low expectations for officers (low-bar supervisor), or one of high expectations (high-bar supervisor). Which kind of supervisor would choose to have — or wish to be?
Let’s explore the traits that define effective police supervisors — and those that can undermine team performance.
Sick leave: Enabling abuse vs. setting expectations
Low bar – Most agencies have an officer who routinely calls in sick on days immediately adjacent to days off, events (like the Super Bowl), and vacations — even when they are not sick at all. This behavior regularly leaves their fellow officers working even more short-handed than they already are. Low-bar supervisors just mark them sick as long as the officers have sick time available. Case closed.
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High bar – Other supervisors recognize the pattern of sick-time abuse and may first address the behavior by explaining to these officers that when they call in sick and they are not, they have become the cop that criminals dream of — the one who’s not there to stop them. These supervisors will also address the dangerous situation this unreliability creates for others. They express genuine concern by pointing out that anyone can develop a major health issue in the future, during which they may desperately need those accumulated sick days. If there’s no improvement after this intervention, these supervisors will follow up and take formal action — for the sake of the shift, and the officer.
Training tip: Monitor patterns in sick time usage and address concerns early — consistent accountability builds team trust.
Firearms training: Minimum requirement vs. skill development
Low bar – Some commanders arrange for their officers’ firearms qualification to occur once or twice a year, depending on what is the minimum requirement in their department’s policy. Since they view firearms qualification as “training,” they consider officers fully trained for the year.
High bar – Other commanders ensure their officers receive a variety of ongoing firearms skills training, designed to turn them into highly skilled and honorable gunfighters. High-bar supervisors realize that qualification allows officers to be present at a gunfight, but proper preparation ensures they will be a formidable presence at one.
Training tip: Treat qualification as a baseline, not a benchmark — schedule scenario-based firearms drills year-round.
Defensive tactics: One-and-done vs. ongoing readiness
Low bar – Some commanders give no thought to arranging ongoing defensive tactics training. They believe every officer went through this training in the academy and is therefore “trained,” period. Officers who wish to stay prepared for physical confrontations must train on their own time and dime.
High bar – Other commanders realize that the academy was only “basic training,” where officers achieved a level of competency. To protect and serve effectively, these perishable skills require ongoing training to enable officers to:
- Make good use of force decisions
- Apply defensible tactics to legally and professionally prevail
- Maintain basic skills while learning additional ones
Training tip: Reinforce DT fundamentals quarterly to maintain officer safety and public confidence.
Use of force evaluations: Blame vs. accountability
Low bar – Supervisors who fail to support high-quality firearms and defensive tactics training are often the most hyper-critical “Monday morning quarterbacks” in use-of-force cases. They see fault in their officers but rarely recognize how their failure to train contributed to the outcome.
High bar – Commanders who prepare their officers to prevail through ongoing training are the ones proudly handing out commendations and citations after critical incidents. Their officers make strong decisions, use defensible techniques and prevail legally — thanks to that training.
Training tip: Connect post-incident reviews to training gaps and make adjustments before the next event.
Recognition: Ignoring success vs. rewarding excellence
Low bar – Some commanders are very vocal if an officer makes a mistake, but say nothing when great police work is done. “That’s what officers get paid for,” they say.
High bar – Other commanders make a point to say, “Great job!” — whether it’s at the scene or while officers are writing reports. They also make sure to pursue official recognition through departmental awards when officers are deserving.
Training tip: Praise in public, document for awards — recognition reinforces values and boosts morale.
Ethics: Double standards vs. living with honor
Low bar – Some commanders take long lunches, accept free meals and coffee, show up with the odor of intoxicants on their breath, or leave early. Yet these same supervisors hold their officers to a higher standard than they hold themselves. “Do as I say, not as I do.”
High bar – These commanders live ethical excellence and lead by example. They embody the words of Detective Sergeant Frank Serpico: “Police work is an honorable profession, if you do it with honor.”
Training tip: Supervisors set the ethical tone — model the behavior you expect from your team.
Fitness: Neglect vs. leading by example
Low bar – Of some commanders, it could be said, “When it’s time for exercise, they choose extra fries instead.” These bosses demand little from themselves — and in turn, little from their officers — when it comes to fitness. And it shows.
High bar – Other commanders are not only seen working on the street but also in the gym or on the trails alongside their officers. They’re often the driving force behind wellness initiatives that encourage physical readiness and long-term health.
Training tip: Pair wellness programs with visible participation from leadership to drive adoption.
Performance: Reactivity vs. proactive leadership
Low bar – Some commanders are satisfied with reactive officers — answering and properly documenting calls. To them, “fewer arrests mean fewer problems; more arrests mean more problems.”
High bar – Other commanders believe officers can make a real difference in the quality of life in the communities they serve. They encourage proactive policing and often join their officers on the street, initiating their own stops and contacts. They inspire not just with words spoken from behind a desk but with actions taken on the street. They don’t just supervise a shift — they lead a team.
Training tip: Reward proactive patrol work and create space in shift schedules for directed activity.
Conclusion
A low-bar supervisor may expect less from you — and that can be appealing. But the high-bar supervisor? They challenge you. Much like that great coach we all had (or wish we had), they expect more — because they believe you have more to give. And, just like that coach who brought you victories during that one magical season long ago, they believe in you.
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