By Major Delbert Myrick & Police Lieutenant Colonel Narote Yuvaboon
Imagine preparing for a long-awaited vacation with your family or packing for a prestigious 10-week course abroad when the phone rings. On the other end is the Sheriff or Superintendent, congratulating you on a promotion you neither expected nor were fully prepared for. Such moments rarely arrive at convenient times. Unexpected promotions are challenging, but when embraced with a comprehensive plan and a servant-leader mindset, they offer a powerful opportunity to make lasting, positive change. They demand a rapid mental shift, thrusting you into leadership during turbulence, uncertainty or even crisis.
Promotions during stable periods allow for thoughtful transitions. But the rules shift when leadership changes happen in the middle of a storm. Employees do not want patience; they want progress. They expect the new leader to fix problems fast and drive change. The most challenging part is figuring out where to start.
Different locations, similar challenges
This article highlights two sudden promotions — one in the United States and one in Thailand. Both experiences offer insights into how to rise above the emotional chaos and lead effectively from day one.
In one case, Rick, a law enforcement executive in the United States, assumed leadership after his long-standing predecessor, deeply rooted in the agency and community, was abruptly terminated. Having served in roles under that executive for nearly two decades, Rick had to confront both professional and personal disorientation. His identity was wrapped in his previous role, and the emotional impact of the change was immediate. The agency’s outdated culture only compounded the difficulty, requiring swift innovation, clarity of purpose and emotional resilience.
A similar challenge occurred to Boon, a law enforcement supervisor in Thailand, a few weeks before he left to attend the FBI National Academy. Boon’s close friend was unexpectedly removed from his post leading the Highway Division, and the Superintendent called with an offer for Boon to step into that role. While the opportunity was prestigious, the emotional weight — strained friendships, legacy practices and looming resistance — made it a trial by fire.
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First steps
The first step in both cases was reclaiming identity and setting a new tone. In the United States, Rick symbolically turned in his specialized gear and accepted a standard cruiser, signaling change to the team. Within days, he met with recently promoted team leaders, set clear expectations and began shaping a leadership culture focused on service. The message was simple but powerful: supervisors must prioritize their teams’ well-being. Rank meant responsibility, not privilege.
In Thailand, Boon quickly initiated a complete reorganization. After assessing performance data and listening to the team, he created a new patrol pairing system and shifted responsibilities to reward initiative. These adjustments sparked immediate gains, but not without discomfort. Trust had to be built from the ground up.
Both leaders knew success required more than internal changes. Rick launched meetings with county department heads to dismantle barriers and personalize the agency’s mission. These efforts replaced a long-standing “Blue Wall” mentality with transparency and partnership. Meanwhile, in Thailand, team-building sessions revealed hidden strengths and ideas for operational efficiency, bolstering the supervisor’s understanding of unit dynamics.
Leadership through action
Proving leadership through action was critical. In the United States, the new executive prioritized officer safety and well-being, upgrading equipment and enhancing firearms training. For the first time, command staff worked Christmas so all staff could spend time with their families. Executive participation in roll calls and training became routine. These changes were not symbolic; they signaled that leadership was present, engaged and committed.
The results came quickly. Employee morale rose, retention stabilized and external relationships improved. When holidays or snowstorms struck, the presence of leadership on the ground fostered unity and appreciation. Long-overdue pay raises and benefits were secured through improved collaboration with county leadership. Trust was no longer demanded — it was earned.
In Thailand, success also came quickly. Within the first week of the new structure, the unit made major drug seizures, assisted stranded motorists and went viral for saving a fish stranded on the motorway — an oddly symbolic but unifying moment. The changes energized the team, elevated national visibility and affirmed the decision to act decisively.
Of course, criticism followed. In both cases, some former employees used social media to question or undermine new policies. But instead of reacting defensively, both leaders used this feedback as fuel to keep improving. It is a reminder that leadership is not about popularity but responsibility and service.
Conclusion
Both stories, one in law enforcement in the United States and the other in Highway Police in Thailand, underscore the same truth: sudden promotions are not barriers to success but opportunities to bring forward-thinking change. With the right mindset, strategic focus and commitment to people, even the most abrupt leadership transitions can lead to meaningful change. This article explores two real-world accounts from the United States and Thailand to guide others in navigating the challenges of sudden or unexpected promotions. Do not be afraid to step in. Be the change your organization needs.
About the authors
Major Delbert Myrick is a 23-year law enforcement veteran serving with the Spotsylvania Sheriff’s Office in Spotsylvania, Virginia. He oversees the Patrol, Special Operations, Administrative and Emergency Communication Divisions. Prior to being promoted in November 2024, he served as the Special Operations Division Commander.
In 2024, Major Myrick graduated with distinction from Liberty University with a Master of Science Degree in Criminal Justice Leadership. He is also a proud graduate of the FBI National Academy, session 294.
Police Lieutenant Colonel Narote Yuvaboon is a 15-year veteran with the Royal Thai Police in Thailand. He oversees the Highway Police Division 8, consisting of 112 officers and 14 civilian staff. Prior to being promoted in 2025, he served as the Inspector for Highway Police Divisions 2 and 3.
In 2015, Lt. Colonel Yuvaboon received his Master of Business Administration in Management from Ramkhamhaeng University. He is also a proud graduate of the FBI National Academy, session 294.
